Environmental Sustainability in Baseball

Introduction

One aspect of sport that is often overlooked is the environmental footprint that exists as a result of sport participation and sporting events (UNEP, 2010). The sport of baseball is one particular example that can illustrate the effects the games have on the environment. In the past the game on the field has been the main focus as it garners the majority of media attention.  However, a new trend is evolving with a shift occurring towards environmental sustainability (ES) as Major League Baseball (MLB) and its member clubs see the value in being socially responsible. Some of the clubs currently leading the way include the Chicago Cubs, Detroit Tigers, Houston Astros, Philadelphia Phillies, Pittsburgh Pirates, St. Louis Cardinals, Tampa Bay Rays, Texas Rangers, and Washington Nationals (MLB, 2011). Safeco Field, home of the Seattle Mariners is one example of a modern sports facility that has taken steps towards ES (Steinbach, 2010). In order to ensure that ES can be achieved this paper will discuss planning and evaluation that needs to take place to better predict long term impacts. It is unclear as to what environmental effects baseball and baseball facilities will have by the year 2050; however, predictions will be made.

What is ES?

ES is “the overall capacity of an organization to safeguard the environment for future generations” (Mallen, Stevens, Adams, and McRoberts, 2010). Common environmental threats to sports include: air pollution, indoor air quality, toxic chemicals, pesticides, water pollution, noise pollution, cigarette smoke, ozone layer depletion, climate change, and habitat/biodiversity loss (UNEP, 2010). “ES is comprised of environmental impact (EI) of specific organizational activates that degrade the environment and the practices attempting to limit and/or offset each impact” (Mallen et al, 2010).  

Major League Baseball

MLB sees value in being environmentally friendly, according to Commissioner Allen H. (Bud) Selig: “Baseball is a social institution with social responsibilities and caring for the environment is inextricably linked to all aspects of the game. Sound environmental practices make sense in every way and protect out natural resources for future generations of baseball fans” (MLB, 2011). 

In March 2008, MLB and the Natural Resource Defense Council (NRDC) announced the creation of the Team Greening Program (MLB, 2011). All thirty of the MLB clubs received a customizable guide on ways in which they can implement new environmental practices (MLB, 2011). Some examples include promoting alternative transportation, supporting renewable energy, offering organic foods, utilizing post –customer recycled paper or implementing stronger recycling programs (MLB, 2011). The NRDC provides advice to the MLB clubs in such areas as front office operations, ballpark operations and maintenance, team and fan transportation, energy use, paper use, concessions operations, green events planning, and recycling and waste management practices (MLB, 2011).

Safeco Field & Seattle Mariners

One benefit of moving toward ES is that it is good for the economic bottom line of the overall business as improved efficiency means less waste and should translate into cost savings. (Greensports, 2011). Safeco Field and the Seattle Mariners were spending about $250 to power the lights for one hour or around $1,250 per game which over the course of the entire season (81 games) lead to a bill of $101,250 (Steinbach, 2010). In 2006 new vice president of ballpark operations Scott Jenkins believed there was a more effective way to manage ballpark energy (Steinbach, 2010).

“My goal was to find the low watermark and keep it at that low watermark, and if we got smart and got everybody engaged, maybe we could set a new low watermark. And if we did that, I thought we could save $100,000” (Steinbach, 2010).

By educating the 2,000 game day employees the Mariners were able to save $274,000 in 2007, $284,000 in 2008, and $343,000 in 2009 (Steinbach, 2010). An organization does not necessarily have to make drastic changes when trying to achieve a higher level of ES but rather educate itself on ways to be more effective. The motto at Safeco is “Do at work what you do at home, where you’re paying the bills” (Steinbach, 2010). Concession stands contain checklists that hold workers accountable for turning off lights and equipment (Steinbach, 2010). The Mariners have their own recycling mascot, Captain Plastic who patrols the stadium collecting recyclables from the fans throughout the game (Steinbach, 2010). Posters of Captain Plastic are displayed throughout the service tunnels of Safeco that ask employees to “Join the Green Team” and outline the organizational goals of reducing natural gas use by 60 percent, reducing electrical use by 30 percent and recycling 80 percent of the ballpark’s waste stream (Steinbach, 2010).  

