Sustainable Innovation

Sustainable Innovation is the intersection of the issue of sustainability

with the promise of innovation. Hargadon, A. (2015).

The challenge of The Promise of

Sustainability Innovation

Sustainable

The Promise of Innovation

Sustainability

The Challenge of

Innovation

It makes obvious that innovation and sustainability go hand in hand in

business. In many aspects, it refers to traditional innovation that is bolstered and

pushed by resource and environmental concerns. Businesses are embracing the

notion that resources should not be depleted faster than they are regenerated, and
that waste production should not exceed the ecosystem's carrying capacity. This

belief is the motivating force behind innovative innovations across all industries.

Not all parts of innovation, however, are sustainable. Understanding where, when,

and how innovation and sustainability interact in your markets, company, and

industry is crucial.

Sustainability and the Green Economy

The Green Economy is a macroeconomic strategy for achieving long-term

economic growth with an emphasis on investments, employment, and skills. To

accelerate and consolidate sustainable changes in both consumption and

production patterns, multistakeholder partnerships for the development of a

Green Economy are promoted. Environmental protection is crucial for both

sustainable development and the conservation of natural resources. In other

words, for sustainability it is essential to convert waste or emissions into by-

products or co-products. El-Haggar, S. M. (2016).

A green/sustainable economy is an economic growth model based on

ecological economics and sustainable development. Its goals include enhanced

human well-being, social equality, and diminished environmental dangers and

ecological scarcities. (UNEP, 2013)

A green economy is broadly defined as an economy that encourages

sustainable development alongside economic progress. Its many benefits include

improving the lives of individuals,

Definition of Green Economy

Thus, the green economy can be more precisely defined as an economy that

combines sustainable development with economic growth in an effort to promote

social justice and alleviate poverty.

Betting on Change

Many businesses fail to commit to the development of sustainable innovations due to

internal strife, skepticism among middle management, reluctance on the part of investors, or

obstinate suppliers, dealers, and customers. Dedication is a capability, not a single

momentary decision. Green-lighting a project, submitting a check, or sending a news release

are not sufficient conditions for sustainable innovations.

Commitment is a capacity, not a singular act or occurrence. It involves more than approving a

project and issuing a check. Some businesses excel at it, while others do not. In 1903, when

Henry Ford founded Ford Motor Company, the commercial vehicle market was less than a

decade old. In the same year, 88 other automakers were created in the United States,

including 15 in Detroit alone. Within a year, twenty-seven of these businesses failed, and

within two years, sixty-four had disappeared. In 1903, Ford Motor Company was created.

Henry Ford desired to construct a low-cost, durable, and high-quality automobile for the

public. He didn't know what he was going to construct or how he was going to build it, but he

knew it wouldn't be what he had been doing previously. Henry Ford's plan necessitated

capabilities that his firm lacked but were available. He introduced personnel, supplies,

designs, production equipment, organizational structures, suppliers, and so on. In the eight

years that followed, Ford would drastically transform the automobile industry. Henry Ford,

the CEO of Ford, gambled the company on a plan and pursued the capabilities required to

make it successful. The ability to make such promises is as crucial as ever in the present day.

Consider Toyota's dedication to hybrid technology: even the company's executives were

startled by its success. Toyota produced the Prius, Camry, and other best-selling cars. General

Motors, Ford, and Chrysler also made the transition, albeit they did so too late. In 2005,

Toyota introduced its clean diesel platform, which is used to power its diesel automobiles and

trucks worldwide.

Within two years, the automaker introduced a hybrid concept vehicle. In its first five

years, the corporation invested more than $5 billion in clean technology research and

development. The innovation strategy is the agreement that outlines the scope of your
commitment. Without a well-defined strategy and set of initiatives, it is difficult to determine

what capabilities you require. The most critical efforts are identifying and building the

appropriate capabilities to advance these initiatives. Henry Ford, the founder of Ford,

advanced his devotion and abilities simultaneously. Those tasked with sustainable innovation

must be similarly prepared to incrementally increase their commitment levels. With one,

there are no obstacles to progress; with the other, there are. Effective innovation involves

more than just aesthetically pleasing ideas; it also requires a concentrated commitment and

dedicated resources. At any one time, only a few of these initiatives can be developed by

businesses. Investments in innovation must be driven by the company's strategic needs, not

the R&D department's whims. Companies typically explore innovation opportunities using

the capabilities they already possess, rather than with those they lack. Once upon a time,

