Greenbuild, the USGBC’s massive 30,000-person-plus conference, is done for yet another year. But before shouting out a rallying cry of “Greebuild Phoenix 2009!…” here are some last minute thoughts:

• This was my second Greenbuild, and after speaking with different Greenbuild veterans, many were surprised I had returned after the (shall we say) insane conference of the year before. But I did and was pleasantly surprised by the lack of lines, lack of claustrophobia and large press room. Also, there were no green “commercials” or conference sponsors announcements this year before the keynote speaker, Archbishop Desmond Tutu, spoke.
  

  This is only half of the expo room

• Last year, I searched in vain for a place to dispose of uneaten food. This year, the waste collectors were particularly vigilant, snapping to attention to grab my used coffee cup before I accidentally threw it into the wrong container. I had never seen such attention to waste at a conference… or almost anywhere.
• I heard a number of grumblings that the conference attendance wouldn’t hit as high a mark as it had the previous year, due in part to companies making last minute travel freezes. The last time I checked the “official” conference attendance, (Thursday afternoon) it was at 26,000, so even if people did not show up, a large amount turned up to take their place.
• In the sessions I attended, there seemed to be a vast discrepancy between those who believed that leadership in “going green” should come from the top or bottom. Leith Sharp, former director of the Harvard Green Campus Initiative, described how leadership was really only successful after getting out a strong grassroots effort. While a session I attended on CB Richard Ellis’s green commitments said the top down leadership was the only way to go. Most people I spoke with said about the topic said, “duh?! It has to be both!”
• And man, can green people party! I had no idea that there were so many dancers among them. Feel left out? There’s always next year - in Phoenix!

If you want more information on Greenbuild, there were a number of intrepid bloggers there (whose blogging ability was not curtailed by a rogue water leak into their server area). For more, check out Konstrucr, CoStar, or go to the Seattle LEED User’s Group December meeting on Dec. 11. More info on that here.

How does one of the biggest companies in the U.S. measure and decrease its carbon footprint? Theoretically, it should be a simple process, but when you’ve got 1.7 billion square feet of real estate space worldwide, that’s quite a lofty goal. The difficulty is made even more challenging when you also set a goal of being carbon neutral by 2010. But that’s what CB Richard Ellis did in May of 2007.

I’m here at GreenBuild in Boston, listening to CBRE speakers discuss the topic. Just to get a basic understanding of it takes an hour and a half!

It all began, said speaker Matthew Arnold of Sustainable Finance, when CBRE, a real estate services company, acquired Trammell Crow in 2006, making it a juggernaut of a real estate player. That deal, he said, suddenly brought a host of new questions like what is the diversity makeup of your workforce and what is your company’s sustainability plan? Arnold was hired to help answer those questions and make CBRE an environmental leader. 

In the end, the firm decided to focus on diversifying the workforce and on lowering its carbon footprint. CBRE formed a task force, which came up with a company policy in three months. Arnold said that is incredibly quick, as banks, in comparison, take about a year to do the same work.

In May of 2007, CBRE committed to being carbon neutral as a company by 2010. The commitment refers to the company’s own operation meaning activities directly owned or controlled by CBRE, electricity or heat consumed by CBRE and activities controlled by third parties that are directly linked to CBRE, though it is urging clients to do so as well. Arnold said, “For CBRE, one of the greatest benefits of all this is being able to bring it to its clients.”

Just measuring the company’s current footprint has been a huge challenge, speakers said. It is concentrating on building operations and on employee travel. In January, the company will launch an internal program to measure company travel as no such metrics had previously existed. It is using 2007 as a baseline for building operations.

At 62 percent of CBRE’s market, the U.S. is the biggest fish to catch. In the U.S., CBRE has 2.4 million square feet of space in 162 locations with 18,000 employees, according to Sherada Sullivan of CBRE’s Chicago office.

The company is working on getting more renewable energy and getting more submetering information from building owners. It will occupy only LEED certified buildings when possible in the future.

Sullivan said the company has issued a number of mandates for 2009 including requiring double-sided printers, switching marketing materials from paper to digital and banning water bottles. It is tracking the green office supplies it buys and is trying to raise that number. Sullivan said the Human Resources Department is also looking at options like telecommuting, flexible work weeks and public transit opportunities. 

But none of those actions will get a company the size of CBRE all the way to carbon neutral. Obviously, the final plan in 2010 will require a lot of offsets. Arnold said the firm is working to ensure it gets the most reputable and honest offsets it can.

For more information, visit CBRE’s sustainabilty site here.