The Mariners have joined up with the National Basketball Association (NBA) Portland Trail Blazers, National Football League (NFL) Seattle Seahawks, National Hockey League (NHL) Vancouver Canucks, Major League Soccer (MLS) Seattle Sounders FC, and the Women’s National Basketball Association (WNBA) Seattle Storm to form the Green Sports Alliance (GSA) (GSA, 2011). The GSA is a non-profit organization whose goal is to reduce the environmental impact of professional sports teams and to inspire fans to join them in their efforts (GSA, 2011). The venue operators, sports marketing directors, and environmental scientists have come together to share real world experiences and create metrics that are both meaningful and measureable (GSA, 2011).The GSA believes that the information gathered will help the members and partners gain a better understanding of the environmental impact that sporting events have, and to provide inspiration and a roadmap for teams and venues on ways to reduce their environmental impact moving forward (GSA, 2011). 

On Earth day (April, 21^st, 2010) the Mariners teamed up with Cedar Grove Composting to stage their second annual Zero Waste game to promote Cedar Grove’s “Strive for Zero Waste” campaign and the creation of new city regulations (MLB, 2010). The game was also Verizon Wireless calendar giveaway night as each calendar was printed on 55% recyclable paper (MLB, 2010). Starting in 2010, the city of Seattle adopted regulations that require all restaurants to use only compostable or recyclable (MLB, 2010). The food service items (napkins, cups, spoons, forks, knives, straws, etc) used at Safeco Field are made of paper or degradable corn products in compliance with the new regulations (MLB, 2010) The recycling rate Safeco jumped from 38% in the 2009 season to 75.9% last year due to the increased use and emphasis on recyclable products (MLB, 2010). The Mariners also purchased Renewable Energy Credits (RECs) to offset the climate change impact of energy used during the April 21^st game (MLB, 2010). This includes the emissions associated with electricity and natural gas (49,252 kWh of electricity, 580 Therms of natural gas), disposal or recycling of waste generated during the game (5.5 tons, 75% of which will be recycled), air travel emissions for the visiting team and umpires, hotel-related emissions of visiting team and umpires (50 hotel rooms), and ground travel to and from the ballpark for staff and fans (180,000 car miles) (MLB, 2010). The RECs were purchased from the Bonneville Environmental Foundation and “Green Power” credits from the Seattle City Light Green Up program (MLB, 2010).

Safeco Field also replaced all lighting and fixtures with energy efficient bulbs and fixtures that are monitored by sensors that turn off lights in unoccupied areas, installed 300 low-flow urinals, and replaced the old incandescent light Out of Town Scoreboard with a full color LED (light- emitting diode) board that uses only 11% of the power that was needed for the old scoreboard (MLB, 2010). The Mariners have spend over $3 million on conservation projects that are all focused on ways to reduce the operating costs for natural gas, electricity, water, and sewer usage (MLB, 2010).

Other MLB Teams

The Houston Astros launched their Play Green Campaign in 2008 with the mission ‘To create a positive environmental platform at Minute Maid Park and throughout Texas through a commitment to Earth-friendly efforts to enhance the quality of life for our fans” (MLB, 2011). The Astros have a program called “Home Runs for Trees” in which a tree is planted in the Houston area for each home run the Astros hit at home to help restore forestation (MLB, 2011). To date over 234 trees have been planted (MLB, 2011). Astros players have gone into local schools to help teach kids at a young age about the environment so they can assist in building a life time of responsible actions that will make a positive difference towards the environment, as part of the school initiative students received the children’s book “Miss Fox’s Class Goes Green”, a Play Green baseball cap, and tickets to an Astros game (MLB, 2011). During each home stand throughout the 2010 season the Astros featured an environmental community group of the week in order to raise awareness of environmental issues (MLB, 2011). The Astros teamed up with Waste Management on May 22^nd, 2010 to hold their first E-Cycle Electronics drive where fans were given the opportunity to drop off their unwanted electronics in exchange for two complementary tickets to that evenings game versus the Tampa Bay (MLB, 2011). In total 310 cars dropped off 13,598 pounds of electronics that was then separated into plastic, circuit boards, metals, and glass and recycled into new materials (MLB, 2011).  

