At some point during the past few years, the idea of "going green" ceased being a trend and became a standard for living. So what differentiates the Rocky Mountain Institute (RMI) from any other green organization?
RMI's mission isn't simply sustainable living. Its focus is to combine prosperous living with green living -- to make the world healthier on an environmental level and on a financial level. RMI achieves these goals through consulting with businesses, organizations and individuals on developing more productive and efficient ways of working and living. Simply put, RMI is a think tank, or an institution organized for intensive research and solving of problems [source: American Heritage Dictionary].
RMI employs a unique business model called natural capitalism. Natural capital encompasses the planet, its ecological systems and energy sources -- resources that support life as well as hold economic value. Historically, typical business models didn't take healthy environmental practices into account. The reason is that it's never really been profitable for companies to utilize newer, more environmentally sound technologies and practices. The core belief of natural capitalism is that by implementing earth-friendly technologies, efficiency gains will benefit the bottom line, not only through reduced energy consumption, but also in competitive advantage and possible government subsidies [source: RMI].
What started out as a small but committed group of individuals in 1982 is now a multifaceted consulting organization. How did RMI begin? Who is its founder? And what has this organization accomplished over the years? Read the next page to start learning.
Parachuting Cats?RMI even has its own guiding parable -- a cautionary tale that every action has a reaction and that sometimes what seems like a solution is actually a problem.
Faced with an outbreak of malaria in Borneo in the 1950s, the World Health Organization sprayed an afflicted village with DDT (dichloro-diphenyl-trichloroethane, a synthetic pesticide). The short-term effect was positive -- the mosquito population died, and malaria declined. However, the DDT also killed wasps that had controlled the population of thatch-eating caterpillars. The rise in caterpillars caused house roofs to begin collapsing from caterpillar damage. Additionally, geckoes ate the poisoned dead bugs. Cats, in turn, ate the geckoes. As the DDT traveled through the food chain, the cats began dying. Fewer cats in the village caused a population surge of disease-carrying rats [source: RMI].
The final solution? Parachuting live cats into Borneo. Seriously
Read More ContentsAmory Lovins, founder of the Rocky Mountain Institute, became interested in energy conservation during the gas crisis of the 1970s, after completing his studies in physics at Harvard and Oxford. In his twenties, he wrote an article that, rather than attempt to provide a solution for acquiring more gas and oil, questioned why the United States needed so much gas and oil in the first place and why it could not be more efficient with its resources [source: Nuclear Control Institute]. This article, at first read primarily in the scholarly community, attracted a lot of attention. Initially, many in the industry scorned his ideas. Then, as the energy crisis worsened, people -- including former President Jimmy Carter -- began to recognize the value of energy efficiency. From about 1971 to 1981, Lovins and L. Hunter Lovins, his wife at the time, began consulting with various corporations and governments.
Eventually settling in Snowmass, Colorado, the two began a small nonprofit organization -- the Rocky Mountain Institute -- with some friends and colleagues. RMI's initial goal was to push issues, research and solutions to the forefront of the energy conservation movement. In 25 years, RMI's goals haven't really changed. Lovins' concept of "soft energy paths" -- using less energy by using it more productively -- continues to flourish, nearly 30 years after its introduction. RMI's staff continues to grow, collecting people from different business and economic backgrounds to round out its vision. Its current CEO is Michael Potts, who brings experience from the world of high technology. Lovins remains the chief visionary [source: RMI].
RMI has nine core principles as its guideposts:
RMI is a 501(c)(3) nonprofit organization. This means it is a charitable organization but not an action organization. It is restricted from any political campaign activity or attempted influence on legislation [source: Internal Revenue Service]. RMI also accepts donations in various forms, including through its National Solutions Council Membership, which brings together friends of the Rocky Mountain Institute.
Next, we'll take a closer look at RMI's consulting services.
Talking the Talk, Walking the WalkRMI's original headquarters is a model of efficiency. The Lovins built it as a bioshelter and home, and the structure itself appears in dozens of publications and television programs. Although the majority of employees work in other buildings off-site, the Snowmass building remains a research center and home for Lovins and his guests. The building is insulated and uses passive solar heat through the windows and greenhouse. Two wood stoves provide emergency backup heat, if needed. Solar panels on the roof provide electricity for the efficient appliances and electronics inside, and assist in heating water. The building features a 900-square-foot (274 meters) greenhouse that collects energy through photosynthesis, heat, light, hot air, and hot water. Excess heat -- in the summer, for example -- simply escapes out vents near the ceiling. Vegetables and fruit also grow inside the greenhouse, which once housed a banana tree so prolific, it nearly took over the ecosystem. The entire building is open for public tours by reservation [source: RMI].
The Rocky Mountain Institute (RMI) separates its consulting services into three groups. These groups work with governments, private citizens, entire communities, corporations and more to help them combine environmental responsibility with competitive advantage.
The Built Environment Team works to transform the building industry. It collaborates with designers, engineers and architects to integrate energy conservation and resource efficiency into their projects. The Built Environment Team's "whole system" approach analyzes the impact of every component on the entire building, ensuring the structure is not only environmentally sustainable but also aesthetically pleasing with reduced operating costs. The Built Environment Team also offers workshops, analysis, speaking engagements and green building specifications [source: RMI Built Environment Team]. It has worked with such clients as Morgan Creek, University of Denver, Starbucks and Adobe [source: RMI Built Environment Team].
