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 GREENER
PRODUCTS
The Making and
Marketing of
Sustainable Brands
SECOND EDITION
 GREENER
PRODUCTS
The Making and
Marketing of
Sustainable Brands
SECOND EDITION

Al Iannuzzi
CRC Press
Taylor & Francis Group
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Boca Raton, FL 33487-2742

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Names: Iannuzzi, Al, author.

Title: Greener products : the making and marketing of sustainable brands /
Al Iannuzzi.
Description: Second edition. | Boca Raton, FL : CRC Press, 2017. | Includes
bibliographical references and index.
Identifiers: LCCN 2017010260 | ISBN 9781138626294 (hardback : alk. paper) |
ISBN 9781138746893 (paperback : alk. paper)
Subjects: LCSH: Green marketing. | Green products.
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Contents

Foreword..................................................................................................................xi
Preface.................................................................................................................... xiii
Acknowledgments............................................................................................... xix
Author.................................................................................................................... xxi

Section I The Case for Greener Products

1. Introduction......................................................................................................3
Virginia Miller
Things Will Never Be the Same......................................................................3
What Caused This Shift?.................................................................................4
Constant Pressures on the Environment.......................................................7
Mainstreaming of Greener Products............................................................. 8
Why the Focus on Greener Products?.......................................................... 11
Circular Economy...................................................................................... 12
Things Will Never Be the Same.................................................................... 13
References........................................................................................................ 14

2. Market Drivers for Greener Products....................................................... 17

Consumer Demand for Greener Products.................................................. 17
Retailer’s Demands......................................................................................... 18
Home Improvement Companies.................................................................. 20
Lowe’s Policy on Sustainability.................................................................... 21
Greener Hospitals...........................................................................................22
B2B Purchasing............................................................................................... 23
Eco-Innovation as a Value Driver................................................................. 24
Running an Eco-Innovation Session............................................................ 26
Eco-Innovation Session Agenda................................................................... 26
Product Rating Systems................................................................................. 28
Socially Responsible Investment..................................................................30
Shareholder Resolutions................................................................................ 31
Green Public Procurement............................................................................ 32
Conclusion....................................................................................................... 33
References........................................................................................................34

v
vi Contents

3. Regulatory Drivers for Greener Products................................................ 37

A New Set of Rules......................................................................................... 37
Packaging Regulations................................................................................... 38
South Korea Packaging Requirements................................................... 39
Restriction on the Use of Chemicals and Notifications............................ 39
Registration and Restriction of Chemicals in Products.......................42
Extended Producer Responsibility...............................................................44
Supply-Chain Issues....................................................................................... 46
Company Management Systems for Product Regulations....................... 48
Managing Risk........................................................................................... 49
Corporate Reputation..................................................................................... 50
Emerging Issues Management...................................................................... 51
Examples of Emerging Issues....................................................................... 53
Discussing Emerging Issues Publicly..........................................................54
Baxter Addresses PVC...............................................................................54
Conclusion....................................................................................................... 55
References........................................................................................................ 56

Section II Making Greener Products

4. Greener Product Design Examples............................................................ 61

Ecomagination................................................................................................. 61
Development of Ecomagination................................................................... 61
Timberland’s Green Index®...........................................................................65
SC Johnson Greenlist™.................................................................................. 67
Results of Greenlist™..................................................................................... 68
Base of the Pyramid................................................................................... 70
Speaking about Dilemmas........................................................................ 71
Clorox Green Works®..................................................................................... 71
Certification and Partnership................................................................... 72
Johnson & Johnson......................................................................................... 75
Earthwards®................................................................................................ 75
Process Steps............................................................................................... 76
Scorecard Approval...................................................................................77
Earthwards® Recognized Product Examples......................................... 79
Simponi ® (Golimumab)............................................................................ 79
Innovation................................................................................................... 79
Packaging.................................................................................................... 79
Earthwards® Results..................................................................................80
Citizenship and Sustainability 2020 Goals............................................. 81
Places Goals................................................................................................ 81
Targets and Metrics................................................................................... 81
Contents vii

Philips............................................................................................................... 82
A Focus on Suppliers.................................................................................84
Samsung........................................................................................................... 85
Eco-Labels................................................................................................... 87
End-of-Life Management.......................................................................... 87
Apple Inc.......................................................................................................... 88
Use of Life-Cycle Assessment.................................................................. 89
Removing Toxic Materials........................................................................ 89
Packaging....................................................................................................90
Energy Efficiency.......................................................................................90
Recycling Initiatives.................................................................................. 91
Product Environmental Report................................................................ 91
Seventh Generation........................................................................................ 94
Setting Sustainability Goals..................................................................... 94
Packaging.................................................................................................... 95
Materials...................................................................................................... 95
Disinfecting Multi-Surface Cleaner Ingredient List............................. 96
Method............................................................................................................. 97
Packaging.................................................................................................... 97
Cradle to Cradle Design............................................................................ 98
C2C Categories of Criteria for Certification........................................... 99
Formulation Approach.............................................................................. 99
Proctor & Gamble......................................................................................... 101
The Use of Goals to Improve Performance.......................................... 101
Product Innovation Using a Life-Cycle Approach.............................. 102
Unilever.......................................................................................................... 103
Sustainable Living Plan.......................................................................... 104
Improving Health.................................................................................... 104
Enhancing Livelihoods........................................................................... 104
Reducing Environmental Impact........................................................... 105
Sustainable Sourcing............................................................................... 106
Palm Oil..................................................................................................... 106
Water.......................................................................................................... 107
Waste and Packaging............................................................................... 108
BASF................................................................................................................ 108
Global Product Strategy.......................................................................... 109
Eco-Efficiency Analysis........................................................................... 109
Eco-Package.............................................................................................. 111
Headline®.................................................................................................. 112
Sustainable Solution Steering®............................................................... 112
H&M............................................................................................................... 114
Sustainability Initiatives......................................................................... 115
Goals.......................................................................................................... 115
Embracing Circularity............................................................................. 115
viii Contents

Green Chemistry...................................................................................... 116

Conscious Clothing................................................................................. 116
Common Practices among Leaders............................................................ 117
Framework for Product Developers...................................................... 117
Goals for Developing Greener Products............................................... 117
Communication Schemes....................................................................... 117
References...................................................................................................... 118

5. Advancement and Applications of the Framework for

Greener Products.........................................................................................123
Alan Spray, Andrea Smerek, Chris Peterson, Doug Lockwood,
James Fava, John Heckman, and Lauren Bromfield
A Framework for Greener Products Exists .............................................. 123
Product Innovation Tools............................................................................ 128
Reckitt Benckiser’s Sustainable Innovation App................................. 129
Description of the Problem................................................................ 129
The Solution......................................................................................... 129
Benefits—Sustainable and Business Value...................................... 131
Key Success Factors/Learnings......................................................... 131
Application of Hot-Spots Analysis to Inform Greener Products .......... 132
Collaboration to Advance Performance and Build Capacity................. 135
Maturity Models Create a Framework to Define
“How” to Improve...................................................................................138
Electric Utility Industry Sustainable Supply-Chain
Alliance (EUISSCA)...................................................................................... 139
Product Sustainability Roundtable (PSRT)............................................... 140
Engaging the Right Resources to Do the Job—Managed Services........ 142
In the End, It Is All about Change Management—Embedding
a Product Sustainability Tool—A Change Management Success.........143
Johnson & Johnson Example.................................................................. 144
Conclusion..................................................................................................... 147
References...................................................................................................... 148

6. Valuing Natural Capital.............................................................................151

by Libby Bernick with contributions from James Richens and Sarah Aird
Introduction................................................................................................... 151
Creating Business Value.............................................................................. 153
Natural Capital and Business Value.......................................................... 155
Why Are Businesses Valuing Natural Capital? ....................................... 156
A Proxy for Risk............................................................................................ 157
Quantify and Understand Environmental Impacts
in Business Terms......................................................................................... 157
Evaluate Trade-Offs...................................................................................... 158
Contents ix

Science-Based, Context-Based Insights...................................................... 158

Communicate in Business Terms for Investors, Customers,
and Consumers............................................................................................. 158
Natural Capital Valuation Standards, Protocols, and Frameworks....... 159
Natural Capital Valuation Frameworks..................................................... 160
Valuation of Natural Capital Costs............................................................. 161
Case Study Examples................................................................................... 163
The Coca-Cola Company—Return on Investment in Water
Conservation............................................................................................. 163
Ecolab—Water Risk Management and Shadow Pricing.................... 163
Eileen Fisher—Greener Product Development and Marketing........ 165
Green Electronics Council—Circular Economy and Greener
Product Development.............................................................................. 165
Louis Vuitton Moet Hennessy (LVMH)—Shadow Water Prices
and Supply-Chain Risk........................................................................... 166
Dell—Closed-Loop Recycling................................................................ 166
Kering—Greener Product Design Tools............................................... 168
Conclusion..................................................................................................... 168
References...................................................................................................... 169

Section III Marketing Greener Products

7. Green Marketing......................................................................................... 173

The Case for Green Marketing .................................................................. 173
Consumer Demand...................................................................................... 173
Top 10 Big Business Response, to Meet Consumer Demand for
Greener Products.......................................................................................... 175
Sustainable Brands Are Profitable.............................................................. 175
Greener Products Should Not Command a Higher Price....................... 176
Business-to-Business Demand ................................................................... 177
Supplier Scorecards...................................................................................... 178
Examples of Questions from P&G and KP Scorecards........................... 179
Examples of Green Marketing.................................................................... 180
Business-to-Consumer (B2C) Examples.................................................... 181
Clorox Green Works................................................................................ 181
Seventh Generation ................................................................................. 182
Honest Tea................................................................................................. 183
Timberland................................................................................................ 186
Neutrogena® Naturals ............................................................................ 187
Business-to-Business (B2B) Green Marketing .......................................... 189
Ecomagination.......................................................................................... 189
BASF........................................................................................................... 191
Steelcase..................................................................................................... 191
x Contents

Siento® Office Chair Environmental Profile Information ................. 193

Sodexo........................................................................................................ 193
Sealed Air Diversey Care........................................................................ 194
Key Elements of Effective Green Marketing........................................ 195
References...................................................................................................... 196

8. Marketing Green: Best Practices from OgilvyEarth............................199

John Jowers and Ivellisse Morales
The New Marketing Brandscape................................................................ 199
Putting People First...................................................................................... 201
Start with Humans.................................................................................. 202
Nine Ways to Close the Green Gap............................................................ 206
Take Courage................................................................................................. 212
References...................................................................................................... 213

9. Aspects of Green Marketing.....................................................................215

Greenwashing............................................................................................... 215
TerraChoice’s Seven Sins of Greenwashing ........................................ 216
Types of Eco-Labels ................................................................................ 218
Regulatory Standards for Green Marketing ............................................ 219
FTC Green Guides.................................................................................... 219
Canadian Competition Bureau (CSA) Environmental
Claims Guide............................................................................................ 221
Competition Act..................................................................................222
The Consumer Packaging and Labeling .........................................222
The Textile Labeling............................................................................222
Enforcement Example............................................................................. 223
UK’s Department for Environment, Food and Rural
Affairs (DEFRA)....................................................................................... 223
Cause Marketing and Brand Purpose.......................................................225
The Power of Purpose............................................................................. 226
Build Your Brand with a Cause.............................................................. 227
Eco-Labels ................................................................................................ 228
References...................................................................................................... 230

10. Best Practices and Conclusions.................................................................233

The Sustainable Brands Imperative........................................................... 233
Best Practices for Making Greener Products............................................ 235
Best Practices for Green Marketing ........................................................... 237
Conclusions.................................................................................................... 240
References...................................................................................................... 241
Index......................................................................................................................243
Foreword

Continuing population growth, a growing middle class around the world,

with expanded economic power—all chasing the dream of unobstructed
consumerism—is placing impossible demands on our planet’s natural capi-
tal. We use more energy, consume more resources, and create more waste
than ever before. In fact, we are currently “spending at a deficit”—using
more natural resources to meet the demands of consumption worldwide
than our planet can replace each year.* We have no choice but to address the
impact that our current models of consumption have on the natural world.
And as a key driver of the system, brands must lead the way by making their
products more sustainable.
The good news is that in this mandate lies opportunity as well. The
products we buy impact not only our own health but also the health of our
families, our communities, and the world. Broadly, consumers have higher
expectations than ever of the companies they buy from, and this is impact-
ing the brands they choose. Those brands which honestly seek to under-
stand and improve on the direct and indirect impact they have on all their
­stakeholders—not just their customers and shareholders—will be the ones
that take the lead and stand the test of time in the 21st century.
Brands don’t have to be perfect, but they do need to be authentic and trans-
parent about their impacts, and they do need to show continuing improve-
ments in the way they are addressing their environmental and social impact.
We have a long way to go to get to a fully sustainable economy—and it
will take a commitment from all parts of the economic system, including
consumers, to get there. However, the degree to which a company aligns a
meaningful brand promise with the way it designs, builds, and delivers its
brand to market is key. And business leaders do have an opportunity to drive
sales and build customer loyalty and brand value by positively addressing
the social and environmental challenges we face through purpose-driven
product innovation.
Building upon the first edition of Greener Products, Al Iannuzzi and his
contributors make the case for why it is an imperative to develop and mar-
ket more socially and environmentally smart brands. Through reviewing
some of the many case studies of leading companies’ greener product devel-
opment and marketing programs, readers can glean best practices of smart
business strategy and sustainable innovation. Greener Products makes it clear:
Sustainability doesn’t have to come at the sacrifice of profit.