Henry Ford stated, "Businessmen go down with their companies because they admire the old

method so much that they cannot bring themselves to change." By their very nature,

capacities are difficult to identify and alter. Taking down old capabilities and constructing

new ones is difficult. However, it is vital if your organization wishes to adapt. Your

innovation strategy is not concerned with deciding which new ideas to pursue. It involves

determining the high-priority objectives to undertake and then finding the necessary

capabilities. Companies typically respond to threats by producing more of what they already

know how to produce and selling it to their current clientele. Developing the appropriate

competencies necessitates recruiting the appropriate personnel, creating the appropriate

organizational structures, and purchasing and employing the pertinent tools. Watt's early

experiences, along with those of A123, Fisker Automo- tive, Solyndra, and others, highlight

what occurs when businesses attempt to develop novel solutions. The greater a company's

awareness and clarity in establishing its innovation plans, the simpler it is to avoid these

typical pitfalls. Innovation is one of these hard circumstances. People with a fixed mindset
view it as a test of their intrinsic intelligence and inventiveness. Those with a growth mindset

view it as an opportunity to acquire new knowledge and abilities. Depending on the context,

these two approaches vary; sports and mathematics are two examples. The fixed and

development mindsets are environmental products that can be modified by viewpoint and

behavior. Organizations are not individuals, but their leadership, norms, values, reward

systems, structures, activities, histories, identities, partners, customers, and investors all work

together to produce behavior that resembles fixed and growth mindsets. A stuck mindset

causes you to be preoccupied with how others will evaluate you rather than how you can

grow. Leadership invests in the development of people and skills. It requires a willingness to

investigate what you do not know and a will to find and acquire those skills. A concept is

worthless without the relationships necessary to bring it to market. Where you wish to go

determines the means necessary to get there. Smart meters are reinstalling century-old

technology in the metal and glass box that connects a home to the power grid. Xcel Energy

was one of the first utility providers to establish a program, dubbed SmartGridCity. The

project's cost overruns spurred the City of Boulder to contemplate assuming control of the

pilot program and establishing its own municipal utility. Nothing is more terrifying to utilities

than the possibility of one of their territory seceding. The smart meter effort of Xcel Energy

may have failed due to a lack of management and marketing expertise. Pacific Gas and

Electric has shared similar experiences. The deployment in Bakersfield coincided with a new

tiered plan that drastically increased fees for energy consumption during peak hours.

Challenges to Sustainable Innovation

Due to internal friction, distrust among middle management, investor hesitation, or

recalcitrant suppliers, dealers, and customers, numerous organizations fail to commit to the

creation of sustainable innovations. Dedication is a capacity, not a single, impulsive choice.

insufficient criteria for sustainable innovations.

Businesses must have the capacity to pursue sustainable concepts. Commitment is a

capacity rather than a single act or event. There is more to it than authorizing a project and

writing a cash. While some companies excel at it, others do not. When Henry Ford launched

Ford Motor Company in 1903, the market for commercial vehicles was less than a decade

old. In the same year, 88 additional automobile manufacturers were established in the United

States, including 15 in Detroit alone. In one year, twenty-seven of these companies failed,

and in two years, sixty-four were vanished. Ford Motor Company was founded in 1903.

Henry Ford aimed to produce an affordable, long-lasting, and high-quality automobile for the

people. He didn't know what he would make or how he would build it, but he knew it

wouldn't be the same as what he had been doing previously. Henry Ford's proposal required

talents that his company lacked but were readily available. He introduced employees,

supplies, designs, production equipment, organizational structures, suppliers, and so on. In

the eight years that followed, Ford would revolutionize the automobile industry significantly.

Henry Ford, the CEO of Ford, staked the company on a plan and pursued the necessary

competencies for success. Today, the ability to make such commitments is more important

than ever. Consider Toyota's commitment to hybrid technology: even the organization's

management were surprised by its success. Toyota manufactured the Prius, Camry, and other

top-selling automobiles. Additionally, General Motors, Ford, and Chrysler made the shift,

albeit too late.