Minute Maid Park has 175 recycling bins located throughout the ballpark for fans to recycle plastic, aluminum, and cardboard (MLB, 2011). All seating bowl trash is sorted to maximize the recycling impact (MLB, 2011). The grounds crew uses bio-fuel in select equipment which is supplied by AgriBioFuels for research being conducted by Sam Houston State University (MLB, 2011). The field grass clippings are composted and then used as future fertilizer and recycled grease later becomes fuel (MLB, 2011). Only eco-friendly, safe chemicals are used on the field including seaweed based fertilizers on the grass turf (MLB, 2011). A moisture meter is used so the grounds crew can accurately measure how much moisture is in the field soil so they do not unnecessarily over apply irrigation water (MLB, 2011). At all ballpark retail locations only eco-friendly plastic bags are used (MLB, 2011). The lighting system uses green florescent bulbs in all possible fixtures with eco-friendly ballasts in place (MLB, 2011). These are some of the environmentally friendly practices and technology that currently exist at the ballpark in the Astros efforts to lower their ecological footprint.   

The Pittsburgh Pirates have a program called “Let’s Go Bucs. Let’s Go Green” that is focused on greening initiatives, sustainable business practices, and educational outreach (MLB, 2011). The Pirates have placed recycling bins throughout PNC Park so fans can get rid of all plastic, aluminum cans and cardboard (MLB, 2011). A “Green Team” that is made up of cleaning staff goes throughout the ballpark picking up plastic bottles and other recyclables following each game (MLB, 2011). In the 2010 season the Pirates recycled a total of 27.7 tons of glass, 5.5 tons of aluminum cans, 22.2 tons of plastic, 14.5 tons of paper, 101.1 tons of baled cardboard, 42.5 tons of yard waste, 262.3 tons of food waste, and 61.9 tons of other recyclable materials (MLB, 2011). A composting program came into effect in 2009 that is dedicated to the recycling and reuse of organic materials that enhance the soil and growth of plants (MLB, 2011). Organic material is collected, which helps in slowing down the production of methane gas that is generated when food and other organic material decomposes at a landfill (MLB, 2011). To date more than 290 tons of food waste has been composted (MLB, 2011). Every concession at PNC Park uses corn-based beverage cups and other biodegradable materials such as utensils, napkins, plates and food carriers to serve fans (MLB, 2011). In order to conserve energy motion detectors were installed in specific locations such as mechanical rooms and restrooms (MLB, 2011). The lowest possible voltage lights being used for exit signs, and energy efficient bulbs (MLB, 2011). All Pirates U.S. based scouts drive Chevy flex fuel vehicles that conserve fuel usage and save on coats (MLB, 2011). An HVAC system was installed that operates on an economizer cycle that allows outdoor air to condition interior areas when the air temperature is appropriate (MLB, 2011).  To conserve water usage an 80 ton dry cooler was installed to lessen the amount of chilled water (MLB, 2011). All paper at PNC Park is more environmentally friendly, toilet paper is made from 100% recycled material, with restroom hand towels made out of 45% recycled material and all front office paper is made from 30% post consumer paper (MLB, 2011). The cleaning products that are used at the ballpark are all recommended “Designed for Environment” (DFE) (MLB, 2011). In order to promote the “Let’s Go Green” campaign a number of in park signage, player service announcement, and notifications exist on the clubs official website (MLB, 2011). The Pirates also encourage employees to educate and empower others about what they can do to help the environment (MLB, 2011). On Earth day 2010 fans received green Pirates hats which were made from recycled plastic bottles, also 50 renewable credits were purchased to offset the carbon emissions generated during the game (MLB, 2011). The Pittsburgh Pirates see value in being environmentally friendly and as such have taken steps to be more efficient when it comes to their environmental practices.  

Achieving ES

In order for environmental sustainability to be achieved it is important that baseball teams continue to develop smart business plans that incorporate both environmental and economic benefits (Hjeresen, Kirchhoff, and Lankey, 2002). “If you start talking like a tree-hugger, a lot of people’s eyes kind of glaze over, but if you start talking about the bottom-line numbers, everyone pays attention” (Steinbach, 2010). The first step toward achieving ES has to be focused on increased education and the awareness of environmental practices. “The big focus has been on quantifying the reduction in use and the subsequent savings. It really pays from a business standpoint” (Steinbach, 2010). Teaching the business managers and fans about ways to reduce their ecological footprint will lead to the creation and implementation of more efficient technologies (Hjersen,et al, 2002). Once those individuals that are in upper management positions see the value of being green more organizations will team up in order to share ideas and set measureable standards on what is needed in the short term in order to reach long term sustainability. There is no quick fix toward achieving ES it is something that will occur over time as small steps will take place. What exactly the best and most efficient steps are and will continue to be is a topic of debate among those in the scientific and business communities. It is possible that ES can and will be achieved in the future when both technology and social values are at the same level of standards.