The Energy and Resources Team (ERT) works with various industry clients to discover ways to conserve, produce, buy or sell energy. By staying at the forefront of energy industry trends, this team is able to provide valuable advice and solutions to its customers. Its services fall into three general categories:
The ERT works with clients like the California Public Utilities Commission, Google, and the Nevada Power Company [source: RMI].
The third consulting arm of the Rocky Mountain Institute is the Mobility and Vehicle Efficiency (MVE) team. MVE focuses on improving transportation practices -- radical reduction of carbon emissions and oil use. The transportation sector uses 70 percent of America's oil. MVE works toward vehicle efficiency rather than alternative energy sources. Amory Lovins first joined the conservation movement by asking, "How can we use less energy?" rather than, "Where can we find new energy?" That principle continues in MVE's research [source: RMI].
For example, MVE works with companies such as Alcoa and FiberForge on the development and adoption of lightweight materials for vehicles -- a lighter weight vehicle equals less mass to move, which equals better fuel efficiency. FiberForge in particular is a for-profit venture that grew out of RMI's Hypercar concept. Engineers envision the Hypercar as a vehicle with ultra-light construction, a hybrid-electric drive with consumer safety features and affordability [source: RMI]. RMI hopes that one day these 100 miles-per-gallon cars will be the norm.
Next, we'll look at some of the Rocky Mountain Institute's biggest achievements.
The Smart GarageOne of the Rocky Mountain Institute's active initiatives is the Smart Garage. is a concept based on connecting our road vehicles, our buildings and our power grid to create more efficiency. RMI seeks to redesign our power grid infrastructure so that cars can be plugged into the grid. In addition, when the cars aren't in use, their batteries hold a large store of power. Plugging them into the grid allows the energy reserves to flow back to the power stations. RMI has planned a Smart Garage symposium for September 2008 to gain support, gather stakeholders and design a unified vision [source: RMI].
Wal-Mart's 'Eco-Mart' was designed to significantly increase worker productivity and uses energy efficient lighting, heating and recycled goods.
John Chiasson/Getty ImagesThe Rocky Mountain Institute (RMI) touts a massive list of accomplishments and accolades. The following are a few examples:
Winning the Oil Endgame: In 2004, RMI published a groundbreaking study detailing how the United States can wean itself off oil, a process that would be led by the country's businesses. The study, two years and one million dollars in the making, presents a detailed plan for switching our entire transportation system to biofuels. The transition would necessitate a $180 billion investment, with savings returns in about 20 years. The savings would be huge -- "$155 billion annual gross savings, $70 billion annual net savings, a million new jobs, a million existing jobs saved, 26 percent lower carbon dioxide emissions, and a safer world," in RMI's words. The study has steadily been gaining traction since its release, attracting attention from publications such as the Wall Street Journal, Time, The Economist, The New York Times and many others [source: RMI].
The Hypercar: Although hybrid cars are all-the-rage today, 10 years ago they were still an unfamiliar concept to most people. In 1998, however, RMI began developing its hallmark concept vehicle, the Hypercar. Envisioned as a hybrid-electric car, ultra-light and ultra-aerodynamic, RMI expects the Hypercar to achieve 90 miles per gallon (144 kpg) -- with a long-term goal of 200 miles per gallon (321 kpg). What makes the Hypercar different from other energy-efficient cars on the market is that the design employs RMI's "whole system" approach. Engineers not only focused on an alternative fuel, but also on developing new materials for the car itself. These new materials would be lightweight and aerodynamic, reducing drag and increasing fuel efficiency. It's possible the vehicle could even be made of recycled or recyclable materials [source: RMI].
The Hypercar is still not available today, but research continues through the spin-off company Fiberforge.
Volvo Environment Prize: In 2007, Amory Lovins received the Volvo Environment Prize, one of the world's top environmental awards. The prize recognizes people who have made outstanding contributions to protecting the environment. An independent panel, with laureates from all areas of the environmental and sustainability fields, awards the prize each year [source: RMI].
Wal-Mart: In 2006, Wal-Mart looked to RMI on how to use energy efficiency to its competitive advantage. After working with RMI, Wal-Mart announced that by 2015 it would double its truck fleet's fuel efficiency. The company has modified its trucks with auxiliary power units that allow drivers to do things like run the air conditioning without having to let the engine idle. By 2020, Wal-Mart projects it will save $494 million each year on reduced fuel costs [source: RMI].
For more information on the Rocky Mountain Institute and other topics related to energy conservation and green building, read the links on the next page.
NegawattsYou've heard of megawatts, the unit of measuring power. One megawatt equals one million watts. That's a lot of watts. But have you ever heard of a negawatt?
While reading a Colorado Public Utilities document in the early days of the Rocky Mountain Institute, Amory Lovins noticed a typo -- "negawatt" instead of "megawatt." He liked the word so much that he adopted it and gave it meaning. A negawatt stands for saved energy -- a measure of energy efficiency. Then Lovins put the word to work. Energy companies profit from electricity sold. What if they could also profit from electricity saved? Since then, Lovins has worked with dozens of state utility commissions to do just that. Power companies receive incentives for adopting energy-efficient measures. The companies pass the savings on to their customers, who in turn save money with reduced bills. This is yet another example of RMI's "whole system" approach [source: Webb].
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