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The role of fuel cells in port microgrids to support sustainable goods movement
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Sustained nitrogen loss in a symbiotic association of Comammox Nitrospira and Anammox bacteria
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Balancing Water Sustainability and Productivity Objectives in Microalgae Cultivation: Siting Open Ponds by Considering Seasonal Water-Stress Impact Using AWARE-US
Microalgae have great potential as an energy crop. Scaling-up algal biofuel production in the United States (US) should be done with careful attention to water stress. This study evaluates the regional and seasonal water-stress impact of potential algae-pond deployments in the US. Three site-selection strategies focusing on biomass yield, water-use efficiency (WUE), and water-stress impact, respectively, are applied and compared to meet a US algae biomass production target of 30 million metric tons/yr ash-free dry weight, which converts to 20.8 billion L renewable diesel, via hydrothermal liquefaction. Ranking algae ponds based on biomass yield leads to freshwater consumption of 2.66 km3/yr, resulting in the highest water-stress impact (39.1 US equivalent km3). Under the WUE scenario, water consumption is reduced by 81%, but biomass yield is reduced by 12%. In contrast, adding a water-stress constraint to the biomass-yield ranking reduces water consumption by 50% and water-stress impact by 97%, with a small yield reduction (1.7%). Results show that pond location has a significant effect on water stress and that water stress is not proportional to water consumption or yield. Furthermore, capturing seasonal water patterns is critical for planning because sites in water-abundant regions can have short-term but significant water-stress impacts.
A Platform Approach for Designing Sustainable Indole Thiosemicarbazone Corrosion Inhibitors with Enhanced Adsorption Properties
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Terrestrial radiative cooling: Using the cold universe as a renewable and sustainable energy source
Photonic materials designed at wavelength scales have enabled a range of emerging energy technologies, from solid-state lighting to efficient photovoltaics that have transformed global energy landscapes. Daytime passive radiative cooling materials shed heat from the ground to the cold universe by taking advantage of the terrestrial thermal radiation that is as large as the renewable solar energy. Newly developed photonic materials permit subambient cooling under direct sunshine, and their applications are expanding rapidly enabled by scalable manufacturing. We review here the recent advancement of daytime subambient radiative cooling materials, which allow energy-efficient cooling and are paving the way toward technologies that harvest the coldness from the universe as a new renewable energy source.
Co-Designing to Create Sustainable Software: How to leverage a user-centered process to co-design sustainable software with users and stakeholders.
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Oak Ridge National Laboratory FY 2023 Site Sustainability Plan With FY 2022 Performance Data
At the close of each fiscal year, the US Department of Energy (DOE) Sustainability Performance Division (SPD) issues guidance documents and technical resource aids/tools necessary for DOE sites and national laboratories to complete sustainability reporting requirements. SPD is part of the DOE Office of Asset Management. As required by DOE Order 436.1, Departmental Sustainability, “each site will develop and commit to an annual Site Sustainability Plan (SSP) that identifies its respective contribution toward meeting the DOE’s sustainability goals.” SPD collects and compiles information reported by each site to develop an agency-wide Sustainability Report and Implementation Plan, which is used to report DOE sustainability progress to the federal government as required by all major federal agencies. DOE launched a formal Sustainability Office and annual SSP process in 2011. Each year, Oak Ridge National Laboratory (ORNL), in concert with the Office of Science (SC), provides the resources essential to fulfill its commitment to deliver a complete and accurate SSP report and quality performance data for entry into the DOE Sustainability Dashboard as managed by SPD. The performance data entered by each DOE site are then combined to disclose the progress of each DOE Program Office and are further combined to show comprehensive progress for the agency. The Office of Asset Management provides assistance to program offices in sustaining their missions, freeing up resources by reducing waste, avoiding excess expenditure on utilities, maximizing productivity, and improving the efficiency of facilities and processes. By focusing on mission needs, programs and associated DOE sites can help the agency meet its sustainability goals, as outlined in federal statutory and regulatory requirements. In FY 2022, the SSP guidance was updated to capture requirements from Executive Order (EO) 14008, Tackling the Climate Crisis at Home and Abroad, the Energy Act of 2020 (EAct 20), actions outlined in DOE’s Climate Adaptation & Resilience Plan and Sustainability Plan, and EO 14057, Catalyzing Clean Energy Industries and Jobs Through Federal Sustainability. Updates in SSP guidance help to minimize and streamline reporting while simultaneously addressing updated federal requirements. Per DOE, each SSP report should