* Footprint Network. http://www.footprintnetwork.org/our-work/earth-​

overshoot-day/
(Accessed June 2, 2017).

xi
xii Foreword

If you want to know how to make your brand more sustainable and
how to sell your better brand to your customers, Greener Products explains
the details. As you’ll experience from reading this book, companies that use
sustainability as a driver of innovation and then smartly market their ben-
efits will win. As Al says, when you “hit the sweet spot, of having a truly
greener product that is communicated in an appropriate way, everyone wins.”

KoAnn Vikoren Skrzyniarz

Founder/CEO
Sustainable Brands Worldwide
Preface

The world’s resources are under more pressure than ever before. We are
using more energy and creating more waste and more air pollution than
ever before. There is a growing world population and more importantly a
growing middle class in developing nations such as Brazil, Russia, India,
and China. With the increased wealth, there is a desire to have products that
more developed nations have: cars, computers, mobile phones, televisions,
iPads, etc. More of these products means more pollution, increased green-
house gases, more resources extracted, and more waste to be disposed of.
But the even bigger question is: Where will all of these raw materials to come
from? Regardless of how dire you feel things are regarding environmental
issues and the future of the world, we all can agree that there is going to be
more competition over raw materials to make the products that the growing
middle-class desires.
At the very least, competition for resources will make products much
more expensive to make and, in a worst-case scenario, would severely
restrict our ability to provide these products due to a dearth of raw
materials. Considering this forecast, business as usual is not an option.
Institutionalizing sustainability in new product-development processes
will be an imperative. Businesses must respond and do things differently,
evaluate life cycles and minimize use of raw materials, and consider
impacts during customer use and product end of life. Deploying such
concepts as design for the environment, green chemistry, and biomim-
icry needs to be commonplace and built into the way new products are
brought to market. This is the reason I authored this book, to offer guid-
ance on how to make products greener or more sustainable and how to
appropriately market them.
Before the first edition of Greener Products, I was unaware of any books
that combined the concepts of design for the environment/industrial ecol-
ogy and green marketing into one book, and I still believe that this book is
the only one that combines these concepts. Whenever I speak about greener
products, there are two things I usually say:

1. There is no such thing as a green product.

2. What good is a greener product if no one knows about it?

The reason for these assertions is that life-cycle assessments have shown
that every product has impacts, from raw materials to transportation, manu-
facturing, customer use, and end of life. Every product can be improved in
some way, which is why I use the term Greener. And once you have a greener
product, you must appropriately inform your customers why it is greener;

xiii
xiv Preface

if you don’t do this correctly, it is essentially worthless to have an improved

product since no one will know about it. That’s why it is critical to make and
market greener products—the communication aspect is just as important as
having a greener product.
The words we use are important, and in this book, I use the terms greener
products and more sustainable products synonymously. These terms are
descriptors for products that demonstrate improvements in environmental
or social areas. I should also mention that I don’t believe that any corpora-
tion is sustainable or is a sustainable business. In my mind, sustainability is a
journey and to the point above, every product and every corporation have
an impact. There are a lot of things we can do to minimize our impact,
but we can’t eliminate them completely, that is why I see sustainability
as a journey. I believe that what customers all over the world expect from
responsible companies is to know that they are moving in the right direc-
tion, keeping an eye on sustainability, and making their product’s footprint
smaller and smaller.
This book has three main sections:

Section I: The Case for Greener Products

Section II: Making Greener Products
Section III: Marketing Greener Products

Why is it an imperative to bring greener products to market? This ques-

tion is answered in Chapters 1 through 3. We get a deeper understanding
of the ecosystem pressures on the Earth and explore the market pres-
sures being placed on businesses. This includes customers who buy prod-
ucts in supermarkets, business customers, and government purchasers
who created a big demand of manufactures to bring more sustainable
brands to market. People throughout the world are more health con-
scious and are hearing new stories about the effects of chemicals on their
health; ­t herefore, they are seeking more organic and sustainably sourced
products.
Global companies such as Walmart, Tesco, Lowe’s, and IKEA, among
­others, have embraced sustainability and are triggering other companies to
build eco-innovation into their product offerings as well. Governments have
responded by putting regulatory pressure on product developers to initiate
tougher new requirements such as removing materials of concern (e.g., PVC,
triclosan, brominated flame retardants, BPA) and design more recyclable
packaging, and to facilitate product take-back at its end of life. These global
regulations started out in Europe and have exploded throughout the world,
making it very complicated for businesses to keep up with the ever-­changing
requirements and be compliant.
How do you make greener products? To find out how to go about mak-
ing a greener product, it’s a good idea to evaluate the best practices from
Preface xv

leading companies. Chapter 4 covers best practices in a variety of indus-

trial sectors, such as apparel, chemicals, electronics, consumer packaged
goods, medical products, and energy.
I am privileged to have one of the leading thinkers and practitioners in
developing greener products, Jim Fava, share his thoughts on frameworks
used to make products more sustainable in Chapter 5. Jim and his associates
share leading practices and discuss lessons learned from consulting com-
panies on how to address the myriad demands on companies noted above.
A new addition to Greener Products is Chapter 6 by Libby Bernick, a thought
leader in the burgeoning science of Natural Capital. Libby sets out to explain
why we need to think about the costs to nature of the products we manufac-
ture. There are some examples of companies that have used natural capital
to make decisions on improving their product’s sustainability performance
and they are illustrated in the chapter.
A greener product is useless if no one knows it exists. Appropriate mar­
keting of eco-improved products is a critical aspect of a sustainability pro-
gram. Why should we consider green marketing? It’s the secret sauce that
brings greener products to life. The third section of this book addresses green
marketing—our evaluation of sustainable brand marketing begins by review-
ing some exemplary case studies in Chapter 7. We look at some of the best
examples of green marketing from companies that have been very successful
in making inroads with consumers.
Consumer behavior data indicate that all over the world, there is a desire
to buy products that are made by responsible companies and have greener
attributes. But, they don’t want to pay more for them. So if companies want
to be successful in selling greener products, they cannot be at a higher price
point, and they should sell them with an “and” in mind—an effective prod-
uct at the right price and it’s greener.
Not only must consumer marketers be concerned about bringing eco-
innovative products to market but also business-to-business (B2B) marketers
must be savvier in greener product offerings. Scorecards by Walmart, Kaiser
Permanente, and Procter & Gamble and the advent of B2B green purchasing
make the case that all product marketers must pay attention to making and
marketing greener products.
Based on my analysis of successful green marketing campaigns, there are
three keys to winning:

1. Have a credible greener product story

2. Meet your customers’ greener product demands
3. Appropriately communicate the products’ greener attributes

These three characteristics will be used to evaluate the approach of several

leading companies in business-to-consumer (B2C) and B2B marketing. Some
of their initiatives have been ground-breaking and have paved the way to the
xvi Preface

current state of green marketing. We evaluate what has made Ecomagination

so impactful, how Green Works changed the game for mainstream green
marketing, as well as innovative approaches by Honest Tea and Neutrogena
Naturals.
Understanding a good framework for sustainable brand marketing from a
leading marketing and communications firm, OgilvyEarth, will be helpful to
anyone interested in marketing green. That is exactly what you will find in
Chapter 8. There are specific steps that can be taken to enable the marketer
to have a successful campaign and examples and case studies of effective
company programs.
There are certain elements that can make a marketing campaign more
effective and certain things that will blow it up. That’s what Chapter 9
explores; helpful elements like the use of eco-labels are reviewed, along
with understanding regulatory requirements. There are key aspects that
must be understood such as the FTC green guides and the UK DEFRA
green marketing rules. Perhaps, even more important than the regulatory
requirements is the avoidance of greenwashing. Inappropriate use of mar-
keting claims can be a death blow to a brand—it’s critical to avoid green-
washing; evaluating The Seven Sins of Greenwashing will help. Several
methods for marketing the right way, to enhance and protect your brand,
are discussed.
Finally, Chapter 10 concludes with an evaluation of the best practices
that leading companies have for making and marketing greener prod-
ucts. Through an evaluation of the various company initiatives discussed
in the Making Greener Products section of the book, we see that there are
some commonalities among the companies that are best at developing eco-
improved products. Use of all or a combination of these activities will enable
any company to bring more sustainable products to the market.
A review of the common approaches of successful green marketing cam-
paigns makes it clear to marketers what elements should be considered to
have a successful approach to reaching customers. After all, what’s the good
of making improvements to a product if you don’t effectively communicate
with your customers?
Making and marketing greener products is no longer a nice to do—it is a
business imperative. I believe this book makes it clear that the world needs
greener products and it’s up to the marketers, R&D, and product steward-
ship leaders to make that happen. No matter what industry you’re in, it
makes business sense to institutionalize these concepts. Evaluating the lead-
ing practice examples and techniques in this book will give any product
developer or marketer some ideas that they then can translate into their own
company culture.
I am hopeful that this book will not only benefit business but will also
enable students to better understand what it takes to make and market a
greener product and will also be useful for academics and NGOs. We all are
Preface xvii

concerned about becoming more sustainable, and I believe that it is possible

to strike a balance in meeting the world’s product needs while appropriately
reducing unsustainable practices to meet this demand.

Al Iannuzzi

Disclaimer
The views and opinions expressed in this book are those of the author and
do not necessarily reflect the official policy or position of Johnson & Johnson.
Acknowledgments

I am truly privileged to have the opportunity to write this book. My ­purpose

for doing it was to encourage companies to make the world a better place
and to demonstrate how others have done it through making and marketing
truly greener products. Writing a book takes a lot of effort, and it’s particu-
larly challenging when you’re working full time, but I am extremely thankful
for having an exceptional team that helped and contributed to what I hope
will be a book that makes a difference.
First, I must thank my family whom I love immensely. Before I start anything
that will be time-consuming, I request permission from the most important per-
son in my life, my wife Ronnie, who doubled as a proofreader and advisor on
this project, so thank you, Ronnie, for the approval, understanding, and help.
Next, I would like to thank my daughter Marissa, who helped with some of the
research and writing for this book—I appreciate you bunches. To my daughter
Gianna and son Alphonse, thank you for your understanding and patience.
Having a super intern from Indiana University, where I am an adjunct
­professor, was a huge blessing, so I thank you Virginia Miller for the great
work on Chapter 1, and all of the other work you did—you have a bright
future ahead of you.
Another big boon was the fantastic thought leaders who contributed to
this effort. Jim Fava and the crew from Anthesis Group shared their expe-
riences from many years of sustainability consulting: Lauren Bromfield,
John Heckman, Doug Lockwood, Chris Peterson, Andrea Smerek, and Allen
Spray. Jim Fava has been a long-time trusted advisor and a catalyst in the
world, encouraging companies to be more sustainable.
Libby Bernick did a wonderful job with the chapter on Natural Capital
and demonstrated her leadership in this quickly developing area. Having
some expert communicators/marketers from Ogilvy was an added benefit
to Greener Products. John Jowers and Ivellisse Morales provided excellent
­clarity on how to effectively market your product using proven techniques
from their experience at OgilvyEarth.
Finally, I would like to thank Taylor & Francis for supporting me in a
­second edition of Greener Products, which will encourage others to pursue
making their brand more sustainable.
We all are stewards of the earth—let’s make the world better with Greener
Products.

The heavens are Yours, the earth also is Yours; The world and all it
­contains, You have founded them. (Psalm 89:11)
Moreover, it is required in stewards that one be found faithful.
(1 Corinthians 4:2)

xix
Author

Al Iannuzzi, PhD, is senior director in the

Worldwide Environment, Health, Safety &
Sustainability (EHS&S) Department at Johnson &
Johnson. He leads the Global Product Stewardship
program, and is a member of the Worldwide
EHS&S Leadership Team. He has over 30 years’
experience in the EHS field and has developed
and directs Johnson & Johnson’s Earthwards®
greener product design process. Prior to J&J, Al
worked for the NJ Department of Environmental
Protection and at an environmental consulting
firm. Al received his PhD in Environmental Policy from the Union Institute
& University in Cincinnati, Ohio, where he researched EHS self-regulation
programs. He is the author of the books, Greener Products: The Making &
Marketing of Sustainable Brands (CRC Press, 2011) and Industry Self-Regulation
and Voluntary Environmental Compliance (CRC Press, 2002) and has written
numerous articles and blogs on product stewardship and environmen-
tal compliance. Al is an adjunct professor at Indiana University where he
teaches on product improvement and sustainability. He has maintained the
certification as a qualified environmental professional since 1996 and speaks
regularly at sustainability conferences and universities.

xxi
 Section I

The Case for

Greener Products
1
Introduction

Virginia Miller

Things Will Never Be the Same

It has been a long steady climb, but it seems sustainability has finally reached
a tipping point. We are entering a new era of resource management and
things will never be the same. The rise of the global middle class is occur-
ring at a rapid clip, with an additional 3 billion people expected to enter the
consumer market by 2030 (Nyquist et al. 2016). The growing urban middle
class brings with it an unprecedented demand for resources, putting more
strain on the global supply of raw materials, fossil fuels, food, and water.
Furthermore, greenhouse gas emissions and waste generation will continue
to soar as global consumption increases. With this new reality apparent,
“business as usual” is no longer an option. Resources will have to be used
in a more efficient way in order to meet the needs of global population, both
present and future.
Under the pressure of these growing demands, the quest for sustain-
ability has transformed the business landscape. Sustainability that was
once viewed as a simple risk-management function is now regarded as a
favorable business opportunity. The growing demand for resources offers
a chance for business leaders to meet demand in a sustainable way, and in
turn revolutionizes how we think about consumption. Businesses are even
shifting their missions and values to align with their sustainability goals,
with over a third putting it in their top three objectives (McKinsey and
Company 2014). Greener products are playing a bigger role in business than
ever before. Sustainability is no longer some idealistic notion; it is at the fore-
front of development. Company leaders are rallying behind sustainability,
and things will never be the same.

