THE STEPS TO

Introduction
What does it take to be an authentic green company? This guide will help you figure out where you are
on the road of being green, how to align your company with your green dreams and take the steps to
achieve them.

Over the course of the next few pages, you’ll get an overview on how you can define a green
company, the steps you’ll need to get there, and the tools you can use.

First things first, what exactly do we mean by green? With so many companies on this mission and
each at various stages, it often becomes misleading what exactly we’re striving for.

Having a green business has been defined in two ways;

1. Having products or services which have a positive environmental impact, and,

2. Having environmentally friendly processes which reduce the negative effects of the business.*

Green
Products or
Services

Green
Business
Green
Process

Understanding where your company lies within this definition is the starting point
for where you should firstly be focusing your attention. Ask yourself these
questions:
What part of my company is currently green?
Does my company offer green products?
Does it have green processes? Does it have both?

*Source: International Labour Organization, 2017.

1 Company Self Analysis

To start, you need to look at

what your business is about,
and where it currently stands
on being green.
 Make sustainability part of
1.1 your vision and mission
There is a major difference between complying with sustainability regulations and being an authentic
green company.

Being authentically green means that sustainability is at the core of your business. We’ve seen that it’s
not enough to simply have a sustainability team (or is some cases a single person) to try to push the
green agenda in the company.

Whenever business decisions and practices are made, they need to be done with sustainability in
mind *. It makes sense then to establish it within your vision and set up your steps in your mission.

Essentially, being green is a long-term goal with short-term actions.

Where is sustainability in my company right now?

Is it reflected in my long-term goals?

Example Actions:

Think of the end goal in 5-10 years for your company in terms of being green.
Highlight these goals in your vision.
State how you plan to reach your goals in your mission statement.
Review your Strengths, Weaknesses, Opportunities and Threats for your company
and see where being green will help you address them.

Just take a look at Burt’s Bees, that started its business on the basis of using
natural products and mission of benefiting the triple bottom line (people,
planet, profit). Their long-term goals led way to convincing a plastic company to
create recycled plastic. This same company is now one of the leading
manufacturers of recycled plastic!

Being green long-term will lead others to do so also.

Source: (Burt's Bees, 2017)

*Source: Arenas, Fosse & Huc, 2010.

 Make sustainability part of
1.2 your culture
Actions speak louder than words. Stating your green mission and vision is the first step, living it is the
second. To start, you need to look at who your key stakeholders are and see how this would affect
them.

Doing this analysis first thing will help you map out which people or groups play a major role to your
company and to which you must pay attention to when you want to green-up your business.

Some of your main stakeholders as a fashion company will be:

Employees High

Customers
Keep satisfied Encourage and
Suppliers influence

Shareholders and Capital Providers

Power
Local communities
Competitors
Monitor Keep informed
NGOs
Governments Low
Regulatory Bodies High

Interest

Of course, bringing everyone on board takes some time and effort (especially if you’re a big company).
But this change doesn’t necessarily need to be only a top-bottom approach.

For example, having sustainability meetings, training programs, community programs, or workshops
is a great way to spur the green discussion. Adding green to the company culture will lead to all
employees making business decisions with a focus on a sustainable future.

Being a green company needs to be reflected within all parts of your company, from top
management, to purchasing, to the design team, to development. Everyone needs to hop on board.

Being sustainable comes from the small actions and decisions of all members and the company
culture which surrounds it. This requires a cultural shift towards sustainability from all employees*.
Make it part of their KPIs. For example, part of your fibre sourcing department’s checklist can involve
checks for GOTS cotton.

*Source: Arenas, Fosse, Huc, 2010.

Or make it part of the rewards system. Either by defining sustainable performance and then providing
employees with personal feedback, or providing employees with recognition, bonuses, salary
increases, promotions or other incentives *.

Are all teams aware of my sustainability goals and is that part of their KPI?
How are my sustainability goals reflected in my culture?

Example Actions:

Educate your stakeholders and employees about your sustainability goals

with meetings, events, and workshops.
Make sustainability part of the KPIs for your company and stakeholders.
Establish a rewards system in your company, either by performance
evaluations or incentives.