provide an overview of the site’s planned actions, as well as an overview of efforts and accomplishments during the reporting period. SPD collects and compiles information reported by each site to develop DOE’s Annual Sustainability Report, Climate Adaptation & Resilience Plan, and Annual Energy Management Report to Congress. The agency goal has been to lower the reporting burden for sites and increase and improve the consistency of information available to decision makers, allowing them to better identify projects and potential for increased efficiency, as well as to reduce waste, lower emissions, and enhance operational resilience. Sites may elect to produce a more polished publication for their leadership and stakeholders, but this step is no longer required. The ORNL SSP narrative report (this document) and the reporting of DOE SPD Sustainability Dashboard performance data is a collaborative effort of approximately 30 subject matter experts (SMEs) from ORNL facility management and research divisions. Annually, these associates come together to provide a report that can be used by DOE to demonstrate continued agency progress in energy efficiency and sustainable federal operations.
NASA’s Space Sustainability Strategy: An Overview and a Conceptual Framework for Implementation
Space sustainability is crucial for the continuation of humanity's exploration and utilization of space. NASA recognizes the imperative of maintaining a sustainable space operating environment to safeguard the future of space activities. On April 9, 2024, NASA released its first part of an integrated Space Sustainability Strategy focused on the domain of earth orbit, with future volumes to address impacts of space operations on earth itself; cislunar space, including the Lagrange points and the lunar surface; and deep space, including other celestial bodies. This commitment extends to ensuring the safety of astronauts conducting operations in Low Earth Orbit (LEO), as well as enabling missions to the Moon and Mars. Moreover, sustainable space practices are essential for the uninterrupted operation of NASA's robotic science missions, which monitor Earth's changes and probe the mysteries of the universe. The strategy sets out a set of goals, the first of which is to establish a framework for assessing space sustainability at NASA, addressing the absence of a universally accepted framework with key metrics that promotes understanding of how metrics are interconnected. This framework will provide a basis for evaluating the sustainability of orbital activities, with metrics informed by input from the domestic and international space community. Objectives under this goal include defining key parameters affecting space sustainability, determining tolerable levels of risk, and annually publishing NASA's effect on space sustainability, including compliance with orbital debris mitigation standards. The subsequent goals build upon this foundation, identifying effective actions for enhancing space sustainability, incentivizing adoption of these actions through technology development and policy changes, and ensuring coordination with the global space community. An organizational change within NASA is also proposed to facilitate day-to-day coordination and accountability for space sustainability efforts. By pursuing these goals, NASA aims to strengthen the technical foundations of and continue to set an example for sustainable space operations. Regular evaluation of NASA mission performance in context with meeting sustainability objectives will ensure alignment with evolving challenges in the space operating environment.
FY 2022 Idaho National Laboratory Site Sustainability Plan
The mission of the Department of Energy (DOE) is to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions. This FY 2022 Idaho National Laboratory Site Sustainability Plan (SSP) was developed to enable and sustain Idaho National Laboratory’s (INL’s) mission to discover, demonstrate, and secure innovative nuclear solutions, clean energy options, and critical infrastructure. DOE Order 436.1, “Departmental Sustainability,” provides requirements and assigns responsibilities for managing sustainability within DOE to ensure that DOE missions are carried out in a sustainable manner, to institute wholesale cultural change to factor sustainability into all DOE decisions, and to ensure DOE achieves sustainability goals. DOE Order 436.1 also requires DOE sites to commit appropriate personnel resources, establish a financing plan that prioritizes the use of life-cycle cost effective private-sector financing, optimize the application of appropriations and budgeted funds, and establish specific performance measures and deliverables designed to achieve the listed requirements. The SSP was developed according to the narrative requirements from the “FY 2022 DOE Site Sustainability Plan Guidance” document issued in September 2021. The SSP contains strategies and activities that will lead to continual energy, water, and waste reductions that move the INL site toward meeting DOE sustainability goals and requirements. The SSP summarizes energy and available fuel use reporting requirements and references criteria for instituting sustainable design. SSP requirements are integrated into each INL site contractor’s Integrated Safety Management System and Environmental Management System (EMS). Finally, the Sustainability Program directives, based on this SSP, are integrated into INL/LTD-21-62463, Annual Laboratory Plan 2021, and operations and acquisition systems.
