"Climate Corps 2010: Inside the Energy Efficiency Cubicle" by Jeremy Dommu

I generally don’t like cubicles. Before I started my MBA at the George Washington University, I spent five years working at a cubicle. When I left my job in public accounting, I was relieved at the thought of abolishing cubicles from my life forever. But now as a 2010 EDF Climate Corps fellow at PHH Arval, I have never been so proud to have my very own cubicle. In fact, I don’t even call it a cubicle – this is now my workstation. I’ve even decorated it with EDF and Net Impact signs. I think the reason for my renewed enthusiasm for office life is that I have never felt more passionate about my work.

As an EDF Climate Corps fellow, I am responsible for making the business case for sustainability. I’m helping my host company, PHH Arval, simultaneously improve its bottom line while increasing environmental performance. This win-win situation is created by recommending projects that reduce energy usage and in turn lower utility bills in a commercial office building while cutting harmful greenhouse gas emissions.

PHH takes sustainability seriously. Their award-winning PHH GreenFleet program, for example, works with many of today’s leading transportation companies to encourage less fuel consumption, more efficient driving and the improvement of fuel economy for fleets. PHH also practices what it preaches. Through the dedication of an environmentally conscious facilities department and the commitment of a voluntary Green Team, PHH has already reduced electricity consumption by 20 percent in the past 5 years, obtained an EnergyStar rating that puts it in the top 25 percent of all office buildings in its class and is well on its way to meeting its Environmental Protection Agecny Climate Leaders goal.

Even for such an environmentally responsible organization, I am finding that significant opportunities for lowering energy consumption still remain in all the primary areas of the office building. As I learned during EDF’s week-long Climate Corps training, “low-hanging fruit always grows back.” So, even for the most environmentally conscious organizations, a renewed look at energy consumption is bound to turn up new opportunities to save money as technology changes, cost barriers drop and new standards, regulations and incentives are offered.

After noting that an above-average amount of electricity usage at PHH is attributed to lighting, I’ve been analyzing several projects that I hope will reduce lighting costs:

• The installation of occupancy sensors in closed spaces
• Daylight harvesting to take advantage of the natural light that flows in through the wall-to-wall windows
• A review of nighttime and weekend lighting policies

I’m also reviewing the HVAC system and believe that the heating and cooling loads can be reduced through improvements to insulation, air sealing and window film. Computer Power Management software can also be installed to minimize energy waste from office equipment, and Vending Misers can be installed on all vending machines in the building.

Furthermore, I’ve been thinking about data centers. EDF organizes weekly expert calls by leaders in energy efficiency. On one of those calls, Don Beaty, a lead consultant for datacom facilities and designer for all Google data centers worldwide, explained that there is absolutely no reason for data centers to be cooled to a frigid 68 degrees or lower. Instead, ASHRAE environmental specifications allow for the intake temperature to be set as high as 80 degrees without risk to equipment and without impacting performance. Before the call took place, I reserved a conference room and invited the IT managers from PHH to attend. The message about temperatures in data centers immediately reached its intended audience from a very credible source. Now, I’m working with the energy-conscious IT department to increase the temperature in the data centers at PHH. I am currently working on quantifying the savings from this increase; which I believe will be substantial.

As this example illustrates, energy efficiency is easy money and good business. While there is no upfront cost of increasing the temperature set-point in a data center, some of the other projects I am considering do require an initial investment. Yet, by analyzing these projects from a financial perspective, just like a company does with any other investment they make, I am finding that these projects are smart business ventures with high returns, low risk and quick pay-backs. So, as a business student and environmentalist, I’m proud to sit at the energy efficiency cubicle, formed by the benefits these projects have on the environment, energy usage and to a company’s bottom line.

*Jeremy Dommu is a 2010 EDF Climate Corps Fellow at PHH Arval. This content is also posted on the Environmental Defense Fund Innovation Exchange Blog and Greenbiz.com. Further coverage of the Climate Corps program is available at GreenBiz.com/edfclimatecorps.

"No More Steady Paycheck" by Jeremy Dommu

I am in my late twenties, I'm unemployed, and my limited savings from five years of employment are nearly depleted. Yet, unlike many victims of the recession, I actually put myself in this position voluntarily. Why? Because I have nearly two full years of my life to pursue whatever academic and career endeavors I choose. I'm on my own clock, and the only person I am accountable to is myself. It's an incredible opportunity, and I consider myself extremely fortunate to be in this position.

Occasionally I look back and consider all that I gave up—a steady paycheck, a promising career in public accounting, a steady paycheck, five years of hard work and long hours, and a steady paycheck. But mostly, I relish this time, stay focused on my goals, and plan to reenter the workforce prepared significantly better than when I left it.