3
4 Greener Products

What Caused This Shift?

Environmentalism has appeared sporadically throughout history, in many
different forms, all over the world. Many associate the beginning of the mod-
ern environmental movement with Earth Day and the legislative fervor of the
1970s, although its origins are rooted a bit more deeply in the past. “In wild-
ness is the preservation of the world,” wrote Henry David Thoreau in his
nature-themed essay Walking. Thoreau and the transcendentalists of the mid-
1800s were some of the first to suggest preserving the natural world for its
beauty and potential for spiritual enlightenment, not to mention its immense
practical value. These philosophers realized that humans rely heavily on
nature for their survival, and the nation’s natural bounty was not infinite. The
1860s brought the naturalist John Muir and the creation of the first national
park. The National Park Service was created soon after, in 1916—recently
celebrating its 100th anniversary. Although “going green” may seem like a
recent trend, environmental consciousness is deeply woven into the fabric of
American ­history, and the concept is, arguably, quintessentially American.
In the wake of World War II, environmentalism quickly took a backseat
to growth and innovation. The postwar economic boom brought with it
increased consumption, waste, and pollution. The pollution continued largely
unchecked until the 1960s brought a new wave of environmentally conscious
thinking, catapulted by Rachel Carson’s landmark book Silent Spring, which
helped set the stage for the environmental movement by exposing the envi-
ronmental hazards of pesticides and by questioning humanity’s unwaver-
ing faith in technological advancement. In June 1972, the United Nations
Conference on the Human Environment was held in Stockholm, Sweden.
This conference would lay the foundation for modern global environmental
policy. The 1970s also brought a rapid series of new environmental legislation,
the creation of the U.S. Environmental Protection Agency, and the inaugural
celebration of Earth Day. Thus began the consumer-driven environmental
movement of today. It rapidly gained ­momentum over the following decades
and exploded onto the world business scene.
The recent shift toward more sustainable products is due, in part, to
greater awareness of major environmental issues such as climate change and
consumers wanting to make a difference with their purchasing decisions
(Figure 1.1). 2016 is now the hottest year on record (NASA 2017). Awareness
of this crucial issue is certainly high; yet, it is far from the only concern on
the minds of executives and corporate leaders.
According to the United Nations, a staggering 92% of the world’s popula-
tion lives with air pollution more than the recommended limits. Although
tremendous gains have already been made, 663 million people are still with-
out improved drinking water, and 2.4 billion lack access to improved sani-
tation. Water scarcity already affects 40% of the world’s population and is
projected to rise. “Sustainability is a worldwide concern that continues to
Introduction 5

The top five global risks of highest concern for the

next 10 years percent of respondents

Water crises

Failure of climate-change mitigation

and adaptation

Extreme weather events

Food crises

Profound social instability

0 10 20 30 40

FIGURE 1.1
The top five global risks of highest concern for the next 10 years. (From Boumphrey, Sarah, 2016,
Sustainability and the New Normal for Natural Resources. Euromonitor International. p. 15.)

gain momentum—especially in countries where growing populations are

putting additional stress on the environment,” says Grace Farraj, senior
vice president, Public Development and Sustainability, Nielsen. Consumers
in these developing markets—such as Latin America, Asia, Middle East,
and Africa—are often closer to and more aware of the problems in their
­surrounding communities, and thus are very likely to seek out and pay a
premium for sustainable offerings (Nielsen 2015a).
To tackle these global issues, world leaders assembled at the United
Nations Sustainable Development Summit in September 2015 to adopt
the 2030 Agenda for Sustainable Development, which includes a set of 17
Sustainable Development Goals (SDGs; Figure 1.2), effectively replacing the

FIGURE 1.2
Sustainable Development Goals. (From United Nations 2016c.)
6 Greener Products

highly successful Millennium Development Goals that were in place from

2000 to 2015. These goals are targeting the most pressing environmental and
humanitarian issues in the world today.

UN Sustainable Development Goals

1. End poverty in all its forms everywhere
2. End hunger, achieve food security and improved nutrition, and
­promote sustainable agriculture

3. Ensure healthy lives and promote well-being for all at all ages
4. Ensure inclusive and equitable quality education and promote
­lifelong learning opportunities for all
5. Achieve gender equality and empower all women and girls
6. Ensure availability and sustainable management of all water and
sanitation for all
7. Ensure access to affordable, reliable, sustainable, and modern
energy for all
8. Promote sustained, inclusive, and sustainable economic
growth; full and productive employment; and decent work
for all
9. Build resilient infrastructure, promote inclusive and sustainable
industrialization, and foster innovation
10. Reduce inequality within and among countries
11. Make cities and human settlements inclusive, safe, resilient, and
sustainable
12. Ensure sustainable consumption and production patterns
13. Take urgent action to combat climate change and its impacts
14. Conserve and sustainably use the oceans, seas, and marine
resources for sustainable development
15. Protect, restore, and promote sustainable use of terrestrial
­ecosystems, sustainably manage forests, combat desertification,
halt and reverse land degradation, and halt biodiversity loss
16. Promote peaceful and inclusive societies for sustainable devel-
opment, provide access to justice for all and build effective,
accountable, and inclusive institutions at all levels
17. Strengthen the means of implementation and revitalize the
global partnership for sustainable development

The SDGs have stirred up significant activity; government leaders world-

wide have seemingly embraced the new goals, with numerous presiden-
tial decrees, national action plans, new policies, budgets, and stakeholder
collaboration platforms being rolled out in direct response to the SDGs.
Businesses have also taken notice, and many are incorporating the SDGs into
Introduction 7

their objectives with surprising seriousness (Atkisson 2016). The Business

and Sustainable Development Commission, co-founded by Unilever CEO
Paul Polman in 2016, is bringing business leaders together in support of the
SDGs. The commission’s aim is “to inspire business leaders to seize upon sus-
tainable development as the greatest economic opportunity of a lifetime, and
to accelerate the world’s shift to inclusive growth” (Business & Sustainable
Development Commission 2016). The commission will present a report in a
year’s time outlining new business and financial models, as well as market
opportunities for companies that are investing in sustainable approaches
(Unilever 2016).

Our aim is to inspire business leaders to seize upon sustainable develop-

ment as the greatest economic opportunity of a lifetime, and to accel-
erate the world’s shift to inclusive growth. (Business and Sustainable
Development Commission)

Constant Pressures on the Environment

A constant barrage of environmental catastrophes is being witnessed by
the world, and the stories never stop coming. Just recently, in October
2015, researchers detected the largest natural gas leak in the US history
in southern California. Almost 100,000 tons of methane poured into the
atmosphere before it was permanently sealed on February 18, 2016, almost
4 months after it was detected. The impact of this gas leak on climate
change is said to be the equivalent of the annual emissions of half a mil-
lion cars, having a far bigger warming effect than the BP oil spill in the
Gulf of Mexico in 2010 (McGrath 2016).
This was not the only environmental disaster that year. On November 5,
2016, a mining dam ruptured near the rural village of Bento Rodrigues,
Brazil, releasing 62 million cubic meters of toxic mining waste. A wave of
toxic waste several meters high surged through the village, killing 18 ­people,
destroying homes and the natural environment. The sludge eventually
found its way into the Doce River system and, finally, the Atlantic Ocean.
Experts say this is the largest disaster of its kind and will have severe con-
sequences on the surrounding environment for decades (Damsgarrd 2016).
Another mine spill occurred in August 2015 near Silverton, Colorado. The
Gold King Mine released about 3 million gallons of wastewater laced with
heavy metals into Cement Creek, a tributary of the Animas River, turning
the entire river bright orange for several days (US EPA 2016). In China, Beijing
recently issued its first-ever air pollution “red-alert,” the highest warning for
8 Greener Products

air p
­ ollution severity, forcing schools and factories to close, and people to
remain indoors for days on end (BBC 2015).
There is little doubt that these disasters shape our thinking about the envi-
ronment and the pressure we are putting on it. Consumers have a tendency
to want to punish the corporate violators by not purchasing their products.
Global environmental damage caused by human activity was estimated at
$6.6 trillion and about 11% of global gross domestic product in 2008. The top
3,000 public companies are responsible for one third of global environmen-
tal damage; it is no wonder citizens everywhere want to move their buying
power toward environmentally enlightened companies and away from those
perceived as irresponsible (Environmental Leader 2010). Consumers today
are well informed, and 84% of global consumers say they seek out responsible
products whenever possible (Sustainable Brands 2016). The desire to “make a
difference” with purchases is growing. It is imperative that companies are
aware of current environmental and resource issues, and hold themselves
accountable for the impact of their products. Companies also need to begin
looking beyond the surface, as the impact of products stretches deep into the
supply chain. This includes raw materials that are harvested in a plantation
that has destroyed the rich biodiversity of a tropical rain forest, to the minerals
in your electronics that are mined from a country that is exploiting its citizens.

Environmental Concerns of Shoppers

• The amount of waste that’s produced
• The damage to wildlife and loss of biodiversity
• The amount of resources left for future generations
• The impact on the landscape
• The impact on climate change

Source: Institute of Grocery Distribution, The environmental concerns of shoppers, 2016,

http://www.igd.com/The_environmental_concerns_​of_​shoppers_article.

Mainstreaming of Greener Products

Pressure on businesses to “go green” is growing rapidly, but it is not coming
from the government. Perhaps surprisingly, the driving force behind more
sustainable product design is, in fact, market pressure! A prime example is
the world’s largest retailer Walmart. Once Walmart started asking for more
sustainable merchandise, it began a boon for greener products. Being such
a large retailer, its demands for greener products were momentous and
­far-reaching and the effects stretched deep into the supply chain as well as
catalyzed the competition.
Introduction 9

Once Walmart started their sustainability journey, many other compa-

nies followed suit by setting their own sustainability goals. Competition
ensued between rival companies, further pushing the boundaries of sus-
tainable design. Due to the emerging demand, sustainability had become
a key driver of innovation. More sustainable products have cropped up
in all aspects of business, trying to address the consumer’s desire for
more ethical goods. In turn, they provide an additional benefit, such as
providing safer products for the home or saving money through energy
efficiency.

Once Walmart started asking for more sustainable merchandise, it began

a boon for greener products. Being such a large retailer, its demands for
greener products were momentous and far-reaching.

Sustainability market pressures have been affecting all industrial sec-

tors. An obvious illustration is how the automotive industry has been revo-
lutionized with the success of the Toyota Prius hybrid. Being the first car
that has had a green platform from its inception, it has been well received
by a public that is eager to purchase a high fuel-efficiency product. Though
its success was likely due in part to the rapidly rising gas prices of the early
2000s, the sale of electric and hybrid vehicles is still on the rise in both
developing and developed countries, despite a slump in oil prices (Kaye
2016). Since the Prius, many major car manufacturers have released their
own version of hybrid vehicles, and more are expected to appear in the up
coming years.
Further highlighting this revolution, the highly anticipated Tesla Model 3
has garnered a lot of attention since it was revealed in April 2016. The so-
called “electric vehicle for the masses” hits the sweet spot on price, design,
and performance—and people are excited. Over 180,000 preorders were
placed in the first 24 hours, with each reservation requiring a hefty $1000
deposit. Where traditional automakers typically design eccentric, uncon-
ventional electric vehicles marketed toward environmentalists (think
Nissan Leaf), Tesla’s “think-big” attitude may have resulted in the first true
“everyman’s” electric car—and the outlook is good. A recent automotive
forecast by McKinsey & Company estimates that by 2030, electric vehicles
could represent about 30% of all new cars sold globally, and up to 50% of
those sold in China, the European Union, and the United States (Nyquist
et al. 2016). All this is happening while oil prices are at their lowest levels
in over a decade!
Beverage behemoths Coca-Cola and PepsiCo have also jumped on the
sustainability bandwagon. Water is the primary ingredient in their bever-
ages, and both companies recognize that the increasing stress on water
supply is a risk to their business. In August 2016, Coca-Cola announced that
it had replenished just under 200 billion liters of water to the environment
10 Greener Products