Take example from Intel, who links a portion of their employee’s compensation
to their achievement of environmental sustainability metrics.

They also have an Environmental Award Program which recognises employees

who reduce the environmental impacts of the company or in their local
communities.

Source: Intel,2018

*Source: Kerr & Slocum, 2005.

2 Understand your actions
and lifecycles

The next step is to map out your business

operations and the lifecycles of your
products. You’ll need to know what steps
your products take in order to understand
how they affect the planet.

You will need have a clear overview of all

the phases that your products undertake
and any other business actions which may
impact the environment. For this, we will
focus on creating an overview of all
business operations which affect the
environment. To make things easier,
operations are categorized into two: direct
or indirect. While hardly standard, these
are easy rules of thumb to see what you
can focus on.
2.1 Direct Operations

All operations which your company directly does or can directly influence. This can include any
processes done at the company, by suppliers you have strong relations with (enough to easily
influence their actions), by equipment directly owned by the company, and vehicles operated by the
company or employees. Start off as local as possible and move outwards.

What operations do I conduct locally at my company?

Which outside processes do I directly control?

Example Actions:
Start off local. Begin by outlining all actions in your core business operations
which affect the environment. Take into the account the building in which you
reside, the electricity you use, the water and waste consumption, and modes
of transport you and your employees take, as well as business transportation.

Extend your view to all equipment you own and all operations outside your
office which you have direct control over. Look at the actions or processes that
they do and the environmental and social impacts of these actions.

Extend the same to suppliers you work closely with. Look at the processes
they have and their external effects on the environment and society.
2.2 Indirect Operations
When thinking about indirect processes, it is best to start off this scope by reviewing your stakeholder
analysis. Doing this can help you map out your key stakeholders and your influence over them.

Processes which fall under this could include the transportation between suppliers, the methods by
which customers receive your products, use your products, and how they discard of them. Most
stakeholder processes will fall into this category as your business will affect them but you may not
have direct control over their impacts.

The first aspect to look at would be your product lifecycles and your suppliers. One simplified version
of a supply chain might look like this:

Raw material Yarn production Grey cloth Finishing

production production Make up

McKinsey discovered that between 40% to 60% of a company’s footprint actually comes from its
supply chain. But only 23% of companies think of the environmental impacts when choosing or
working with suppliers*

After taking a look at your suppliers, don’t forget to finish your lifecycle by looking at how your
customers interact with your products and how they are discarded.

What does my supply chain look like?

How do my customers interact with my products?

Example Actions:

Look into each of your suppliers. Map out where they located and what major
processes do they have.
Identify which modes of transportation are used between all your suppliers as
well as customers.
Talk to your customers about how they use, care, and then discard your product.

*Source: Arenas, Fosse, Huc, 2010.

3 Understand your Impacts

Once you’ve identified all steps of the lifecycles, it’s

time to dig deep into each step. What are the major
environmental issues at each phase of the lifecycle?

Is it the amount of water used, the amount of energy used,

the type of energy required, the waste produced and/or the
emissions released?
3.1 Looking at the supply chain:

Let’s take a look at our example of the cotton supply chain:

Raw material Yarn production Grey cloth Finishing

production production Make up

Each phase of the supply chain will its own different major impacts. We’ve identified the major issues
below:

Stage / Metric Carbon Energy Water Waste other

Raw material prodiction Pesticides

yarn production Chemicals

Grey cloth production

Textile finishing

Make up
Transport

Source: Cardoso, 2013.

Identifying these issues might seem like a giant task ahead. But remember, you don’t need to spot
every detail of every process, just the main culprits of each stage. Actually, focusing on different
impacts will actually raise some eyebrows and might even bring you more trouble (even if your
intentions are good).
Keep in mind that sometimes, your biggest impacts can also be closer to home. Don’t forget to also
evaluate your in-office operations! What kind of energy are you using? How are all your employees
reaching the office?

It’s important to have an overview of all significant impacts of your products, processes and office
operations and to determine which are the most material.