   Conclusion

The steps taken during the recent green movement that has occurred in MLB over the last few years are the beginning of the ultimate goal of environmental sustainability.  Safeco Field, Minute Maid Park, and PNC Park are just some examples of facilities that have made changes over the short term and are expected to have long term benefits both from a business and environmental perspective. The Seattle Mariners, Houston Astros, and Pittsburgh Pirates are just three of the thirty MLB teams that have and continue to make strides towards the goal of achieving ES. 

The biggest issue that hampers environmental sustainability practices is the lack of education and consensus about the future direction of both what is required to be sustainable and which organization(s) should lead the way. A gradual change will occur over time as more regulations will be put into place by governments and other legislative bodies that will force the sport industry to run more efficient environmental practices.  Due to the rising price of natural resources such as gasoline and the external pressures from consumers environmental issues are becoming more widely discussed in society. Over the long term teams, fans, and cities will benefit from being environmentally friendly, however this change will not occur overnight and will be somewhat risky at first due to the uncertainty that the future holds along with the difficulty to accurately predict future events. Sports can be a leader due to its global nature and international appeal that brings together many different cultures.  It is only a matter of time before environmental practices become the norm among professional sport franchises as new facilities are being constructed that are taking into account the environment which has not always been the case in the past.

References

Greensport (2011). The NRDC Greening Advisor for Major League Baseball. Retrieved April

14, 2011 from: http://greensports.org/mlb/Mariners/index.php

GSA (2011). Green Sport Alliance. Retrieved April 14, 2011 from:

http://www.greensportsalliance.org

Hjeresen, D., Kirchhoff, M., & Lankey, R. (2002). Green chemistry: Environment, economics,   

            and competitiveness. Corporate Environmental Strategy, 9(3), 259-266.

Mallen, C., Stevens, J., Adams, L., & McRoberts, S. (2010). The assessment of the

environmental performance of an international multi-sport event. European Sport Management Quarterly, 10(1), 97-122.

MLB (2011). Team Greening Programs. Retrieved April 14, 2011 from:

            http://mlb.mlb.com/mlb/official_info/community/team_greening.jsp

MLB (2010). Seattle Mariners and Cedar Grove Composting team up for Earth Day. Retrieved

April 14, 2011 from: http://mlb.mlb.com/news/press_releases/press_release.jsp?ymd=20100421&content_id=9464974&vkey=pr_sea&fext=.jsp&c_id=sea

Steinbach,P. (2010) Conservation is King at Seattle’s Safeco Field. Retrieved April 14, 2011

from: http://athleticbusiness.com/articles/article.aspx?articleid=3637&zoneid=1

UNEP (2010). Impact of the Environment. Retrieved April 14, 2011 from:  

http://www.unep.org/sport_env/general_information/impact_env.asp

Management by Baseball

Introduction and Information about the Author

This book was reviewed because it is an example of a book that combines human resource management theory with real world examples specifically from the game of baseball. Jeff Angus is the author of “Management by Baseball” which discusses management lessons that are aimed to assist the reader in becoming a better manager in the workplace. Angus uses his own personal management experiences as a consultant for start-up, entrepreneurial, big corporations, large and small agencies, and nonprofits. He writes about both business and baseball for numerous newspapers such as InfoWorld, CIO Insight, and The Seattle Times. Angus is also a member of SABR (the Society for American Baseball Research).  

General Summary of the work

            What makes “Management by Baseball” unique is the way in which Angus approaches management through the use of historical examples by specific baseball managers such as Earl Weaver, Maury Wills, Lou Piniella, Mike Scioscia, Ozzie Guillen, Ron Gardenhire, and John McGraw to name a few. Management in both the business and baseball worlds has many similarities as a variety of personnel decisions are made in order to attain optimal productivity throughout the organization. There are a series of step by step rules that should be followed to help improve the reader’s own personal management style and have a greater effect on others within his organization. The four main topics in the book are mastering management mechanics, managing talent, managing yourself, and managing change. Angus uses the analogy of a base runner rounding the bases in order to score a run. The topics represent the bases and the base runner would be the manger of a company.