and communities, over 115% of the water used in its beverages last year.
This achievement makes it the first Fortune 500 company to replenish all
of the water it consumed. They accomplished this through 248 commu-
nity water partnership projects in 71 countries. Some projects are focused
on returning water directly to the source, while others are contributing
to communities where there is a pressing need. Meanwhile, PepsiCo has
reduced its operational water use by 26% compared to 2006, exceeding its
goal to reduce its water use by 20%. These water conservation efforts over
the past 5 years have saved the company $80 million. At the same time,
PepsiCo Foundation partnerships have helped provide safe drinking water
to 9 million people since 2006 (Sustainable Brands 2016). Additionally,
Gatorade, a PepsiCo product, has released a certified organic version of the
world’s best-selling sports drink. G Organic contains only seven ingredi-
ents, none of which are artificial. Every step of the process was approved
by the USDA, which aims to ensure organic products are more natural and
less harmful to the environment.
The largest furniture retailer in the world IKEA has launched an
immensely successful sustainability campaign, with a 2020 goal of pro-
ducing more energy than it uses. The results so far are promising. IKEA
owns 157 wind turbines with a capacity of 345 megawatts and has installed
over 550,000 solar panels, totaling 90 megawatts. Their extensive renewable
energy portfolio rivals that of some energy companies (Kelly-Detwiler 2014).
The furniture giant sells everything from appliances to textiles to bicycles.
They have already switched 100% of their lighting offerings to LEDs. The
entire range of appliances they offer are energy efficient, including induc-
tion technology on stovetops, A+++ rated refrigerators that use 40% less
energy, and water taps that reduce consumption by 30%–50%. Furthermore,
they aim to offer these products at an affordable price, making sustainable
living further available to the general public.
Another major example of the mainstreaming of greener products is the
green building movement. There has been a large shift in recent years to
energy-efficient housing. In the United States, buildings account for 38% of all
CO2 emissions, 13.6% of all potable water use, and 73% of electricity use (USGBC
2016). Green buildings are continuing to make up a larger share of the housing
market, appealing both to those who are concerned about the environmental
impacts of energy use, as well as those who just want to save on energy bills.
One major reason for the propagation of green buildings is the creation of the
Leadership in Energy and Environmental Design (LEED) certification system.
LEED is the most widely used third-party verification system for green
buildings, with around 1.85 million square feet of building space being
­certified on a daily basis. The company’s goal is to “change the way we think
about how buildings and communities are planned, constructed, main-
tained and operated.” Buildings that are LEED certified have improved
environmental performance in areas such as energy use, water efficiency,
Introduction 11

CO2 emissions reduction, improved indoor air quality, and use of recy-
cled content materials, sustainably sourced materials, and stewardship of
resources (USGBC 2016).
Many people are gaining independence from the power grid completely
with the advent of “net-zero” homes that are capable of generating their own
electricity, predominantly through the use of solar panels. These new homes
are so energy efficient that their electricity consumption is essentially zero.
It is not uncommon for energy consumption to be so low that the electricity
meter actually runs backward, selling electricity back to the grid. Materials
and construction costs do increase the price of clean-energy homes, but not
as much as you might think—and costs are dropping. Green homes typically
cost between 5% and 10% more to build than a similar conventional home,
seemingly negligible once you consider the energy savings, tax credits, and
added resale value (Rohwedder 2013).

Why the Focus on Greener Products?

Annie Leonard makes a very good case for focusing on how we create, use,
and dispose of products in her short documentary, The Story of Stuff. Despite
being almost a decade old at the time of this writing, the video still discusses
some of the most relevant issues facing our consumption culture today. After
its debut in 2007, it quickly became an Internet sensation with over 40 million
views worldwide and spurred an entire series of similar movies and projects
promoting social and environmental change. If you have not seen it, I would
encourage you to view it at storyofstuff.org. A compelling case is made that
products need to be managed in a much more sustainable manner (Story of
Stuff 2016).
Traditionally, environmental management practices only focused on
managing risks and reducing the carbon footprint at the manufactur-
ing and production level. With the emergence of life-cycle thinking (also
known as cradle to grave), we are now looking at the environmental,
social, and economic impacts of a product over its entire life cycle. In fact,
some of the greatest environmental benefits occur through the selection
of raw materials, packaging, distribution, use phase, and disposal of a
product.
One of the greatest product examples of life-cycle thinking is cold water
laundry detergent, developed by Proctor & Gamble. Life-cycle assessments
revealed that the heating of water during its use in the home consumed far
more energy than any other life-cycle stage. In response, a detergent that
functions in cold water was introduced into the market, which does not
require heating of wash water (Janeway 2016).
12 Greener Products

Circular Economy
One of the newest sustainability concepts is that of a circular economy,
initiated by the Ellen MacArthur Foundation (Figure 1.3). The circular
economy takes the idea of life-cycle thinking one step further; the current
“take, make, dispose” economic model is dependent on an endless sup-
ply of cheap raw materials and energy, as well as an unlimited capacity
to store waste. This model is rapidly exceeding the physical limits of the
planet, and a circular economy offers a viable alternative. A circular econ-
omy is “restorative and regenerative” by design, seeking to produce zero
waste through an enhanced flow of goods and services (Ellen MacArthur
Foundation 2016).
The concept of a circular economy has exploded in popularity, with
many companies embracing the idea. Among several other social and envi-
ronmental initiatives, clothing brand Eileen Fisher, Inc. has incorporated
a circular economy into their business model through their line of recy-
cled clothing “Green Eileen.” Begun as a nonprofit in 2009, Green Eileen
recycles clothing by reselling items in their Green Eileen stores. With the
average American throwing out 70 pounds of clothing each year, Green
Eileen extends the life of used garments by creating a second market.
Anything that cannot be resold is upcycled through a program they call

Biochemical Materials and parts manufacturer

feedstock

Product manufacturer Recycle

Biosphere
Refurbish and
Retail and service provider remanufacture

Reuse and
redistribute

Maintain
Consumer User

Collection Collection

Energy recovery

Landfill

FIGURE 1.3
Ellen MacArthur circular economy. (From Ellen Macarthur Foundation, 2016, Circular
Economy, https://www.ellenmacarthurfoundation.org/circular-economy. With permission.)
Introduction 13

“Remade in the USA,” which turns flawed garments into entirely new
designs. The program has been extremely successful, recycling over
600,000 pieces of clothing to date. Many other big-name brands, including
Levi Strauss, Nike, Dell, Patagonia, IKEA, and H&M, are working to make
the concept of a circular economy a reality, largely through innovations in
the recycling of material.
Adidas recently made a splash with their new athletic shoes made almost
completely of recycled plastic from oceans. Partnered with Parley for the
Oceans, Adidas has released the UltraBOOST Uncaged Parley, with an upper
made from 95% ocean plastic collected from the Maldives. The shoelaces,
heel cap base, heel webbing, heel lining and the sock liner cover are also
made with 100% recycled materials. Although only 7,000 pairs have gone up
for sale as of November 2016, Adidas has much bigger plans in the works.
The company plans to make at least one million pairs by the end of 2017 and
states that their ultimate ambition is to eliminate virgin plastic from their
supply chain completely. The short video From Threat into Thread tells the
story behind the shoes, which can be viewed at http://www.adidas.com/us/
parley (Adidas 2016; McAlone 2016).

Things Will Never Be the Same

Sustainability is here to stay, and the movement has already had some monu-
mental victories. In December 2015, 195 countries at the 21st Conference of
the Parties of the UNFCC adopted one of the most significant diplomatic
agreements in history. The landmark Paris agreement is an international
treaty, the first of its kind, to address climate change. On October 4, 2016, the
European Union voted to ratify the Paris agreement, passing the 55-country
threshold needed for the agreement to enter into force. A huge triumph for
the planet, the Paris agreement is a big step in the right direction for world-
wide sustainability.
Following the conference in Paris, France became the first country in
the world to ban plastic plates, cups, and utensils. The new law, which
will go into effect in 2020, is a part of the country’s Energy Transition for
Green Growth Act. The same legislation banned the use of plastic bags in
grocery stores and markets. According to French lawmakers, the goal is
to promote a “circular economy” of waste disposal, “from product design
to recycling” (McAuley 2016). In December 2015, President Barack Obama
signed a bill prohibiting the sale of products containing microbeads.
Often used in exfoliating and cleansing products, microbeads have been
a huge concern for aquatic environments, where the beads eventually end
up (Imam 2015). The UK quickly followed suit, pledging to ban them by
2017 (BBC 2016).
14 Greener Products

Government regulation is only one piece of the sustainability puzzle.

Consumers will continue to drive sustainable innovation, and research
shows they are demanding it. The Shelton Group’s Eco Pulse study from
2016 states that 45% of Americans say buying/using eco-friendly products
is an important part of their personal image. This is a significant finding,
as in all previous years that statistic has not surpassed 26% (Enkema 2016).
Demand for environmentally friendly products is only expected to grow as
the younger generations increase their buying power. Despite the fact that
Millennials have grown up in one of the most difficult economic climates
in the past 100 years, a 2015 Nielsen global online study found that they are
the most willing to pay extra for more sustainable products—an astonishing
75%, up from approximately half in 2014 (Nielsen 2015a). If even in tough
economic times we are seeing a growing demand for greener products, what
will it be like once the global economy picks up? Although the future of the
planet and its resources remain uncertain, one thing is evident. To be suc-
cessful in the years to come, companies will need to embrace a new culture
of sustainability and embed this into new product development processes.
Things will never be the same.

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2016).
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transformation (Accessed October 4, 2016).
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27, 2016).
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Introduction 15

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16 Greener Products

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2
Market Drivers for Greener Products

Consumer Demand for Greener Products

A 2015 global survey conducted by Nielsen found that 66% of ­respondents
are willing to pay more for sustainable goods, up from 55% in 2014. The
survey consisted of 30,000 consumers in 60 countries across the world. And
it’s not just the wealthy that are willing to pay more—results were consis-
tent across regions and income levels. In fact, those earning $20,000 or less
annually are actually 5% more willing than those with incomes greater than
$50,000 to pay more for products that align with their social and environ-
mental values. This survey demonstrates the growing desire of consumers
for more sustainable products.
Of those respondents willing to pay more, a majority were influenced by
several key sustainability factors. The top sustainability purchasing drivers
include product being made from fresh, natural, and/or organic ingredients
(69%), products from a company known for being environmentally friendly
(58%), and products from a company known for its commitment to social
value (56%). For this group of respondents, personal values clearly outweigh
personal benefits, such as cost or convenience (Nielsen 2015b).
Topping the list, however, of sustainability purchasing drivers for a major-
ity of consumers was a single factor: brand trust. “Large global consumer-
goods’ brands that ignore sustainability increase reputational and business
risk.” This is an opportunity to build brand loyalty with socially conscious
consumers looking for products that align with their values. Shelton Group’s
2016 Eco-Pulse study backs this up, stating that half of Americans have either
started or stopped buying particular brands because of the environmental
reputation of the manufacturer, up from just 12% in 2013 (Enkema 2016).

“Environmental issues and concerns about sustainability have become core

concerns of society—and must become central elements of business strat-
egy.” says Dan Esty Yale Professor and author of Green to Gold.
(Esty2011)

17
18 Greener Products

Proctor & Gamble is a prime example of consumer values translating

into sales. Despite being the world’s largest consumer products company,
Procter & Gamble is struggling to maintain their stronghold in several
product categories as environmentally friendly products surge in popular-
ity. Companies with products that are seen as more natural, environmen-
tally sensitive, or p
­ urpose-driven, such as Method, Honest Co., and Seventh
Generation, are rapidly chipping away at Procter & Gamble’s sales (Very
2016). To maintain their leadership position, Procter & Gamble will have to
focus on making many of its own brands greener to appeal to sustainability-
minded shoppers.

Retailer’s Demands
The greatest driver for developing greener products is when the marketplace
demands it. When your customer is asking you for products that have lower
environmental impacts, you pay attention. This is especially true when it’s
your largest customer.
In 2005, Lee Scott, at the time CEO of Walmart Stores, Inc., gave a speech—
the first of its kind—to be livecast to all the company’s stores. “If we were a
country, we would be the 20th largest in the world. If Walmart were a city,
we would be the fifth largest in America… What if we used our size and
resources to make this country and this earth an even better place for all
of us: customers, associates, our children, and generations unborn?” Thus
began Walmart’s sustainability journey (Makower 2015).
When Walmart, the largest retailer in the world, embarked on an aggres-
sive sustainability program and asked their suppliers to help by provid-
ing greener products, it changed the way business is conducted. Whatever
the reasons are for Walmart’s sustainability initiatives, it has been hugely
impactful. I cannot think of a more significant single event that propelled the
development of greener products than when Walmart decided to embrace
sustainability.
When the biggest retailer in the world puts out a sustainability scorecard
that can help (or hurt) your sales, you stand up and pay attention.
The company set out a three-step plan: (1) develop a supplier sustainabil-
ity assessment, (2) develop a life-cycle analysis database, and (3) develop a
simple tool that customers can use to consume in a more sustainable way.
(Makower 2016)

Walmart Sustainability Goals

• Produce zero waste
• Supplied with 100% renewable energy
• Sell sustainable products
Market Drivers for Greener Products 19

If you sell to Walmart, you will be asked to help provide sustainable prod-
ucts and help them to produce zero waste. Part of the first steps to getting
sustainability information on products sold in their stores is through the sup-
plier sustainability assessment. This is a survey consisting of 15 questions that
address energy and climate, material efficiency, natural resources, and people
and community. Some of the questions asked will no doubt get companies
scrambling and spur action where there had been little or none, perhaps in
part due to fear that their competitors could get an edge over them. Consider
the implications of the following questions; if your answer is no and your com-
petitor has programs in place, this can put you at a competitive disadvantage.