Once you have identified the biggest culprits at each stage, you will realise that there are a lot of
various impacts. While the goal would be to fix all of them, that’s quite impossible (to do them all at
once that is). For this reason, we must find the impacts which have the highest value and will be
addressed first.

Do I know my biggest impacts at each stage?

What are my 3 biggest impacts throughout the supply chain?

Example Actions:

Start out by taking a look at each step of the supply chain. Identify which
materials you use and what overall impacts these have (each material will have
different general impacts).

Take a look at the indirect impacts. Map out how your products are shipped and
how much emissions they release.

Observe your products from your customer’s perspective. Analyse how much
energy your product requires (i.e. for washing, drying) and how your products
are being disposed of.
3.2 Find the Material Impacts

Choosing the material impacts is essentially choosing the relevant impacts to work on first depending
on their relevance to the company, stakeholders, and the environment. The first issues to address will
be those of relative priority. Deciding which issues are most important will depend primarily on two
factors: The company’s vision and mission and the direct concerns expressed by stakeholders. If these
issues can however also be influenced by societal expectations, the ability of the company to deliver
change to stakeholders (i.e. suppliers and customers), as well as expectations of international
standards and agreements which the company must act in accordance to.*

What are my biggest impacts?

Which ones am I able to tackle first?

Example Actions:

Bring together both direct and indirect impacts. Identify which impacts overlap
and which are most prominent in regards to your company’s green goals.

Return to your stakeholder analysis to identify which impacts are most

important to your stakeholders.

Analyse your personnel and monetary capabilities to determine which impacts

you are able to first address.

*Source: Global Reporting Initiative, 2016.

4 Find the Right Solutions

Now that you’ve identified your biggest eco issues,

it’s time to find their eco solutions. Here are some
alternatives to reduce impacts throughout the
phases:
 Product Design

Overhead

Use case End of life

Raw material Yarn production Grey cloth Finishing Make up

production production

Overhead
For in-office uses, switch to taps with sensors and automatic light switches.

Whenever possible and at each stage, reduce, reuse, recycle. This could
mean throughout the office, as well as in your production, and packaging.

Product design
Even in the draft stages, sustainability plays a big role. Thinking about the design
of your products can make a big difference to your footprint. Which different
materials will be needed? Could your products be designed for multi-purposes?
Could their designs lead to longer customer wear and less waste?

The great aspect about being a business with a green goal is that the possibilities
are endless and just starting. Some of the best companies developed products
and solutions based on creative thinking, working with supplies already available
to them. May it be edible cutlery, shoes created from recycled materials,
eco-coolers from recycled bottles*, what we now view as problems, can be our
solutions. Feel free to get creative in ways to expand your product lines and
minimize your impacts!

Take a look at Method:

A cleaning company which released a laundry detergent that was 4 times as

concentrated as its competitors’. It uses 75% less packaging and has a 35%
smaller carbon footprint.
This allowed this small company to compete with others thousands of times its
size!

Source: Makower, 2011

*Source: Henriksen, Kristian, et al, 2012.

 Raw materials sourcing

Picking the materials for your products can make a world of a difference.
When selecting your materials, think sustainable.

Take a look at options such as organic cotton, naturally coloured cotton,

up-cycled materials, biodegradable materials and/ or materials which have
high percent recyclability*. These options are great for eliminating
pesticides and toxic dyes, and diverting waste.

Take a look at BraveSoles, a Canadian company which upcycles used tires and
leather into shoes and bags.

Their products don’t consist of any synthetics or new leather.

Source: Brave Soles, 2018

Don’t forget, when purchasing materials, try to buy in bulk, order your
materials with other local companies and/or reduce the number of different
locations you source from to reduce transport emissions! *

For production, options for water recapture or harvesting rainwater are great
alternatives **. As well, be attentive to chemical reuse programs. Normally,
up to 50% of chemicals are recoverable and these programs can cut costs
by 30%. These can reduce your impacts greatly and save tons
on your water bill.