For some peers, their focus is primarily wrapped up in case studies, group meetings, test preparation, and class presentations—the assignments at a core of an MBA curriculum. For others, it's also quite simple to focus on the light at the end of the tunnel—the mythical six-figure salary, the Rolodex full of contacts earned from approaching industry experts under the innocent guise of a student, and whatever positive stigma still exists from simply being an MBA. For me, while those are incredibly important, I believe the projects I'm involved in outside of class are the most valuable and justify the time I'm putting into this degree.

That is why I consistently remind myself to free up more of my time and effort for activities outside of class. I rarely turn down a learning opportunity I see as valuable, and I regularly remind my peers of how to get involved. I'd like to spend some time highlighting some of the projects I am most excited about, and I hope my activities outside of class help others realize the merits of a full-time MBA and motivate my peers to stay involved. After all, at the end of the day, the benefits of an MBA are measured based solely on how much each individual puts into it.

South Korea

One of the flagship components of George Washington's Global MBA program (GW Full-Time MBA Profile) is its International Residency. At the completion of our first year, all GW MBAs go abroad for a two-week consultancy project. What is unique about this project is that this isn't a field trip. We actually are developing critical recommendations and delivering them to an interested company or industry representatives. This year, our choices were India, Mexico, Serbia, Sweden, and South Korea—each project with a unique industry focus and area of business. In May, I will be joining a team of 20 GW MBAs in Seoul. Led by a former World Bank vice-president and Korean expert, we will prepare a strategic assessment of Korea's export prospects in the area of green technology and present our findings during a series of meetings to business, government, and think-tank organizations. The project begins with a seven-week course at GW and concludes with a two-week stay in South Korea. This is first-hand global learning.

GWSB Summit

The GW MBA program prides itself on student–run initiatives. If a student or group of students has an idea, then faculty, the administration, and dean empower and support that idea. I am a member of a new student club at GW, the GW Energy Group, and we, in collaboration with our Net Impact chapter, are putting this theory to the test with an ambitious plan to organize and run a half-day conference on business response to climate change. Using a combination of our own contacts, university sponsors, and our will-power and persistence, we are recruiting top business leaders, professionals, and students to come together on Apr. 8 at the Jack Morton Auditorium at GW to discuss the affects of climate change on business. Our goal, through a series of keynote speeches and panel discussions, is to paint a picture of a future clean-energy economy—and challenge future businesses leaders to make this vision a reality.

Net Impact Case Competition

Three of my classmates and I will represent GW at the Leeds Net Impact Case Competition in Boulder, Colo., on Feb. 19 and 20. The Leeds is the premier case format competition built around businesses facing sustainability challenges while succeeding financially. We are one of 20 semifinalist teams selected from a total of 68 entries in the first round of the competition.

In this round, we spent roughly 80 combined hours on a case that challenged us to propose policy recommendations to the U.S. Agriculture Dept. to increase sustainability and local agricultural practices. Our recommendations to develop a sustainable food label, which would create tax subsidies for local and sustainable food, and to require percentages of food served in publicly funded venues to be from sustainable sources, clearly impressed. Now we are heading to Boulder to compete in a competition sponsored by Excel Energy. Given the goals of the competition and the sponsor, we envision a class focusing on renewable energy technology or energy efficiency. But we won't know the complete details of our case until about 12 hours before we are scheduled to deliver our presentation to the judges. We certainly don't plan on any shut-eye that night.

Washington Metro Area Transportation Authority (WMATA)

Simply put, D.C. public transportation is a mess. With significant budget overruns and in the wake of several horrific accidents, there is much room for improvement. Enter a team of 30 MBA students—a unique collaboration among GW, Georgetown, American, and John Hopkins students—to conduct a sustainability audit and advise the organization on energy, water, waste, and operational efficiency measures to trim costs, improve environmental impacts, and help earn the authority some much-needed positive press.

Internships and Classes

I'm approaching crunch time for internships, have several additional interviews lined up, and hope to find out good news in the coming month or two about where I will be spending my summer. I've applied to five incredible internship programs and would be honored to be accepted into any one of them. I plan on detailing the process in the next entry, so stay tuned for all the gory details.

After a successful completion of the first half of year one, this spring semester continues our core curriculum (now marketing, macroeconomics, finance, operations strategy, managerial accounting, and my first elective course—Worldwide Energy Challenges, taught by a vice-president at ICF International). While I have a great deal on my plate, there is a great deal to look forward to, with domestic and international trips on the horizon and the excitement of an unknown future.

Jeremy Dommu Global MBA, 2011
*This is taken from Jeremy Dommu's blog on BusinessWeek.