In 2005, Toyota developed its clean diesel platform, which is utilized worldwide to

power its diesel-powered automobiles and trucks. The company introduced a hybrid concept
vehicle within two years. In its first five years, the company invested more than $5 billion in

the research and development of clean technologies. The innovation strategy specifies the

scope of your commitment. It is difficult to tell what capabilities you need in the absence of a

well-defined strategy and set of activities. Identifying and developing the relevant

competencies to accomplish these projects are the most important tasks. Henry Ford, the

founder of Ford, concurrently improved his commitment and skills. Those tasked with

sustainable innovation must be similarly willing to boost their commitment levels

incrementally. With one, there are no barriers to advancement, whereas with the other, there

are. Effective innovation demands more than simply visually beautiful ideas; it also

necessitates a focused commitment and committed resources. At any one time, only a few of

these initiatives can be developed by businesses. Investments in innovation must be driven by

the company's strategic needs, not the R&D department's whims. Companies typically

explore innovation opportunities using the capabilities they already possess, rather than with

those they lack. Once upon a time, Henry Ford stated, "Businessmen go down with their

companies because they admire the old method so much that they cannot bring themselves to

change." By their very nature, capacities are difficult to identify and alter. It is difficult to

demolish and develop new capabilities. However, if your firm wishes to adapt, it is essential.

Your innovation strategy does not involve choosing which new ideas to pursue. It entails

identifying the highest-priority objectives to pursue and then locating the required

capabilities. Typically, businesses react to threats by creating more of what they already

know how to do and selling it to their existing customers. Developing the appropriate

competencies necessitates recruiting the appropriate personnel, creating the appropriate

organizational structures, and purchasing and employing the pertinent tools. Watt's early

experiences, along with those of A123, Fisker Automo- tive, Solyndra, and others, highlight

what occurs when businesses attempt to develop novel solutions. The greater a company's
awareness and clarity in establishing its innovation plans, the simpler it is to avoid these

typical pitfalls. Innovation is one of these hard circumstances. People with a fixed mindset

view it as a test of their intrinsic intelligence and inventiveness. Those with a growth mindset

view it as an opportunity to acquire new knowledge and abilities. Depending on the context,

these two approaches vary; sports and mathematics are two examples. The fixed and

development mindsets are environmental products that can be modified by viewpoint and

behavior. Organizations are not individuals, but their leadership, norms, values, reward

systems, structures, activities, histories, identities, partners, customers, and investors all work

together to produce behavior that resembles fixed and growth mindsets. A stuck mindset

causes you to be preoccupied with how others will evaluate you rather than how you can

grow. Leadership invests in the development of people and skills. It requires a willingness to

investigate what you do not know and a will to find and acquire those skills. A concept is

worthless without the relationships necessary to bring it to market. Where you wish to go

determines the means necessary to get there. Smart meters are reinstalling century-old

technology in the metal and glass box that connects a home to the power grid. Xcel Energy

was one of the first utility providers to establish a program, dubbed SmartGridCity. The

project's cost overruns spurred the City of Boulder to contemplate assuming control of the

pilot program and establishing its own municipal utility. Nothing is more terrifying to utilities

than the possibility of one of their territory seceding. The smart meter effort of Xcel Energy

may have failed due to a lack of management and marketing expertise. Pacific Gas and

Electric has shared similar experiences. The deployment in Bakersfield coincided with a new

tiered plan that drastically increased fees for energy consumption during peak hours.

The Next Industrial Revolution

recalcitrant suppliers, dealers, and customers, numerous organizations fail to commit to the

creation of sustainable innovations. Dedication is a capacity, not a single, impulsive choice.

The approval of a project, the submission of a check, or the distribution of a press release are

insufficient criteria for sustainable innovations.

Businesses must have the capacity to pursue sustainable concepts. Commitment is a

capacity rather than a single act or event. There is more to it than authorizing a project and

writing a cash. While some companies excel at it, others do not. When Henry Ford launched

Ford Motor Company in 1903, the market for commercial vehicles was less than a decade

old. In the same year, 88 additional automobile manufacturers were established in the United

States, including 15 in Detroit alone. In one year, twenty-seven of these companies failed,

and in two years, sixty-four were vanished. Ford Motor Company was founded in 1903.

Henry Ford aimed to produce an affordable, long-lasting, and high-quality automobile for the

people. He didn't know what he would make or how he would build it, but he knew it

wouldn't be the same as what he had been doing previously. Henry Ford's proposal required

talents that his company lacked but were readily available. He introduced employees,

supplies, designs, production equipment, organizational structures, suppliers, and so on. In

the eight years that followed, Ford would revolutionize the automobile industry significantly.