• Have you measured and taken steps to reduce your corporate green-
house gas emissions? If yes, what are those targets?
• Have you set publicly available water-use reduction targets? If yes,
what are those targets?
• Have you obtained third-party certifications for any of the products
that you sell to Walmart?
• Do you invest in community development activities in the markets
you source from and/or operate within? (Walmart 2016a)

Walmart was not known for sustainability, but over the last 10 years has
established itself as a leading force. The company has been extremely suc-
cessful by several measures. By the end of 2015, Walmart had eliminated
28.2 ­million metric tons of greenhouse gasses from its supply chain, doubled
the fuel efficiency of its fleet from a 2005 baseline, increased its electricity sup-
plied by renewable energy to 26%, and in 2014, diverted 82.4% of its waste from
landfills (Makower 2015). Now, more than a decade after Lee Scott set the first
sustainability goals for Walmart, the company continues to up their game
with a new set of goals for 2025. Over the next 10 years, the company plans to:

• Achieve zero waste to landfill in Canada, Japan, the UK, and the USA.
• Be powered by 50% renewable energy sources under a plan designed
to achieve science-based targets
• Double sales of locally grown products
• Expand sustainable sourcing to cover 20 key commodities, including
bananas, grapes, coffee, and tea
• Use 100% recyclable packaging for all private-label brands
• Expand sourcing of commodities produced with zero net deforesta-
tion (Walmart 2016b)

When you consider the quantity and diversity of products that are sold in
their stores around the world, there has been a profound impact on their sup-
ply chain. Besides typical consumer brands, there are gardening products,
pharmacy products, eye care, home furnishing, electronics, and much more.
20 Greener Products

All of their suppliers are being forced to consider the sustainability of their
products in a way they may have never had to. I can tell you for my company,
we are well aware that whenever we have a meeting with Walmart we need
to be prepared to discuss what our brands are doing about sustainability.
Tesco is Britain’s largest retailer, and one of the top three global retailers.
With operations in 13 countries, suppliers in over 70 countries, over 6,900
stores, and over 470,000 employees, this company has significant influence.
To fully understand the impact of their operations, Tesco determined that
their supply chain in the UK is responsible for approximately 26 million tons
of CO2, which is about ten times the amount from their own operations.
In their commitment to minimize climate change, they set several objectives:

• Become a zero-carbon business by 2050

• Reduce CO2 emissions in the products in their supply chain, against
a 2008 baseline, by 30% by 2020
• Help customers to reduce their carbon footprint by 50% by 2020
• Halve emissions from their 2006/2007 baseline portfolio of buildings
by 2020
• New stores built between 2007 and 2020 to emit half the CO2 of a
2006 new store
• Reduce CO2 emissions per case of goods delivered against a 2011/2012
baseline by 25% (Tesco 2016)

In addition to climate change, Tesco is committed to forest and marine

sustainability. The company has set a goal to achieve zero net deforestation
by 2020. In order to do this, they have mapped the supply chains for several
products that they deem the biggest global drivers for deforestation (palm
oil, cattle products, soy products, and timber), and have put in place sustain-
able procurement policies. As a result, 99% of Tesco-brand food products are
sustainably sourced. Similarly, they have outlined aquaculture requirements
that apply to all Tesco-brand aquaculture producers to ensure good farming
practices. Tesco also collaborates with the Sustainable Fisheries Partnership
to map and risk assess all their seafood supply chains (Tesco 2016). As we can
see, many of Tesco’s commitments apply to suppliers; if you want to sell in
their stores you will have to be mindful of these targets.

Home Improvement Companies

Home improvement companies have gotten in on the greener product move-
ment too, seeing opportunities to align their offerings with their customers’
growing desire for products with environmental and social benefits. Lowe’s
has set a sustainability strategy that emphasizes bringing greener products
Market Drivers for Greener Products 21

to customers. The strategy is to provide environmentally responsible prod-

ucts, packaging, and services at everyday low prices.

Lowe’s Policy on Sustainability

• Educate and engage employees, customers, and others on the impor-
tance of conserving resources, reducing waste, and recycling
• Use resources—energy, fuel, water, and materials—more efficiently
and responsibly to minimize environmental footprint
• Establish sustainability goals and objectives
• Review and communicate progress made toward achieving estab-
lished goals and objectives
• Engage on public policy issues related to sustainability (Lowe’s 2016)

It is obvious that suppliers offering products with improved performance

will get preference in Lowe’s stores. Lowe’s reports progress based on the
environmental benefits from products sold in the form of energy and water
savings. In 2015, Lowe’s sold enough Energy Star products to:

• Reduce the amount of pollution which was equivalent to taking

2.8 million cars off the road.
• Save consumers more than $2.3 billion each year on their energy
bills compared with non-ENERGY STAR-qualified products.

The number of WaterSense-labeled toilets and bathroom faucets sold in

2015 can save enough water in a year to:

• Save more than 2.6 billion gallons of water annually, equivalent to

the amount used by 17,500 households
• Save consumers $25.7 million each year on water bills (Lowe’s 2015)

Now that’s an amazing reduction in environmental impacts and dollars

saved through the sale of products!
Their competitor, Home Depot, has also set goals to bring greener prod-
ucts to their customers. One objective is to encourage customers to become
environmentally conscious shoppers. In 2007, Home Depot launched the
­at-a-glance Eco Options identification system, which helps educate consum-
ers about products with improved environmental performance.
Home Depot offers over 3,500 Eco Option products. A product is classi-
fied as having improved performance if it demonstrates benefits in one of
five areas: energy efficiency, water conservation, healthy home, clean air, and
22 Greener Products

sustainable forests. Improvements are judged by third-party certifications

that have been given to products like the U.S. EPA’s Design for Environment,
USDA Organic, Forest Stewardship Council, U.S. EPA Energy Star, and other
criteria (Home Depot 2016).
The type of products that are given the Eco Options designation include low
VOC paint, Water Sense®-labeled bathroom fixtures, Energy Star®-labeled
electrical products, organic plant food, and environmentally preferred clean-
ers. Any company wishing to sell products in a Home Depot store will need
to pay attention to their Eco Options program and seek this designation. In
addition to the improved environmental performance, these greener prod-
ucts give customers cost savings. This makes them even more attractive and
encourages manufacturers to develop more sustainable products.

Greener Hospitals
Companies providing products to hospitals are not exempt from the greener
product revolution. Why would hospitals be demanding the development
of greener products? Consider that they are operating 24/7. The lights are
always on, there is waste being constantly generated, disinfectants and vari-
ous other chemicals are being used, air pollutants are generated by boilers
that supply heat and hot water, and wastewater is continually flowing. There
are financial benefits for reducing a hospital’s footprint—according to Kathy
Gerwig, VP and Environmental Stewardship Officer for Kaiser Permanente,
their Environmentally Preferred Purchasing program resulted in $63 mil-
lion in annual savings from reducing energy, waste, and toxic chemicals
(Gerwig 2015).
Hospitals are being encouraged to become more sustainable by interest
groups like Health Care Without Harm. Using a phrase from the Hippocratic
Oath that doctors take, their mission is to see health care “first, do no harm.”
Their goal is to encourage health care providers to do away with practices
that harm people and the environment. The link between human health and
environmental pollution is a point used to enroll more hospitals.
Product manufacturers are impacted by this movement since there is a
focus on purchase of safer products, materials, and chemicals. Hospitals are
trying to avoid products containing toxic materials such as mercury, poly-
vinyl chloride (PVC) plastic, and brominated flame retardants (Health Care
Without Harm 2016).
One of the leading health care providers, Kaiser Permanente, raised the bar
for greener health care products when it unveiled its Sustainability Scorecard
in 2010. Each company intending to sell to Kaiser Permanente is to complete the
scorecard and the results will be used to make purchase decisions. I have heard
it stated at public conferences that a product’s sustainability performance can
Market Drivers for Greener Products 23

be up to 20% of the purchase decision depending on product category. So com-

panies need to take their scorecard seriously if they want to sell to Kaiser.
One of the focus areas is the use of toxic substances; an example would be
understanding if a product contains di (2-ethylhexyl) phthalate, or DEHP.
This chemical is undesirable because it has shown adverse effects on the devel-
opment of the male reproductive system in young laboratory animals, and
there is some concern this could also affect some human patients. So, one ques-
tion on Kaiser Permanente’s scorecard is “Does the product contain DEHP?”
If the answer is “no,” the vendor enters a 0; if the answer is “yes,” it
scores 1. The lower-scored products are the more environmentally friendly.
The implementation of this innovative scorecard can impact how medical-
device manufacturers do business since Kaiser Permanente purchases more
than $1 billion each year of medical products (Hicks 2010).
In June 2016, Kaiser Permanente announced their new “Green Goals” for
2025. These targets include:

• Reduce water by 25% per square foot

• Recycle, reuse, and compost 100% of non-hazardous waste
• Become “carbon net positive” by buying enough clean energy and
carbon offsets to remove more greenhouse gases from the atmo-
sphere than it emits
• Buy all of its food locally or from farms and producers that use
­sustainable practices, including the use of antibiotics responsibly
• Increase its purchase of products and materials that meet environ-
mental standards to 50%
• Meet the ISO 14001 international standards for environmental
­management at all its hospitals
• Pursue new collaborations to reduce environmental risks to the
foodsheds, watersheds, and air basins supplying its communities
(HCO News 2016).

To achieve these goals, Kaiser Permanente will have to rely heavily on their
suppliers providing greener products. With their large purchasing power,
the health care industry is an important driver of more sustainable products.

B2B Purchasing
Green products are not only relevant to consumers, we have also seen a
strong pull from business-to-business (B2B) customers. The phrase, “green-
ing the supply chain” has become synonymous with one business asking
another to become more sustainable. Companies are pressured to become
24 Greener Products

more sustainable on many fronts. One area that was not originally foreseen
was the focus on the supply chain, from procurement of services and raw
materials to third-party manufacturers.
More companies are asking their suppliers to help them with their sustain-
ability goals. Unilever has been pressured for using palm oil and other agri-
cultural raw materials in their products that are sourced from farms that have
damaged tropical rain forests. To address this issue, they have been working
with suppliers to commit to 100% sustainably sourced palm oil, tea, soy beans,
and other agricultural products (Unilever 2016). Walmart set goals for its sup-
pliers in China to reduce packaging and increase energy efficiency of products
sold in their stores (Walmart 2014). Staples, the office supply company, has imple-
mented a Sustainable Paper Procurement Policy, which ensures that all paper
products they sell are sourced in an environmentally and socially responsible
manner. Through these initiatives, they are improving the forest-management
practices of their suppliers and protecting endangered and high-conservation-
value forests (Staples 2016). SC Johnson, in their efforts to minimize impact on
the environment and support universal human rights, has developed the SC
Johnson Supplier Code of Conduct, which specifies the minimum requirements
that all SC Johnson suppliers are required to comply with (SC Johnson 2016).
Procter & Gamble (P&G) has also developed a supplier Environmental
Sustainability Scorecard. The scores that suppliers receive will be used to assign
an overall rating from P&G which is used to make determinations on who they
give their business to. One of the goals of the scorecard is to encourage suppli-
ers to implement more sustainability initiatives. Suppliers must provide data
on electrical and fuel use, water input and output, Scope 1 and Scope 2 green-
house gas emissions, waste sent to landfill or incinerated, and hazardous waste
disposal (Procter & Gamble 2016). P&G believes this rating system can encour-
age environmental improvement across its entire supply chain. The impact
can be huge since they have approximately 75,000 suppliers resulting in about
$65 ­billion in annual spending (Procter & Gamble 2016). This scorecard will
surely give firms with greener attributers to their product an edge over others.
These are just a few examples of how businesses are looking to their sup-
pliers to help with their sustainability initiatives and to help them green up
their products. Companies are no longer only being asked to be responsible
for their own footprint but are being held accountable for addressing their
entire supply chain. Suppliers with a good sustainability story can gain an
edge with their key customers.

Eco-Innovation as a Value Driver

More companies are seeing sustainability as a way to drive innovation to
generate new products. There are several ways sustainability can add value
to your brand.
Market Drivers for Greener Products 25

Communicating product attributes that emphasize a brand’s sustainabil-

ity is an easy way to get some quick wins.

Addressing a growing apprehension to use bottled water, Brita water fil-

ters (a Clorox product) initiated a repositioning of its product.
Brita took advantage of consumers’ growing desire to become greener by
highlighting the use of their product as more sustainable than bottled water.
They calculated the millions of empty bottles that would be taken out of the
waste stream to make the case that their product is the more sustainable
option for getting clean drinking water. Every one Brita filter used saves over
300 standard 16.9 oz. water bottles from being used and discarded. On their
website you can see an estimated amount of bottle use reduced through use
of the Brita filter system (over 430 million fewer estimated bottles used as of
2016). The overall product positioning is all about how a customer can help
the environment by using their product.
If you go to the Brita website you will see this very clearly, “better for the
environment and your wallet.” In other words, you save the environment
and money at the same time! A single Brita pitcher with filters can save con-
sumers almost $1000 over buying standard water bottles (Brita 2016). The
Brita water filter repositioning is an excellent example of using innovative
thinking to uncover existing sustainability attributes of your product with-
out having to do any physical changes to the product itself.
Another example of repositioning products by highlighting their existing
greener attributes is GE’s Ecomagination. Under the Ecomagination banner,
GE can position any product that has an environmental benefit as a more
sustainable option to their customers. GE’s CEO Jeff Immelt, realized that
they were selling windmills, had more efficient locomotive and jet engines,
and were recognized as a US EPA Energy Star partner, which sparked his
epiphany: “Maybe there is something there if we put all of those together”
(Makower 2009). Consider washing machines that use less water than com-
petitors (or previous versions), hot water heaters and microwave ovens that
use less energy—all of these can be positioned under the Ecomagination
banner. The reason why the equipment has better environmental perfor-
mance doesn’t matter; the key is if it does, communicate it to your customers!