Yarn production
To reduce energy consumption at the production phase, look out for renewable
energy sources, such as solar energy. If this isn’t possible in your current location, take
a look into going to places with a greener energy grid away from coal and fossil fuels,
which could also be closer to your other suppliers/ customers. That’s a win for energy
and transport.

*Source: Redress, 2016; **Source: Henriksen, Kristian, et al, 2012.

 Grey cloth production
Reducing impacts also comes with more energy-efficient equipment.
Having updated equipment as well as equipment running on electricity
(rather than diesel) will greatly minimize your impacts. As well, for all
remaining emissions, take a look into appropriate filtration technology*.

Textile finishing

To minimize the intense water usage in production, look for alternative

ways of dying fabrics. Options such as ColorDry eliminate water from
the process and reduces energy usage by 60%! **

Make up
Alternative solutions include reusable packing within the supply
chain and recycled and biodegradable materials for consumers.
Reusing your suppliers’ packaging could be a great way to
distribute your product further, and avoid new packaging mate-
rials. For any material you do use and need recycled, don’t
forget many cities buy your recyclable materials! For any waste
that cannot be reused, please be mindful and dispose of it
correctly.*

For example, Returnity:

A sustainable solution to ecommerce, offering reusable packaging in many

difference sizes.
This helps save 90% of CO2 emissions and leaves no trash behind!

Source: Returnity, 2018.

*Source: Henriksen, Kristian, et al, 2012. **Source: The Guardian, 2013.

 Use case
Once it leaves your hands, your product will reach your customers. The use case
lifecycle stage of your product may produce considerable energy and water impacts
from over-washing and drying of clothing.* Combat this by informing your customers
through instruction tags about the proper care of your products or by providing them
with incentives to minimize their impacts. You can also partner with other great
organizations to fight these issues.

One great option is Polygone:

A tech company offering solutions to avoid microfibers entering our water

systems when washing clothes. From a sheet with which to wash your clothes, to
a washing machine filter, this company is thinking of our planet and our health.

Source: Polygone Technologies, 2018.

End of life

Avoid waste by educating your customers about how to properly dispose of your
product. As in all other steps, it’s best to follow the 3Rs rule; reduce, reuse, recycle.
While telling your customers to buy less seems counter-productive, it will build
trust and loyalty with your customers in the long-run. Provide incentives for
customers to reuse and recycle, or collaborate with others to minimize your waste
and keep customers coming back.

Check out Patagonia’s Worn Wear:

An initiative to trade in used clothing for credit while repairing the clothing and
reselling it at a discount or recycling it if clothing has seen its time.

Source: Patagonia, 2018.

*Source: Karthik & Gopalakrishnan, 2014.

 Transport

Reducing your transport emissions will significantly reduce your overall

impacts. Try to create supply chains with checkpoints as close as possible
to each other and plan efficient journeys. When transporting, look for
methods to reduce overall weight, from product design and reduced
and/or efficient packaging material.* Avoid less than full loads and pick
the most environmentally friendly option available. While flying cargo
over may be quicker, a container ship will reduce your carbon emissions
by 40 times! If available, choose maritime transportation, particularly
inland barge.** And of course, don’t forget to offset the remainder of
your emissions with carbon offsets.

Which solutions align best to my company?

Which solutions am I able to implement first?

Example Actions:
Identify which solutions best match with your impacts, budget and company
goals.

Determine the time period each solution would require and the people which
would be directly responsible for their implementation.

Communicate your plans with your stakeholders and understand how these
solutions will affect them.

*Source: Henriksen, Kristian, et al, 2012. *Source: Roos, 2018.

5 Implement your Solutions

Once you’ve found the right solutions to minimize

your impacts, you’ll have to find an effective way for
you and your stakeholder to implement it. Make sure
to be realistic in your goals and set up reachable
small steps to achieve them.
Getting to know and working with your suppliers is key to having a green supply chain. Not only will
this allow you to fully understand the processes your products undergo, but will allow for smooth
implementation of your environmental solutions. It is highly beneficial to hold regular meetings,
trainings and/or workshops with suppliers, which will build their knowledge on the win-wins of green
business, enhance their motivation on the matter, and help them find solutions to local regulations.