Henry Ford, the CEO of Ford, staked the company on a plan and pursued the necessary

competencies for success. Today, the ability to make such commitments is more important

than ever. Consider Toyota's commitment to hybrid technology: even the organization's

management were surprised by its success. Toyota manufactured the Prius, Camry, and other

top-selling automobiles. Additionally, General Motors, Ford, and Chrysler made the shift,

albeit too late. In 2005, Toyota developed its clean diesel platform, which is utilized
worldwide to power its diesel-powered automobiles and trucks. The company introduced a

hybrid concept vehicle within two years. In its first five years, the company invested more

than $5 billion in the research and development of clean technologies. The innovation

strategy specifies the scope of your commitment. It is difficult to tell what capabilities you

need in the absence of a well-defined strategy and set of activities. Identifying and

developing the relevant competencies to accomplish these projects are the most important

tasks. Henry Ford, the founder of Ford, concurrently improved his commitment and skills.

Those tasked with sustainable innovation must be similarly willing to boost their commitment

levels incrementally. With one, there are no barriers to advancement, whereas with the other,

there are. Effective innovation demands more than simply visually beautiful ideas; it also

necessitates a focused commitment and committed resources. Businesses can only pursue a

few of these initiatives at any given time. Innovation investments must be driven by the

company's strategic requirements, not the R&D division's whims. Typically, businesses seek

innovation prospects with the capabilities they currently possess, as opposed to those they

lack. Once upon a time, Henry Ford remarked, "Businessmen go down with their firms

because they are so attached to the old approach that they cannot bring themselves to

change." Capabilities are inherently difficult to discover and modify. It is difficult to

demolish and develop new capabilities. However, if your firm wishes to adapt, it is essential.

Your innovation strategy does not involve choosing which new ideas to pursue. It entails

identifying the highest-priority objectives to pursue and then locating the required

capabilities. Typically, businesses react to threats by creating more of what they already

know how to do and selling it to their existing customers. Developing the proper

competences requires recruiting the proper employees, establishing the proper organizational

structures, and acquiring and deploying the relevant tools. Watt's early experiences, as well as

those of A123, Fisker Automo- tive, Solyndra, and others, illustrate what happened when
companies strive to find unique solutions. The higher a company's awareness and clarity

while developing its innovation strategy, the easier it will be to avoid these common errors.

Innovation is one of these difficult situations. People with a fixed mindset perceive it as a test

of their brains and creativity. Those with a growth mindset see challenges as opportunities to

acquire new skills and knowledge. These two approaches vary depending on the context;

sports and mathematics are two examples. The fixed and growth mindsets are environmental

products that can be modified by point of view and conduct. Organizations are not

individuals, but their leadership, norms, values, reward systems, structures, activities,

histories, identities, partners, customers, and investors produce behavior similar to fixed and

growth mindsets. A fixed mindset preoccupies you with how others will evaluate you rather

than how you can develop. Leadership invests in the growth of individuals and abilities. It

demands a willingness to investigate what one does not know as well as a desire to discover

and develop those skills. A concept is meaningless without the relationships required to

commercialize it. The means essential to reach your destination depend on your intended

destination. In the metal and glass box that connects a residence to the power grid, smart

meters are reinstalling century-old technology. Xcel Energy was one of the first utility

suppliers to launch the SmartGridCity program. Cost overruns on the project prompted the

City of Boulder to consider taking over the pilot program and establishing its own municipal

utility. The idea of one of their territories seceding is the most terrible prospect for utilities.

Xcel Energy's smart meter initiative may have failed due to ineffective management and

marketing. Pacific Gas and Electric has had similar situations. The rollout in Bakersfield

coincided with the implementation of a new tiered plan that dramatically increased peak-hour

energy consumption fees.

Innovation in the Plastic Industry 1: Upcycle of Plastic Waste: Plastic Rejects

utilized. Plastic bags, including black plastic bags, can be recycled if they are not polluted. If

they are contaminated, they are typically incinerated or dumped since it is too costly to clean

them for recycling. The majority of plastics are not stable and can be degraded by UV light,

heat, or mechanical pressure. They can be crushed into small pieces for use as composite

fillers and reinforcement. This chapter's primary purpose is to illustrate the utilization of

plastic waste that is not recycled. Recycling plastic scraps has numerous advantages over

incineration, landfilling, and other waste disposal processes. Utilizing a natural resource that

would otherwise be squandered; Reducing or avoiding solid waste from entering landfills;