Author’s Theses

The first base is mastering management mechanics which is step one in becoming a successful manager. This first skill is known as operational management which includes resources such as time, money, and tools of the trade (pg.9). Other objects are conceptual designs that include work processes, rules, and guidelines (pg.9). The manager must first understand the inner workings of an organization to better understand in what areas improvements can occur. An effective manager will collect feedback from a number of individuals throughout the organization so that he can assess the strengths and weaknesses within the company. This evaluation period is essential as it allows the manager to make a more informed choice about the future direction of the organization. During the decision making process one must find a balance between the past and the present while also taking into account emotional and rational thought. Sportswriter Leonard Koppett described decision making as “The whole purpose of every decision is to maximize your chances-in your own opinion-of making the next thing succeed” (pg. 69). A successful manager in both baseball and in business wants to make quality choices that will have positive impact on the organization as a whole.

Second base is described as the ability to manage talent. This includes the hiring, firing and optimization of employees. An organization must first recruit and select the proper personnel during the hiring process. Too many organizations use standard models when trying to attract new hire, what a successful organization will do is make sure that it has a balance of thinkers and doers. Many organizations end up struggling due to the fact there are too many yes men within the organization that are afraid to challenge the norms or question the daily operations in hopes of finding more effective ways of doing things in the future. Most organizations want to add superstars to the mix and when doing so underestimate the value of utility personnel that value their role within the organization and go about their business without asking for much in return. In baseball many teams want the superstar players although a team of individuals and stars does not usually result in a championship team. It is important that each player and member of the organization understand and embrace their role to perform at an optimal level as each member does their part to complete organizational objectives.  Many organizations will overemphasize one’s resume rather than the individual abilities and attributes that that individual can bring to the organization as a whole. Organizations are afraid of experimentation many times the fear of failure or lack of uncertainty leads to the status quo being maintained. However, risk can be greatly reduced through observation, measurement, and analysis of your staff to reveal and determine both individual and group strengths and weaknesses. Once the lessons have been learned it is important to apply them in a more effective manner and to use coaching to better prepare individuals through proper training.           

Third base is about managing yourself.  This step is similar to managing talent but the focus is on oneself. Many managers find it difficult to eliminate their own emotions and fall back on previous experiences when making decisions. This has a tendency to lead to knee-jerk behaviors and future mistakes as managers do not separate their personal objectives and choices with what will be best for the organization. Managers lean towards their personal strengths and bias because it is what they fully understand. A good manager however will separate himself from the equation when evaluating and making decisions by taking a holistic approach to management. Managers need to put aside their personal egos and agendas in order to do what is best for the organization. As human beings we all have certain behaviorism that can affect our decision-making at times such as uncontrolled anger, perfectionism, inappropriate intimacy, denial, uncontrolled niceness, and anxiety can have negative effects on managers when working with others. Good managers have achieved a level of self-awareness that separates them from the rest and truly makes them the type of leader that organizations want to have calling the shots as it will help to reduce and eliminate the number of mistakes that an organization makes. 

Home plate can be viewed as managing change and how to drive it forward. Change is full of uncertainties that at times call for a new and innovative approach to manage correctly. Mangers find it difficult to successful predict and counteract change the previous rules and guidelines simply may not be adequate anymore which just causes more uncertainty. In order to manage change a manager must observe, analyze and make key decisions in the present as to not fall behind the competition. Managing change is the most difficult step due to the fact that the first three steps before it need to be in already established.

Conclusion/ Reaction to Author’s Views

There are certain similarities between a baseball and business manager as both must develop and implement strategies that will help them have future success. The analogy between the bases and the steps to success business management is a fairly accurate one. This is because a manager must first understand what the organization is lacking and finds ways to manage resources more effectively moving forward. The most important resource that an organization has is its personnel because it is impossible for a manager to oversee and run the daily operations of a successful organization. Management must delegated and trust those individuals working under them to do their job as any organization is only as good as its weakest link. It is clear that many organizations do not always hire the best person as the selection process has a tendency to bring in similar people which can lead to group think. Angus does a good job of combining human resource management steps and rules with baseball history and examples that provide the reader with a greater understanding of what should be considered for an organization to take the next step towards success. There is no one way to run a successful organization. The most important thing is for management to have an immense understanding of the inner workings of its organization in order make the best possible decisions both for the present and future. “Management by Baseball” can be used as a tool to help improve the skills of a manager because it will get him thinking about the smaller issues that may have been overlooked in the past.

Reference

Angus, J. (2006). Management by Baseball. New York: Harper Collins (254 pages).