Use of sustainability as the driver for developing new product concepts

is another way to meet market needs.

A good example of this is Samsung’s greener product development process

and eco-logo called PlanetFirst™. This process is used to generate innova-
tive new products that have substantial sustainability benefits. Examples of
these new innovative products include an LED TV (UE60J6150) that uses less
power in normal operation and in standby mode, with an auto power-down
26 Greener Products

function and a light-intensity sensor, resulting in significant operational

cost savings for the customer. The Galaxy S6 Edge mobile phone has a high-
efficiency charger (82%), ultra power-saving mode, and uses 100% recycled
paper in its packaging (Samsung 2016).
Another example of sustainability as an innovation driver is The Clorox
Company’s line of natural cleaners, Green Works®. Clorox’s cleaning and
disinfecting products are not particularly known for being environmentally
friendly. However, the company made a fresh start using sustainability as the
basis and came up with a new brand of cleaning products called Green Works®.
These household cleaning products are made from high-quality ingredients
that are at least 97% naturally derived (The Clorox Company 2016).
It is common for companies to run innovation sessions to develop new
product concepts. As we have seen, many companies have been successful
in using sustainability as the innovation driving force. I have had the oppor-
tunity to run some eco-innovation sessions and have been surprised to see
that top executives are unfamiliar with the sustainability achievements that
their business unit has achieved. If the executives are unaware, our custom-
ers are as well. With the growing demands for more sustainable products in
all types of businesses, it is a wasted opportunity to not communicate the
improvements made already and to generate new product concepts.

Running an Eco-Innovation Session

Eco-innovation doesn’t have to be a complicated thing. Simple tools can be
used to spur innovative thinking. Some of the key groups that you would
want to include in an innovation session would be marketing, sales, R&D,
operations, procurement, environment, health & safety, and communica-
tions. A simple agenda for one of these events would look like this.

Eco-Innovation Session Agenda

• Landscape—What’s going on in the marketplace? Are customers
looking for greener brands?
• Competitor Analysis—Is anyone leading in sustainability? Are we
competing against any green brands? Do any competitors have
weaknesses compared to our brand?
• Company Accomplishments—What have we accomplished as an enter-
prise and are there any specific greener attributes to our brand (e.g., use
of recycled content, better performance, end-of-life solutions)?
Market Drivers for Greener Products 27

• Risk Analysis—What happens if we do nothing? Do we have any sus-

tainability problems (perceived or actual)?
• Opportunity Analysis—(1) What can we communicate to customers
that we have accomplished already? and (2) what can we do to green
up our brand or develop a new product?
• Prioritization—Develop a prioritized list of projects and assignments
(Unruh 2010).
• If developing a new product concept or greening up an existing
brand is a desired outcome of the innovation meeting then the Eco-
design elements in Figure 2.1 are a good way to initiate innovative
thinking.

New concept
development

Optimize
end-of-life Physical
systems optimization

“Greener”
products
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Eco-design elements. (From Brezet and Hemel, PROMISE Manual of Ecodesign, adapted
by Natural Resource Council Canada, 2007, Design for Environment Guide. Five Winds
International. Ottawa, Canada, p. 19.)
Exploring the Variety of Random
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 To Miss Clara Barton, President American National Red Cross:
I have the honor to request your assistance in caring for the
patients in a so-called hospital near the landing at this point.
The orders are to the effect that all patients now under
treatment on the shore shall be transferred to the “Iroquois”
and “Olivette,” but the facilities for carrying out this order are
apparently inadequate. In order that the Divisional Hospital may
remain unhampered for the care of the wounded in the
engagement about to take place, it is necessary for me to
request this favor of you, and I trust that you may find it
possible to comply with said request.
Your obedient servant,
Louis A. Le Garde,
Major and Surgeon, U.S.A., Commanding Hospital.
To this the following reply was immediately returned:

Steamship “State of Texas,”

Siboney, Santiago de Cuba, June 30, 1898.
Dr. Louis A. Le Garde,
Major and Surgeon, U.S.A., Commanding Hospital:
Major:—Permit me, I pray you, to express the great pleasure
given me by your cordial letter inviting the assistance of the
persons here under my direction in the care of the sick and
wounded of the engagement about to take place.
Although not here as a hospital ship by any means, nor
legitimately fitted for the work, still we have some hospital
supplies, a few intelligent workers, skill, intrepidity, experience,
the willingness to serve, the readiness to obey, and I believe,
the true spirit of the Red Cross, that seeks to help humanity
wherever its needs exist.
 I send them to you in the hope that they may be of service.
With grateful appreciation, I am, doctor,
Most cordially yours,
Clara Barton,
President American National Red Cross.
In the afternoon of this day some members from our ship went
ashore and visited the Cuban Hospital and General Garcia’s
headquarters, which that general, on leaving Siboney had graciously
ordered to be placed “at Miss Barton’s disposal as headquarters for
herself and her staff.” It was found, however, that the building would
be required by the military, and the matter was given no further
consideration.
On the first of July Dr. and Mrs. Lesser with their assistants went
early ashore to work in the hospitals, both United States and Cuban.
The transport “Harvard” arriving with troops, demanded our
anchorage, and on coming out of the harbor to give place to her, we
saw that a bombardment of Aguadores, five miles to the west, was
taking place. A battleship, perhaps the “Oregon,” the flagship “New
York” and a little cruiser were standing in near the shore, the latter
keeping up a rapid fire, which was responded to by the batteries on
both sides of a ravine which the railroad crossed. We ran down as
close as safety permitted and watched the engagement from the
bridge of our own ship. The two large ships then drew in and shelled
the ravine, apparently silencing the batteries. When we returned to
Siboney we learned that our troops had been fighting all day, and
that large numbers of wounded were walking or being brought in for
treatment. The Red Cross had been requested to take entire charge
of a fever hospital of United States troops, which it did. Dr. and Mrs.
Lesser and two of the Sisters were assisting in the operating tent. All
of us worked nearly through the night—the nurses and physicians as
above stated; the others taking out supplies for wounded—one
hundred cots, bedding, hospital utensils, medicine, food, etc. The
reports were that we had taken and held all the commanding
positions around Santiago, but that it had cost us four hundred men.
The diary of July 2 says: The day opened cool and fresh, and
although having worked steadily until three o’clock the night
previous, when they had been brought back to the ship for a little
rest, the Sisters were ready for work at half-past six. Sisters Anna
and Isabell had been on duty all night, and must now be relieved.
Dr. Egan and Mr. Kennan made ready for the front, the former to
have a field hospital.
With a portion of my assistants I go ashore to visit the hospitals in
the early part of the day, to learn if anything further can be done for
them. We find the wounded coming in rapidly, long rows of hospital
tents being filled with them, and many waiting their turn on the
operating tables. We learned that the officers had suffered very
severely, having been picked off by Spanish sharpshooters. A note
came by messenger from Mr. Kennan at the front, saying that by
order from General Shafter’s headquarters “Miss Barton was directed
to seize any empty wagons coming in and send by them hospital
supplies, medical stores, which were badly needed at the front.” This
direction would of course be filled as far as possible; the supplies
would be gotten out and sent, and it was decided that myself and as
many of our assistants as could be spared go with them the next
day. These were anxious, trying days throughout the whole country.
All America was astir, once more in the dreaded throes of war.
Another dispatch from our committee at New York reveals this state
of feeling:

New York, July 2, 1898.

Barton, Santiago de Cuba:
Government transport “Port Victor” sailing New York,
Wednesday via Tampa takes all our supplies to Santiago. Look
out for arrival. Twenty-five nurses go there Tuesday; more
follow; order them forward if needed. Report your actions.
People anxious.
To which the following reply is returned:
 Dispatch received. Lesser’s force attending wounded here
constantly coming in. Elwell and force landing supplies in the
surf at night, without dock, under great difficulties and dangers.
An urgent appeal from the front for medicines and food. None
there. Will try to get two four-mule wagons full to them to-night
and go ourselves. Have reported all we could. No telegraph here
till to-day. No dispatch boats. No post-office. We also anxious.
July 3 opened clear and bright, the commencement of a hard and
busy day, to be long remembered. Our shippers had been landing
supplies all night and keeping such guard over them on the sandy
beach as was possible.
The daily record of our movements kept always up and open, like
the log of the ship, must now fall to the hands of our faithful
stenographer, Miss Lucy Graves, and taking up her duties bravely
that day, she commences with this paragraph:
“Miss Barton, with Dr. and Mrs. Gardner, Dr. Hubbell and Mr.
McDowell, leave for the front to-day, taking two six-mule wagon
loads of hospital supplies.” To the young writer it was a simple note
in the records of the day, having no special significance. As my eye
glanced over it it seemed very strange—passing strange, that after
all this more than a quarter of a century I should be again taking
supplies to the front of an army in the United States of America; that
after all these years of Red Cross instruction and endeavor, it was
still necessary to promiscuously seize an army wagon to get food to
wounded men.
I hope in some way it may be made apparent to any one who
follows these notes how difficult a thing it was to get this food from
our ship to the shore. In a surf which after ten o’clock in the
morning allowed no small boat to touch even the bit of a pier that
was run out without breaking either the one or the other, and
nothing in the form of a lighter save two dilapidated flat boat scows
which had been broken and cast away by the engineer corps, picked
up by ourselves, mended by the Cubans, and gotten in condition to
float alongside our ship and receive perhaps three or four tons of
material. This must then be rowed or floated out to the shore, run
on to the sands as far as possible, the men jumping into the water
from knee to waist deep, pulling the scow up from the surf, and
getting the material on land. This was what was meant by loading
the “seized wagons from the front” and getting food to the
wounded. After ten o’clock in the day even this was impossible, and
we must wait until the calm of the next morning, three or four
o’clock, to commence work again and go through the same struggle
in order to get something to load the wagons for that day.
Our supplies had been gotten out, all that could be sent that day for
the heavy surf, and among the last, rocking and tossing in our little
boat, went ourselves, landing on the pier, which by that time was
breaking in two, escaping a surf which every other moment
threatened to envelop one from feet to head, we reached the land.
Our wagons were there already loaded with our best hospital
material,—meal, flour, condensed milk, malted milk, tea, coffee,
sugar, dried fruits, canned fruits, canned meats, and such other
things as we had been able to get out in the haste of packing—
entirely filling the two wagons.
An ambulance had been spoken of, but could not be had. We walked
out a little way to wait for it. Dr. Hubbell left our party and went
again in search of an ambulance, notwithstanding the assurance that
an army wagon would answer our purpose quite as well. These were
going line by line up to the front, mainly with ammunition. We
waited a little by the roadside; the doctor did not return; our own
wagons had gone on, and stopping another loaded with bales of
hay, we begged a ride of the driver, and all took our seats among
the hay and made our way once more to the front.
The road was simply terrific—clayey, muddy, wet and cut to the hub.
A ride of about four hours brought us to the First Division Hospital of
the Fifth Army Corps, General Shafter’s headquarters. This was
properly the second day after the fight. Two fearful nights had
passed.
The sight that greeted us on going into the so-called hospital
grounds was something indescribable. The land was perfectly level—
no drainage whatever, covered with long, tangled grass, skirted by
trees, brush and shrubbery—a few little dog tents, not much larger
than would have been made of an ordinary tablecloth thrown over a
short rail, and under these lay huddled together the men fresh from
the field or from the operating tables, with no covering over them
save such as had clung to them through their troubles, and in the
majority of cases no blanket under them. Those who had come from
the tables, having been compelled to leave all the clothing they had,
as having been too wet, muddy and bloody to be retained by them,
were entirely nude, lying on the stubble grass, the sun fitfully
dealing with them, sometimes clouding over, and again streaming
out in a blaze above them. As we passed, we drew our hats over our
eyes, turning our faces away as much as possible for the delicacy of
the poor fellows who lay there with no shelter either from the
elements or the eyes of the passers-by.
Getting past them as quickly as possible, and seeing a smoke ahead
of us, and relying upon the old adage that where there is smoke
there must be fire, we went to it. A half-dozen bricks had been laid
about a yard apart, a couple of pieces of wagon-tire laid across
these, so low and so near the ground that no fire of any strength or
benefit could be made, the bits of wet wood put under crosswise,
with the smoke streaming a foot out on each side, and two kettles of
coffee or soup and a small frying-pan with some meat in it,
appeared to be the cook-house for these men. They told us there
were about eight hundred men under the tents and lying in the
grass, and more constantly coming in.
I looked at the men who had constructed and who had charge of
that “fireplace,” and saw how young and inexperienced the faces
were, and how little they could know of the making up of a camp,
and how unsatisfactory it must all be to themselves, and was filled
with a sense of pity for them as well as the poor sufferers they were
trying to serve. I looked around for the faces of some old veterans of
the wars before, who could bring a little knowledge gained from
practice. There were none there, but here was our own McDowell,
with a record of four years and twenty-six battles in the old Civil War,
and after a few moments’ consultation as to the best method to be
pursued, we, too, gathered stones and bricks and constructed a
longer, higher fireplace, got more wagon-tires, found the water, and
soon our great agate kettles of seven and ten gallons were filled. But
the wood! It was green, not resinous as the wood of some islands.
In Corsica, for instance, one may take the green, wet wood and
make a blazing fire. The wood of Cuba is beautiful in quality, but
hard and slow to burn.
The rain, that had been drizzling more or less all day, increased. Our
supplies were taken from the wagon, a piece of tarpaulin found to
protect them, and as the fire began to blaze and the water to heat
Mrs. Gardner and I found the way into the bags and boxes of flour,
salt, milk and meal, and got material for the first gallons of gruel. I
had not thought to ever make gruel again over a camp-fire; I cannot
say how far it carried me back in the lapse of time, or really where
or who I felt that I was. It did not seem to be me, and still I seemed
to know how to do it, and when the bubbling contents of our kettles
thickened and grew white with the condensed milk, and we began to
give it out, putting it in the hands of the men detailed as nurses and
of our own to take it around to the poor sufferers shivering and
naked in the rain, I felt again that perhaps it was not in vain that
history had reproduced itself. And when the nurses came back and
told us of the surprise with which it was received and the tears that
rolled down the sun-burned, often bloody, face into the cup as the
poor fellow drank his hot gruel and asked where it came from, who
sent it, and said it was the first food he had tasted in three,
sometimes in four, days (for they had gone into the fight hungry), I
felt it was again the same old story, and wondered what gain there
had been in the last thirty years. Had anything been worse than
this? But still, as we moralized, the fires burned and the gruel
steamed and boiled and bucket after bucket went out, until those
eight hundred men had each his cup of gruel and knew that he
could have another and as many as he wanted. The day waned and
the darkness came and still the men were unsheltered, uncovered,
naked and wet—scarcely a groan, no word of complaint; no man
said he was not well treated.