Take a look at Outerknown:

Who work directly with each of their suppliers, as well as sharing their suppliers’
stories with their customers.

Source: Outerknown, 2018

As McKinsey&Company explained, companies which collaborated with their suppliers saw a double
EBIT (earnings before interest and taxes) growth rate compared to their peers.

Or in the case of having hundreds of suppliers, check out illy coffee:

They offer training programs for their suppliers for green and quality coffee and
founded a program linking over 600 suppliers to share knowledge and
experience.

Source: lly S.p.A., 2017

Who will be responsible for these implementations?

Which short-term steps will get me to your long-term green goals?

Example Actions:

Decide who needs to do what. This may be within and outside of the company.

Establish when each goal and each step getting you there needs to be finished.

Calculate the cost of each solution and implementation. How will this cost be
covered?
6 Monitor your progress

Implementing your green solutions will take a bit of time. To

understanding your progress and complete your short-term
goals, it’s critical to set up benchmarks and track your
processes with metrics and Key Performance Indicators
(KPIs).

Working together with your suppliers on creating and

applying these KPIs will not only track solutions, but will also
build trust throughout your network. Keep a regular schedule
of monitoring your progress and adjust your KPIs when
needed.
7 Show your progress

Reaching your long-term goals will require

some time and effort. But don’t forget to let
your stakeholders know about the
short-terms wins and progress you are
making. Being a green company is a
process, and transparency is its key.
 Take a look at Tamga Designs:

This company has a strong focus on transparency, displaying each point of the
supply chain and an interactive code of conduct. They also give detailed
information about the materials used in their products, showcasing their
benefits and the reason for choosing these materials.

Source: Tamga Designs, 2018

It’s highly important to display your efforts and achievements through different mediums in order to
reach all your stakeholders. While sustainability reports are great for providing detail, not all
stakeholders will take the time to find and read them. Finding new ways to reach your customers to
show them your environmental actions will better showcase your efforts for being green.

Pact Apparel gives customers great insight into their products:

While shopping on their website, each products states detailed information

about its materials, customer instructions and certifications for the
products.

Source: Pact, 2018

Remember, even when running into setbacks, displaying your progress and actions will get your
customers rooting for you.

Take ecample from Patagonia:

They tried to reduce their plastic packaging throughout the supply chain. They
released a blog entry about their case study (with pictures), outlining each attempt
and result of different materials.

Although they didn’t find the perfect solution at the time, their efforts and
transparency was admirable.

Source: (Patagonia, 2017)

8 Extend your network

Creating a network is highly beneficial. Partnering with

universities and NGOs will bring you knowledge and
guidance on your green mission and may assist you in
completing your green goals sooner.* Depending on your
company scope and size, partnerships with governments
may also be to your advantage to assist local populations.

Also, it helps to build friendships with… your competitors.

While competitors share customers, they also share the
same difficulties and missions. It helps to have fellow
friends to share knowledge on green solutions and save
resources on mutual innovations.** Plus, shared
technology, knowledge, or suppliers can also lead to shared
training responsibilities and factory check-ups.

*Source: Henriksen, Kristian, et al, 2012. **Source: Grayson, 2014.

9 Be part of the dialogue

As a company, its highly important to be aware and responsive to the wishes of

your stakeholders. But as a company, you also have the power to influence your
stakeholders. There will be some that are have a greener mindset than others,
while others just starting to think about eco solutions. As a green company, try to
be part of the sustainable dialogue, push new ideas and boundaries, and educate
your stakeholders about a green future.
 The green company model relies on not only having sustainability
embedded in its culture and supply chain, but also showing this in a way
that its customers and other stakeholders can understand and rally
behind. The true unique selling point of a green company is the impact
that a customer can have on the world by working with them.

To make customers believe in their impact, you need to be authentic,

transparent and relatable in your impact.