Creating employment opportunities; and Protecting natural resources are the primary benefits

of recycling plastic rejects. Egypt generates around 5 million tons per year of non-recyclable

mixed plastic garbage. Sort, aggregate, and shred solid waste plastic rejects. Plastic scrap is

first shredded or agglomerated, then mixed with reinforcing material and indirectly heated to

between 120°C and 180°C. The material is then placed in a mold, where a hydraulic press

forms it into the desired shape. In order for plastic wastes to fit into the hopper of the

shredder, they must be broken down into small, low-volume bits. Agglomeration is a pre-

process for reducing the size of plastics during the manufacturing of plastic rejects. Through

shrinkage and partial plasticization, the agglomerator enhances the bulk density of the raw

materials. Within the shredding machine, the material is rapidly chilled and solidifies as it is

being shredded, producing irregularly shaped grains known as crumbs. A furnace with

indirect heating is intended to combine shredded plastic and sand into a homogenous paste.

For a more even dispersion of sand and plastic throughout the product as a whole, proper

mixing is essential. Along the rotating disc, the primary duties of the heating furnace are

effective heat distribution and isolation. Innovation in the Plastic Industry 1: An Introduction
to Plastic Rejects Remanufacturing plastic scraps into new goods can generate numerous

economic prospects. Plastic rejects can be used to create interlocking bricks by altering the

shape of the mold. Plastic rejects interlocks are 30–50% less expensive than conventional

interlocks. Interlocks are far more profitable than bricks since they require no adhesives. As

filler, inorganic siliceous sand with a fineness modulus of 3.29 was utilized in the

construction of bricks/interlocks. There were also trace amounts of polystyrene (PS), poly-

ethylene terephthalate (PET), and polyvinyl chloride (PVC). Samples made at 185°C and

240°C exhibited a more homogenous mixture. Increased particle dispersion inside the

polymer matrix. As seen by the inclusions around the segregates, weak interfacial

connections occurred between the segregated zones and the polymeric matrix. At a strain of

0.1, the average compressive strength values ranged from 10.2 to 22.2 MPa. Mix 3 (60%

sand, sieve 1, and temperature. 185ºC) exhibited the highest compressive strength values.

There is a rise in the compressive strength associated with the increase in the size of sand

particles. This suggests better dis- persion and wetting characteristics associated with the

large filler particles. The average modulus of rupture of the pre-prepared mixes of plastic

bricks ranged from 10.4 MPa to 21.2 MPa. These results show the potential use of the

composite material in industrial flooring applications, as well as structural applications.

Hardness of the mixes was evaluated using the ASTM standard test method D2240-97

(1998). The hardness values for all the investigated mixes ranged between 58 and 70. The

optimum mix design for paving and tiling applications was found to be mix 2. Abrasion

resistance of bricks/interlocks was determined in accor- dance with the Egyptian standard test

method ES 269-1974 (1974). Mix 10 (20% sand, sieve 2, and temperature 240ºC) revealed

the highest abrasion resistance value. All mixes display excellent abrasion resistance, with the

highest value of 0.24mm for mix 12 (60% sand, sieve 2, and temperature 240ºC). The

average density and water absorption results of the different mixes are shown in table 4.4.
Even mix 1 (20% sand, sieve 1, and temperature 185ºC) easily satisfies all the standard

requirements for industrial floor bricks, interlocks, paving bricks, and 110 Salah M. El-

Haggar, Lama El Hatow, Yasser Ibrahim, and Mohamed Abu Khatwa.

Managing Science and Policy

In pursuit of sustainable innovation, the capacity to navigate the science and policies

of sustainability is a crucial competence. Not only is "sustainability" an explanation of what

occurs, but it also implies a position on what should occur. Science and policy are related

because this morality, albeit slowly, influences public policy. Climate change is a century-old

scientific notion that has marginal influence on public policy. The science of food and

nutrition has fallen behind technological advancements in production, processing, and

consumption. Sustainability will generate many of the market possibilities and risks that

businesses confront. To develop the capacity for sustainable innovation, businesses must be

able to perceive and respond swiftly to emerging possibilities and risks resulting from the

evolution of research and policy. These qualities are frequently found at the heart and in the

leadership of well-established businesses in well-established industries. There is a reason why

the oil sector obtains ten times more subsidies than the clean energy industry: their lobbying

skills. How do you define organic? Is it the ingredients, farming techniques, or labor

practices? Who and how will measure these? The mission of the National Organic Standards