The operating tables were full of the wounded. Man after man was
taken off and brought on his litter and laid beside other men and
something given him to keep the little life in his body that seemed
fast oozing out. All night it went on. It grew cold—for naked men,
bitter cold before morning. We had no blankets, nothing to cover
them, only as we tore off from a cut of cotton cloth, which by some
means had gotten on with us, strips six or seven feet long, and
giving them to our men, asked them to go and give to each
uncovered man a piece that should shield his nakedness. This made
it possible for him to permit us to pass by him if we needed to go in
that direction.
Early in the morning ambulances started, and such as could be
loaded in were taken to be carried back over that rough, pitiless
road down to Siboney to the hospitals there, that we had done the
best we could toward fitting up—where our hundred cots and our
hundred and fifty blankets had gone, and our cups and spoons and
the delicacies that would help to strengthen these poor fainting men
if once they could get there, and where also were the Sisters under
Dr. Lesser and Dr. Le Garde to attend them.
They brought out man after man, stretcher after stretcher, to the
waiting ambulances, and they took out seventeen who had died in
the night—unattended, save by the nurse—uncomplaining, no last
word, no dying message, quiet and speechless life had ceased and
the soul had fled.
By this time Dr. Hubbell had returned for he had missed our wagons
the day before and gone at night for more supplies. This time came
large tarpaulins, more utensils, more food, more things to make it a
little comfortable—another contribution from the surf of Siboney. We
removed our first kitchens across the road, up alongside the
headquarter tent of Major Wood in charge of the camp. The major is
a regular army officer, brusque, thickset, abrupt, but so full of kind-
hearted generosity that words cannot do justice to him. He strove in
every way to do all that could be done. He had given us the night
before a little officer’s tent into which we had huddled from the
pouring rain for a few hours in the middle of the night. The next day,
although no tent so spacious as that could be had, a little baby tent
it seemed, of about seven feet, was found, pitched alongside of the
other, the tarpaulins put over, a new fireplace made near us,
magnificent in its dimensions, shelter given for the boxes, bags and
barrels of supplies that by this time had accumulated about us.
There was even something that looked like tables on which Mrs.
Gardner prepared her delicacies.
The gruel still remained the staple, but malted milk, chocolate and
rice had come in, and tea, and little by little various things were
added by which our ménage became something quite resembling a
hotel. The wounded were still being taken away by ambulance and
wagon, assorted and picked over like fruit in a barrel. Those which
would bear transportation were taken away, the others left where
they were. The numbers grew a little less that day.
I ought not neglect mentioning the favorite and notable drinks which
were prepared, for it will seem to the poor, feverish men who
partook of them that they ought to be mentioned—they will never
forget them. They have not even yet ceased to tell through the
hospitals that they fall into later of the drink that was prepared for
them at the Fifth Corps Hospital. We had found a large box of dried
apples, and remembering how refreshing it would be, we had
washed a quantity, put it in a large kettle, filled it with water and let
it soak. It happened to be a fine tart apple, and the juice was nearly
as good as wine. Perhaps no wine had ever seemed so good to
those men as a cup of that apple water, and when they tasted it
tears again ran down their faces. To their poor, dry, feverish mouths
it was something so refreshing that it seemed heaven-sent. The next
day a box of prunes was discovered, and the same thing was done
with that; a richer, darker juice was obtained, and this also took its
place among the drinks prepared at the Fifth Corps Hospital. The
apple and prune juice will remain, I suspect, a memorial for that
poor neglected spot.
By the third day our patients seemed strong enough that we might
risk food as solid as rice, and the great kettles were filled with that,
cooked soft, mixed with condensed and malted milk, and their cups
were filled with this. It was gratifying to hear the nurses come up
and say: “I have sixteen men in my ward. So many of them would
like rice; so many would like malted milk; so many would like gruel;
so many would like chocolate, and a few would like a cup of tea; and
another, who is feverish, would like only some apple or prune
juice,”—and taking for each what he called for, go back to his
patients as if he had given his order to the waiter at a hotel; and the
food that he took was as well cooked, as delicate and as nice as he
could have gotten there. The numbers were now getting
considerably less—perhaps not over three hundred—and better care
could be taken of them.
A dispatch on Thursday afternoon informed me that Mrs. J. Addison
Porter would be on the hospital ship “Relief” coming into Siboney
that day. I would of course go to meet her. It was a great joy to
know that she would return to us. We at once decided that an army
wagon should be asked for from headquarters and a party of us go
to Siboney, both for Mrs. Porter and more supplies. The roads were
getting even worse—so bad, in fact, that I dared not risk an
ambulance, an army wagon being the only vehicle strong enough to
travel over it.
We had blankets and pillows and the ride was fairly comfortable; but
it was late, nine o’clock, before we reached Siboney. The “State of
Texas,” which in the last three days had made a trip to Port Antonio
for ice, we thought must be back by that time, and on reaching
Siboney, found that she had arrived that evening at five o’clock and
was lying at her old anchorage. But there was no way of
communicating with her in order that a boat might be sent for us.
Everything was tried. We had no signals; there was no system of
signaling on the shore by which we could reach her or, in fact, any
other boat. There was no way but to remain where we were until
morning. It was proposed that I go to the rooms assigned for the
hospital assistants. I decidedly refused this, for every reason. I knew
the buildings were not to be trusted, and persons nursing day and
night among all kinds of patients were not the people to room with.
I asked to be allowed to remain in my army wagon. This was not
thought proper. I suggested that it might be drawn out anywhere,
the mules taken off, and I be left with the blankets and pillows. I
thought it, in fact, a good place for any one to sleep, and ventured
to recommend it as an old-time method—a refuge which once would
have been palatial for me on the war-swept fields of old Virginia, or
in the drifting sands of Morris Island—what would that have been
the night after Antietam or old Fredericksburg, Chantilly or the
Wilderness? But the newer generation could not see it so; a building
must be had somewhere, and as I refused the hospital appendage in
toto, it was proposed that I enter the post-office, a room there being
offered to me.
The postmaster and deputy postmaster, who felt themselves under
obligation to us, came out to our men and insisted that I occupy a
room in that building. Such a courtesy could not be gainsaid, and
against all feeling of acquiescence, and with a terrible dread, as if
there were something so wrong about it, I allowed myself to be
helped out of the wagon and entered the house. The postmaster sat
down and talked with me a little while. I thought he seemed ill. It
appeared to be an effort for him to talk. I had never met him before,
but my heart went out in sympathy for him. I feared I was taking his
room, as was indeed the case, although he did not admit it. I was
shown into a large room with one cot, one table, cheerless, bare,
with an outside door, and a candle without a stick burning upon the
table. The men went outside and laid down upon the steps for the
night. I laid down upon the stretcher. It was impossible for me to
remain there. Something constantly warned me to leave it. I got up,
went to the outside door, looked out upon the night and darkness
and waited for the gray of the morning. I went out and stood upon
the beach beside the sea and waited more and more, until finally
some of the men appeared and I went with them down to the water.
I might as well say here, as I will not refer to it again, that six days
after, when I returned, they told me that the rightful occupant of the
cot—the postmaster who had seemed so ill—had died of a fever
raging here that they called “yellow fever.” I had occupied his cot
and he had gone to heaven. I wondered who it was that so
continually warned me that night to keep away from that room,
away from the cot, away from all connected with it, when I had not
the slightest suspicion of anything wrong. “Yellow fever” was then
not talked of. Did some one tell me? I do not know, but something
told me.
While standing at the dock, Dr. Smith, of the “Olivette,” who had
taken a ride with us to the front a day or two before, approached,
and kindly asked if he could place his boat at my service, and if I
would go to the “Olivette” with him. I replied that I would go to the
“Relief,” if he would be so kind as to take me there, for a friend
whom I had on board. He did so, and as we drew around the side of
the elegant white and green striped boat in full navy regulation, the
men in white duck appeared on the decks above and below, a half
dozen ladies’ faces showing among them, but most notably the
good, substantial, matronly looking lady who had left us a few days
before—Mrs. Porter. It occurred to me that she had possibly come by
invitation to remain on the “Relief” and aid in the charge of the
nurses, and would make this explanation to me, but was agreeably
surprised when I saw a satchel and a package or two coming down
the steps immediately followed by Mrs. Porter herself. I could
scarcely believe that she was leaving that elegant boat to come over
to the obscure “State of Texas.” But so it was, and, taking her seat in
the boat, we rowed around to the “Olivette,” where Dr. Smith left us,
and was replaced by a major-surgeon, who would escort us over to
the “Texas,” only some rods distant. I did not at once recall him, but
among his first remarks were, “You have been at the front?” “Yes,
Major.” “I should think you would find it very unpleasant there.”
“Such scenes are not supposed to be pleasant.” “What do you go
for?” I scarcely know what reply was made to this abrupt question,
but the significance was that possibly we could be useful there.
“There is no need of your going there—it is no place for women. I
consider women very much out of place in a field hospital.” “Then I
must have been out of place a good deal of my lifetime, Doctor, for I
have been there a great deal.” “That doesn’t change my opinion, and
if I had my way, I would send you home.” “Fortunately for me, if for
no one else, Doctor, you have not your way.” “I know it, but again
that doesn’t change my opinion. I would send you home.” By this
time we were rowing pretty near our own boat, and it was
admissible for me to maintain the silence that I felt dignity called for.
I made no other remark to him beyond “Good morning, Major,” as
we separated for our respective ships.
This is a foolish little episode to enter in one’s diary, not worth the
time of writing, especially in days like these, only as it will serve as a
landmark, a kind of future milestone noting the progress of humane
sentiment, and the hopeful advancement of the civilization and
enlightenment of the world. Only a few years ago the good major
would have actually possessed the power of which this advancement
has relieved him. Finding an accumulation of work at our ship, large
mails from the North having arrived, it was Monday before we could
return to the front, Mrs. Porter accompanying us. This journey was
also made in an army wagon, and a wretched, miserable wagon it
was. We found the camp in perfect running order. Mrs. Gardner had
stood like a rock through it all, neglecting nothing, quiet, calm,
peaceful, faithful, busy—how well she had done, I have no words to
express. Everybody grateful to her, everybody loving her.
The camp had now from one hundred to two hundred men. There
began to be strong talk of yellow fever, not only at Siboney but at
the front as well.
THE PHYSICIANS AND NURSES OF THE ORPHANAGE AND CLINIC IN HAVANA.
The negotiations between General Shafter and the Spanish army at
Santiago were still going on. The flag of truce that threatened every
day to come down still floated. The Spanish soldiers had been led by
their officers to believe that every man who surrendered (and the
people as well), would be butchered instantly the city should fall and
the American troops should come in. But when General Shafter
commenced to send back convoys of captured Spanish officers, their
wounds faithfully dressed and carefully placed on stretchers and
borne under flags of truce to the Spanish lines at Santiago and set
down at the feet of the general as a tender gift back to him, and
when in astonishment he learned the object of the flag of truce and
sent companies of soldiers to form in line and present arms while
the cortege of wounded were borne through by American troops, a
lesson was learned that went far toward the surrender of that city.
I happened to know that it was not without some very natural home
criticism that General Shafter persisted in his course in the face of
the time-honored custom of “hostages.” One can readily understand
that the voluntary giving up of prisoners, officers at that, in view of
an impending battle might seem in the light of old-time army usages
a waste, to characterize it by no harder term. It is possible that none
of the officers on that field had ever read the articles of the Treaty of
Geneva or fully realized that that treaty had become a law or that
their commander, possibly without fully realizing it himself, was
acting in full accord with its wise and humane principles.
The main talk of the camp was now “yellow fever.” On Monday night
occurred one of the most fearful storms which I have ever seen—
rain, thunder and lightning. Our tent had been well protected and
deeply ditched, but the water rolled around it in the ditches like
rivers. The thunder shook the ground; the lightning blazed like a fire.
As I have said, the camp was as level as a floor. No water could
really run off. During the most of that night the men in the tents laid
in five to six inches of water. Before daybreak the rain had ceased,
some water had run away—some soaked in—and the ground was
passable. The next day followed another rain. It was now discovered
by the medical authorities that from there having been at first one
case of fever, there were now one hundred and sixteen; that a fever
camp would probably be made there and the wounded gotten away.
It was advisable then that we return to our ship and attempt, as far
as possible, to hold that free from contagion. I was earnestly
solicited to do this in view of what was expected of our ship and of
what was expected of us—that we not only protect ourselves, but
our cargo and ship from all contamination and even suspicion. I
faithfully promised this, and again we called for an army wagon,
leaving all supplies that were useful for the men here, sending to
Caney what was most needed there and taking only our personal
effects, we again placed ourselves in an army wagon with a
tarpaulan over us and started for Siboney. In less than twenty
minutes the rain was pouring on us and for two hours it fell as from
buckets. The water was from a foot and a half to two feet deep in
the road as we passed along. At one time our wagon careened, the
mules were held up, and we waited to see whether it should go over
or could be brought out—the water a few inches only from the top of
the lower side. It was scarcely possible for us to stir, hemmed in as
we were, but the men from the other wagons sprang to our wheels,
hanging in the air on the upper side, and we were simply saved by
an inch. The mud and water was at least two and one-half feet deep
where we should have gone down.
But like other things, this cleared away. We came into Siboney about
three o’clock, in a bright glare of sunshine, to find the town utterly
burned, all buildings gone or smoking, Dr. and Mrs. Lesser and the
faithful Sisters as well, in a “yellow fever” hospital a mile and a half
out of the city, reached by rail. All customary work was suspended.
The atmosphere was thick and blue with smoke. Men ran about the
grounds smutted and bareheaded like children. My medical
knowledge was not sufficient to allow me to judge if everybody there
had the yellow fever, but general observation would go far toward
convincing a very ordinary mind that everybody had gone crazy.
All effort was made to hold our ship free from suspicion. The process
of reasoning leading to the conclusion that a solid cargo, packed in
tight boxes in the hold of a ship, anchored at sea, could become
infected in a day from the land or a passing individual, is indeed, an
intricate process; but we had some experience in this direction, as,
for instance, Captain McCalla in his repeated humane attempts to
feed the refugees around Guantanamo had called again for a
hundred thousand rations, saying that if we could bring them to him
soon, he could get them to the thousands starving in the woods. We
lost no time, but got the food out and started with it in the night. On
reaching Guantanamo we were met at a distance out and called to,
asking if anyone on our ship had been on shore at Siboney within
four days, if so, our supplies could not be received, and we took
them away, leaving the starving to perish.
On Friday morning the constantly recurring news of the surrender of
Santiago was so well established that we drew anchor and came up
to the flagship and the following letter was addressed to Admiral
Sampson:

“State of Texas,” July 16, 1898.

Admiral Sampson,
Commanding United States Fleet off Santiago, Flagship
 “New York”:
Admiral:—It is not necessary for me to explain to you my errand,
nor its necessity; both your good head and heart divine it more
clearly than any words of mine can represent.
I send this to you by one of our men, who can tell you all you
will wish to know. Mr. Elwell has resided and done mercantile
and shipping business in Santiago for the last seven years; is
favorably known to all its people; has in his possession the keys
to the best warehouses and residences in the city, to which he is
bidden welcome by the owners. He is the person appointed four
months ago to help distribute this food, and did so with me until
the blockade. There seems to be nothing in the way of our
getting this 1400 tons of food into a Santiago warehouse and
giving it intelligently to the thousands who need and own it. I
have twenty good helpers with me. The New York Committee is
clamoring for the discharge of the “State of Texas,” which has
been raised in price to $400 a day.
If there is still more explanation needed, I pray you, Admiral, let
me see you.
Respectfully and cordially,
(Signed) Clara Barton.
This was immediately responded to by Captain Chadwick, who came
on board, assuring me that our place was at Santiago—as quickly as
we could be gotten there.
On Saturday, the sixteenth, feeling that it might still be possible to
take the supplies to Guantanamo, requested by Captain McCalla, a
letter was addressed as follows:

Steamship “State of Texas,” July 16, 1898.

Captain Chadwick, Flagship “New York” off Santiago:
Captain:—If there is a possibility of going into Santiago before
to-morrow morning, please let me know, and we will hold just
 where we are and wait.
If there is no possibility of this, we could run down to
Guantanamo and land Captain McCalla’s 100,000 rations in the
evening and be back here to-morrow morning.
Will you please direct me.
Yours faithfully,
Clara Barton.
Reply to the above:

U.S. Flagship “New York,” 1st Rate,

Off Santiago de Cuba, July 17, 1898.
Dear Miss Barton:—We are now engaged in taking up mines, just
so soon as it is safe to go in your ship will go. If you wish, you
can anchor in near us, and send anything up by boats, or, if we
could get lighters, drawing less than eight feet, food may be
sent by the lighters, but it is not yet possible for the ship to go
in. There are four “contact” mines, and four what are known as
“observation” mines, still down.
Yours very truly,
(Signed) F.E. Chadwick
It was after this that we turned back again and steamed to
Guantanamo to unload our supplies at night and return the next
morning.
These were anxious days. While the world outside was making up
war history, we thought of little beyond the terrible needs about us—
if Santiago had any people left, they must be in sore distress, and El
Caney—terrible El Caney—with its thirty thousand homeless,
perishing sufferers, how could they be reached?

The diary at this point says: On returning from our fruitless journey
to Guantanamo we stopped at Siboney only long enough to get our
dispatches, then ran down directly in front of Santiago and lay with
the fleet. A personal call from Admiral Schley, Captain Cook and
other officers served to show the interest and good will of those
about us. Between three and four o’clock in the afternoon a small
Spanish steamer—which had been among the captures of Santiago—
ran alongside and informed us that an officer wished to come
aboard. It proved to be Lieutenant Capehart, of the flagship, who
brought word from Admiral Sampson that if we would come
alongside the “New York,” he would put a pilot on board. This was
done and we moved on through waters we had never traversed—
past Morro Castle, long, low, silent and grim—past the Spanish
wrecks on the right—past the “Merrimac” in the channel, which
Hobson had left. We began to realize that we were alone, of all the
ships about the harbor there were none with us. The stillness of the
Sabbath was over all. The gulls sailed and flapped and dipped about
us. The lowering summer sun shot long golden rays athwart the
green hills on either side, and tinged the waters calm and still. The
silence grew oppressive as we glided along with scarce a ripple. We
saw on the right as the only moving thing a long slim boat or yacht
dart out from among the bushes and steal its way up half hidden in
the shadows. Suddenly it was overtaken by either message or
messenger, and like a collared hound glided back as if it had never
been. Leaning on the rail half lost in reverie over the strange quiet
beauty of the scene, the thought suddenly burst upon me: Are we
really going into Santiago—and alone? Are we not to be run out and
wait aside and salute with dipping colors while the great battleships
come up with music and banners and lead the way? As far as the
eye could reach no ship was in sight. Was this to remain so? Could it
be possible that the commander who had captured a city declined to
be the first to enter—that he would hold back his flagship and
himself and send forward and first a cargo of food on a plain ship,
under direction of a woman? Did our commands, military or naval,
hold men great enough of soul for such action? It must be true—for
the spires of Santiago rise before us, and turning to the score of
companions beside me I asked, “Is there any one here who will lead
the doxology?” In an instant the full rich voice of Enola Gardner rang
out: “Praise God, from whom all blessings flow.” By that time the
chorus was full, and the tears on many a face told more plainly than
words how genuine was that praise, and when in response to a
second suggestion “My Country, ’Tis of Thee” swelled out on the
evening air in the farewell rays of the setting sun, the “State of
Texas” was nearing the dock, and quietly dropping her anchors she
lay there in undisputed possession of the city of Santiago.

It has been remarked that Mr. Elwell had been a resident of Santiago
and connected with its shipping for several years. It was only the
work of an hour after landing to find his old-time help. A hundred
and twenty-five stevedores were engaged to be on the dock at six
o’clock next morning, to work for pay in rations.
The dock had its track and trucks running to its open warehouses.
As we had entered we saw it bare of every movable or living thing.
Want had swept it of all that could be carried away, and the
remaining people dared not approach us. Six o’clock next morning
changed the scene. The silence was no longer oppressive. The
boxes, barrels and bales pitched out of that ship, thrown onto the
trucks and wheeled away told the story of better days to come; and
it was something to see that lank, brawny little army of stevedores
take their first breakfast in line alongside of the ship.
The city was literally without food. In order to clear it for defence, its
inhabitants had been ordered out, ten days before, to El Caney, a
small town of some five hundred people, where it was said thirty
thousand persons were gathered, without food, shelter, or place of
rest. Among these were the old-time residents—the wealthy and the
best people of Santiago. Its British consul, Mr. Ramsden, and his
family were of them, and the care and hardship of that terrible camp
cost his life. A message from the headquarters of General Shafter,
telegraphed to us even after leaving Siboney, said:
“The death rate at El Caney is terrible. Can you send food?”

Word went back to send the thirty thousand refugees of El Caney at

once back to Santiago;—we were there and could feed them—that
the “State of Texas” had still on board twelve hundred tons of
supplies for the reconcentrados. That day poured in upon us all that
had strength to make the journey, of the thirty thousand starving
wrecks of El Caney. If there were any at night who had not received
food, no one knew it. The fires were rekindled in the great steam
soup kitchens of Mr. H. Michaelsen—that name should be carved in
marble and lettered in gold in Santiago—that had run uninterrupted
for nearly two years, until within a few weeks of the surrender, when
there was no more food for its kettles. Ten thousand persons had
hot soup there the first day, and it was estimated that ten thousand
more had dry food of crackers, meat and meal. To the sick were
distributed condensed and malted milk as fast as it could be gotten
to them.
Of the districting of the city, the formation of committees for the
distribution of food, the care, the justice, and the success with which
it was done, I leave to the reports of my experienced staff officers
and assistants and to the committee of Santiago, which nobly
volunteered its aid. These persons performed this work—they were a
part of it—and no one can describe it so well as they. I refer the
reader to the reports of Dr. Hubbell, Dr. Egan, Mr. Cottrell, Miss
Fowler, now the wife of Baron Van Schelle of Belgium, and the
committee of Santiago composed of H. Michaelsen, vice-consul for
Germany, Robert Mason, Chinese consul and vice-consul for
England, and Wm. Ramsden, son of the late Frederick Ramsden,
British consul. With these latter gentlemen, together with twenty of
the leading ladies of Santiago, was left, one month later, the supplies
remaining in our warehouses, and the oversight of the poor of the
city, over whom their care had extended so tenderly and so wisely in
the past, and on whom as helping them back into citizenship it must
largely devolve in the future.
Returning to our first day in Santiago, it is remembered that this
narration has thus far left the navy, its flagship and commander at
the entrance of the harbor in obscurity. It would seem but just that it
reproduce them.
Until ten o’clock on Monday the eighteenth we saw no sign of life on
the waters of the bay—neither sail, steam nor boat—but suddenly
word passed down from the watch on deck that a ship was sighted.
Slowly it came in view—large, fine, full masted—and orders went to
salute when it should pass. At length here was something to which
we could pay deference. The whistles were held, the flag was ready
for action, ropes straight and without a tangle—all stood breathless
—but she does not pass, and seems to be standing in. In a minute
more a stout sailor voice calls out: “Throw us a rope,” and here,
without salute, whistle or bell, came and fastened to the stern of our
boat this glittering and masted steamship from whose decks below
Admirals Sampson and Schley and their respective staffs shouted up
their familiar greetings to us.
The view from their ship enfiladed, to speak in military parlance, our
entire dock. There was every opportunity to see how our work was
done and if we were equal to unloading our ship. The day was spent
with us till four o’clock in the afternoon; and when about to leave
and the admiral was asked what orders or directions he had for us,
the reply was, “You need no directions from me, but if anyone
troubles you, let me know.”
Many months have passed since that day, and I write this without
ever having seen again the face of the commander who had been so
courteous and kind, and so helpful in the work I went to do.
Under date of July 23 is found the following entry in the diary which
sums up the entire matter of facts, dates and figures in few words:
“The discharge of the cargo of the ‘State of Texas’ of over twelve
hundred tons, commenced at six o’clock Monday, July 18. One
hundred and twenty-five stevedores were employed and paid in food
issued as rations.
“On Thursday, the twenty-first, at six o’clock p.m. the discharge was
completed, and the following morning, Friday, July 22, the ship left
for New York.
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