FY 2023 Idaho National Laboratory Site Sustainability Plan
The mission of the Department of Energy (DOE) is to ensure America’s security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions. This FY 2022 Idaho National Laboratory Site Sustainability Plan (SSP) was developed to enable and sustain Idaho National Laboratory’s (INL’s) mission to discover, demonstrate, and secure innovative nuclear solutions, clean energy options, and critical infrastructure. DOE Order 436.1, “Departmental Sustainability,” provides requirements and assigns responsibilities for managing sustainability within DOE to ensure that DOE missions are carried out in a sustainable manner, to institute wholesale cultural change to factor sustainability into all DOE decisions, and to ensure DOE achieves sustainability goals. DOE Order 436.1 also requires DOE sites to commit appropriate personnel resources, establish a financing plan that prioritizes the use of life-cycle cost effective private-sector financing, optimize the application of appropriations and budgeted funds, and establish specific performance measures and deliverables designed to achieve the listed requirements. The SSP was developed according to the narrative requirements from the “FY 2022 DOE Site Sustainability Plan Guidance” document issued in September 2021. The SSP contains strategies and activities that will lead to continual energy, water, and waste reductions that move the INL site toward meeting DOE sustainability goals and requirements. The SSP summarizes energy and available fuel use reporting requirements and references criteria for instituting sustainable design. SSP requirements are integrated into each INL site contractor’s Integrated Safety Management System and Environmental Management System (EMS). Finally, the Sustainability Program directives, based on this SSP, are integrated into INL/LTD-21-62463, Annual Laboratory Plan 2021, and operations and acquisition systems.
Chapter 14: Sustainable Biomass Conversion Process Assessment
Process intensification and integration for sustainable design play an essential role in addressing and alleviating severe sustainable development challenges. It is prudent to evaluate a process design in its early stage development to ensure the process can achieve sustainability goals. The primary goal of a sustainability evaluation is to assess the impact of systems on areas sought to be protected and maintained over time, such as human well-being and ecosystems (Schaubroeck, T. and Rugani, B. (2017). A revision of what life cycle sustainability assessment should entail: towards modeling the net impact on human well-being. Journal of Industrial Ecology 21 (6): 1464-1477). Parenthetically, sustainable process design to convert biomass to fuels and chemicals plays an integral part in the bioeconomy sustainability. It is recognized that the integration of sustainability in process design is core to the mission in developing renewable fuels and should be considered a necessary practice in biorefinery design. This study demonstrates the use of Gauging Reaction Effectiveness for ENvironmental Sustainability of Chemistries with a multi-Objective Process Evaluator (GREENSCOPE) as a tool to help track progress on process sustainability performance attributed to conversion improvement. With the incorporation of a wide range of indicators, GREENSCOPE captures the multi-dimensional aspect of the process design and operation. As opposed to conventional techno-economic analysis and life cycle assessment (in which the focuses are limited to economic and environmental aspects), GREENSCOPE enables the consideration of process intensification and integration for sustainable design. A high-octane gasoline production from woody biomass feedstock is used as a case study to demonstrate the approach.