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 Appendix
Stakeholder matrix template

High

Keep satisfied Encourage and

influence

Power

Monitor Keep informed

Low
High

Interest

Supply chain materiality template

Stage / Metric Carbon Energy Water Waste other

Raw material prodiction Pesticides

yarn production Chemicals

Grey cloth production

Textile finishing

Make up
Transport
 Reflection Questions and Example Actions

1. Company Self Analysis

1.1 Make sustainability part of your vision and mission

Where is sustainability in my company right now?

Is it reflected in my long-term goals?

Example Actions:

Think of the end goal in 5-10 years for your company in terms of being green.
Highlight these goals in your vision.
State how you plan to reach your goals in your mission statement.
Review your Strengths, Weaknesses, Opportunities and Threats for your company
and see where being green will help you address them.

1.2 Make sustainability part of your culture

Are all teams aware of my sustainability goals and is that part of their KPI?
How are my sustainability goals reflected in my culture?

Example Actions:

Educate your stakeholders and employees about your sustainability goals

with meetings, events, and workshops.
Make sustainability part of the KPIs for your company and stakeholders.
Establish a rewards system in your company, either by performance
evaluations or incentives.
 2. Understand your actions and lifecycles
2.1 Direct Operations

What operations do I conduct locally at my company?

Which outside processes do I directly control?

Example Actions:
Start off local. Begin by outlining all actions in your core business operations
which affect the environment. Take into the account the building in which you
reside, the electricity you use, the water and waste consumption, and modes
of transport you and your employees take, as well as business transportation.

Extend your view to all equipment you own and all operations outside your
office which you have direct control over. Look at the actions or processes that
they do and the environmental and social impacts of these actions.

Extend the same to suppliers you work closely with. Look at the processes
they have and their external effects on the environment and society.

2.2. Indirect Operations

What does my supply chain look like?

How do my customers interact with my products?

Example Actions:

Look into each of your suppliers. Map out where they located and what major
processes do they have.
Identify which modes of transportation are used between all your suppliers as
well as customers.
Talk to your customers about how they use, care, and then discard your product.
 3. Understand your Impacts
3.1 Looking at the supply chain:

Do I know my biggest impacts at each stage?

What are my 3 biggest impacts throughout the supply chain?

Example Actions:

Start out by taking a look at each step of the supply chain. Identify which
materials you use and what overall impacts these have (each material will have
different general impacts).

Take a look at the indirect impacts. Map out how your products are shipped and
how much emissions they release.

Observe your products from your customer’s perspective. Analyse how much
energy your product requires (i.e. for washing, drying) and how your products
are being disposed of.

3.2 Find the Material Impacts

What are my biggest impacts?

Which ones am I able to tackle first?

Example Actions:

Bring together both direct and indirect impacts. Identify which impacts overlap
and which are most prominent in regards to your company’s green goals.

Return to your stakeholder analysis to identify which impacts are most

important to your stakeholders.

Analyse your personnel and monetary capabilities to determine which impacts

you are able to first address.
 4. Find the Right Solutions

Which solutions align best to my company?

Which solutions am I able to implement first?

Example Actions:
Identify which solutions best match with your impacts, budget and company
goals.

Determine the time period each solution would require and the people which
would be directly responsible for their implementation.

Communicate your plans with your stakeholders and understand how these
solutions will affect them.

5. Implement your solutions

Who will be responsible for these implementations?

Which short-term steps will get me to your long-term green goals?

Example Actions:

Decide who needs to do what. This may be within and outside of the company.

Establish when each goal and each step getting you there needs to be finished.

Calculate the cost of each solution and implementation. How will this cost be
covered?
6. Monitor your progress

7. Show your progress

8. Extend your network

9. Be part of the dialogue

 Sources
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www.outerknown.com/pages/suppliers.

Pact. “About Fair Trade Organic Cotton Clothing .” Wear PACT, 2018, www.wearpact.com/about.

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Patagonia. “Patagonia's Plastic Packaging – A Study on the Challenges of Garment Delivery.” The Cleanest Line, Patagonia
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www.patagonia.com/blog/2014/07/patagonias-plastic-packaging-a-study-on-the-challenges-of-garment-delivery/.

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