Page 155 - The Green Building Bottom Line The Real Cost of Sustainable Building

134 CHAPTER 4

ears
Y Years 0 1 2 3
REVENUES
REVENUES
21,300
21,300
21,300
chapter
values,
Shaping
Shaping values, chapter 1 1 21,300 21,300 21,300
79,000
79,000
79,000
Creating a culture of green glue, chapter 2
Cr eating a cultur eo fg r een glue, chapter 2 79,000 79,000 79,000
Green from the inside out, chapter 3
3,300
3,300
Gr een fr om the inside out, chapter 3 3,300 3,300 3,300
3,300
Developing expertise in LEED, chapter 0 0 0 0
Developing expertise in LEED, chapter 44
of
Inc.
Sale of Green, Inc.
Sale
een,
Gr
Total Revenues otal Revenues 103,600 103,600 103,600
103,600
103,600
103,600
EXPENSES
EXPENSES
Shaping values, chapter 1
Shaping values, chapter 1 (166,000) (1 (114,500) (91,875) (97,286)
(166,000)
(91,875)
14,500)
(97,286)
cultur
(72,717)
a
(64,631)
r
eo
fg
een
(57,600)
chapter
glue,
Cr
Creating a culture of green glue, chapter 2 2 0 (57,600) (64,631) (72,717)
eating
(78,490)
(22,381)
the
out,
chapter
inside
(22,998)
Gr
een
om
fr
Green from the inside out, chapter 3 3 0 (78,490) (22,381) (22,998)
(49,000)
(417,000)
(150,000)
(890,000)
Developing expertise in LEED, chapter (49,000) (150,000) (417,000) (890,000)
Developing expertise in LEED, chapter 44
(400,590)
(215,000)
(1,083,002)
(595,888)
Total Expensesotal Expenses (215,000) (400,590) (595,888) (1,083,002)
(296,990)
(979,402)
(215,000)
(492,288)
Total Cashflowotal Cashflow (215,000) (296,990) (492,288) (979,402)
Discount Factor 1 1 1 1
Discount Factor
PV Cashflow (215,000) (269,991) (406,849) (735,839)
(406,849)
PV
(215,000)
(735,839)
Cashflow
(269,991)
10,011,860
NPV 10,01 1,860
NPV
IRR 44.98%
44.98%
IRR
Figure 4.4 Total return on a green company
urgent matters or important rush projects. I had never seen that type of activity—not
in Chicago, not London, not Singapore.
I couldn’t understand what was going on here. Why were these employees per-
forming better than all those I had encountered before, even those in companies where
I had worked that were among the leaders in their respective industries? It wasn’t the
pay, nor the workload, nor the perks. I realized it was the sharing of core beliefs, a
deep feeling that what we were doing made sense, that something extra each indiv-
idual could identify with. Call it pride, a sense of accomplishment, a meaning in
the work being done. That is the “X” factor that allows everybody to work harder, go the
extra mile, and automatically pick up the slack. Everybody knows the ultimate goal.
No one needs supervision or a “to do” list.
This “X” factor may actually be the most valuable aspect of developing green. It
provides something special for everybody to rally around. This could be the main
financial benefit for a sustainable company—this sense of purpose and meaning, this
sense that we are truly making a difference—that improves productivity and ratchets
up teamwork and enthusiasm, and enables us to attain incredible objectives. Without
this “X” factor, we might not be able even to consider the visionary goal we have of
becoming and remaining a thought and product leader in sustainable real estate.