Board was to define organic farming methods. The majority of the organic food sector has

been absorbed by large agri-food firms such as Coca-Cola, Cargill, ConAgra, General Mills,

and Kraft. In tandem with the increase in corporate membership on the board, the amount of

nonorganic materials approved for the National List of organic foods has also increased. True

organic farmers risk falling behind entrenched food giants until they learn how to participate

in the politics of their sector. Policy recognition, response, and modification can be the
difference between failure and success. The schools of Revolution Foods recognize the

benefits of participating with national science and nutrition programs. Engagement with

policymakers is vital for determining the evaluation and regulation of innovations. When

Thomas Edison wanted to construct an electric grid, entrenched gas lighting companies

opposed him. Hargadon says that innovators are at a significant disadvantage if they lack

knowledge of science and policy. It is crucial to comprehend and engage with the scientific

and political dimensions of innovation. Daimler collaborated extensively with authorities to

secure certification for its clean diesel technology and new additive. Disruptions raise the

uncertainty surrounding innovation investment. Pink slime, a beef byproduct, lost 80% of its

business after its production methods were made public. The USDA approved LFTB before

protests led to its labeling as "lean finely textured beef." Within a year, all states except three

rejected the beef additive. The nation's largest producer, Cargill, lost 80% of its ground beef

market due to pink slime. The New York Supreme Court rejected a proposed restriction on

sugary drinks exceeding 16 ounces in New York City. Old practices are replaced by new

ones, or subsidies become opportunities. Understanding your company's affects is necessary

for utilizing sustainability to promote innovation. How will environmental and societal

concerns impact your business in the coming decade? How are your practices vulnerable to

these changes or positioned to take advantage of them? Develop the capacity to comprehend

how your company's current affects affect your operations. Walmart began inventorying and

subsequently decreasing the environmental and social consequences of its shops and

suppliers in 2005. Foot-print Chronicles was created by Patagonia to document the specific

social and environmental impacts of their garment goods. Unilever determined that only 5%

of its greenhouse gas emissions were attributable to its own activities. The largest prospects

for Unilever lay in how palm oil farmers irrigate their fields and how customers utilize water.

Suppliers account for 95 percent of Walmart's carbon footprint, not operations. Some firms'
activities outweigh their suppliers' environmental impact. Understanding your impact enables

you to see both your risks and your opportunities. Understanding the science and policy of

your field's sustainability issues provides you with insight into the needs of your customers.

Four teams were tasked with promoting sustainability in areas such as community and the

environment by Campbell's. For its computers and printers, Hewlett-Packard has developed a

carbon footprint calculator. Understanding the field entails knowing how your operations

compare to the prevalent science, policy, and practice, as well as any new trends in these

three areas. Sustainable innovation requires following scientific and public opinion trends,

competitive engineering methods, and regulatory frameworks. Johnson Controls is among the

top energy service providers in the United States. Recently, the organization expanded from

serving institutional, public-sector clients to commercial, private-sector sectors. Johnson

Controls founded the Institute for Building Efficiency in 2010. Its purpose is to give research

and instructional tools to key decision makers. How effectively do you and your organization

understand the forefront of science, practice, and policy in the marketplaces where you

compete? Robert Eccles of the Harvard Business School asserts that sustainability reports are

largely empty rhetoric. Appropriately executed, data collection is a crucial component of a

sustainable innovation strategy. These strategies might be global or local, and they can be

implemented at the corporate, business unit, or team level. Nike spent $6 million developing

a design tool that integrates scientific and policy knowledge with designers' unique product

decisions. Understanding allowed Toyota to commit to the Prius and a broader hybrid

platform. General Electric's comprehension resulted in its global ecomagination program,

while Unilever's knowledge resulted in its Sustainable Living Plan. A recent audit of the

grocery shop chain Hargadon revealed annual savings of up to $6,000 per location. With over

fourteen thousand locations in the United States and over thirty-one thousand outlets

internationally, the company's energy cost and environmental effect reductions build up
quickly. The Office of Certification and Regulatory Affairs at Daimler enables the exchange

of knowledge and engagement between product development teams and regulatory

authorities. Twenty executive roles at Daimler are dedicated to energy and environmental

policy management. The office collaborated closely with the EPA during the creation of the

first US-market clean diesel vehicles.

Reference

Hargadon, A. (2015). Sustainable innovation : Build your company's capacity to

change the world

El-Haggar, S. M. (2016). Sustainability and innovation : The next global industrial

revolution.k]