Kennedy Space Center Five Year Sustainability Plan
The Federal Government is committed to following sustainable principles. At its heart, sustainability integrates environmental, societal and economic solutions for present needs without compromising the ability of future generations to meet their needs. Building upon its pledge towards environmental stewardship, the Administration generated a vision of sustainability spanning ten goals mandated within Executive Order (EO) 13693, Planning for Federal Sustainability in the Next Decade. In November 2015, the National Aeronautics and Space Administration (NASA) responded to this EO by incorporating it into a new release of the NASA Strategic Sustainability Performance Plan (SSPP). The SSPP recognizes the importance of aligning environmental practices in a manner that preserves, enhances and strengthens NASA's ability to perform its mission indefinitely. The Kennedy Space Center (KSC) is following suit with KSC's Sustainability Plan (SP) by promoting, maintaining and pioneering green practices in all aspects of our mission. KSC's SP recognizes that the best sustainable solutions use an interdisciplinary, collaborative approach spanning civil servant and contractor personnel from across the Center. This approach relies on the participation of all employees to develop and implement sustainability endeavors connected with the following ten goals: Reduce greenhouse gas (GHG) emissions. Design, build and maintain sustainable buildings, facilities and infrastructure. Leverage clean and renewable energy. Increase water conservation. Improve fleet and vehicle efficiency and management. Purchase sustainable products and services. Minimize waste and prevent pollution. Implement performance contracts for Federal buildings. Manage electronic equipment and data centers responsibly. Pursue climate change resilience. The KSC SP details the strategies and actions that address the following objectives: Reduce Center costs. center dot Increase energy and water efficiencies. Promote smart buying practices. Increase reuse and recycling while decreasing waste. Benefit the community. Meet or exceed the EO and NASA SSPP sustainability goals.
From Neglect to Progress: Assessing Social Sustainability and Decent Work in the Tourism Sector
Measuring social sustainability performance involves assessing firms’ implementation of social goals, including working conditions, health and safety, employee relationships, diversity, human rights, community engagement, and philanthropy. The concept of social sustainability is closely linked to the notion of decent work, which emphasizes productive work opportunities with fair income, secure workplaces, personal development prospects, freedom of expression and association, and equal treatment for both genders. However, the tourism sector, known for its significant share of informal labor-intensive work, faces challenges that hinder the achievement of decent work, such as extended working hours, low wages, limited social protection, and gender discrimination. This study assesses the social sustainability of the Portuguese tourism industry. The study collected data from the “Quadros do Pessoal” statistical tables for the years 2010 to 2020 to analyze the performance of Portuguese firms in the tourism sector and compare them with one another and with the overall national performance. The study focused on indicators such as employment, wages, and work accidents. The findings reveal fluctuations in employment and remuneration within the tourism sector and high growth rates in the tourism sector compared to the national average. A persistent gender pay gap is identified, which emphasizes the need to address this issue within the tourism industry. Despite some limitations, such as the lack of comparable data on work quality globally, incomplete coverage of sustainability issues, and challenges in defining and measuring social sustainability indicators, the findings have implications for policy interventions to enhance social sustainability in the tourism industry. By prioritizing decent work, safe working conditions, and equitable pay practices, stakeholders can promote social sustainability, stakeholder relationships, and sustainable competitive advantage. Policymakers are urged to support these principles to ensure the long-term sustainability of the tourism industry and foster a more inclusive and equitable society. This study provides insights for Tourism Management, sustainable Human Resource Management, Development Studies, and organizational research, guiding industry stakeholders in promoting corporate social sustainability, firm survival, and economic growth.
Oak Ridge National Laboratory Annual Sustainability Report 2023
ORNL, managed under contract by UT-Battelle LLC, is DOE’s largest science and energy laboratory and, as such, executes the widest range of mission capabilities. Diverse expertise spans a broad range of scientific and engineering disciplines, enabling research and science achievements to accelerate the delivery of solutions to the marketplace. ORNL supports DOE’s national missions of scientific discovery, clean energy, and security. To execute these activities, ORNL has grown significantly over 80 years of continuous operations, consisting of facilities with commissioning dates ranging from the 1940s to the present—an extraordinary set of distinctive scientific facilities and equipment. The complexities of such a variety of facilities require teamwork among divisions, a wide variety of conservation projects, and creative strategies to achieve the desired energy and water savings. Such a diverse and unique set of major facilities, totaling over 5.5 million square feet, with 6,000 employees, requires an innovative plan to accomplish advancements in operational efficiencies. ORNL is tasked with the management of an extraordinary set of distinctive scientific facilities and equipment for DOE. ORNL is mission-driven, and its mission has grown substantially over the decades. ORNL’s core research capabilities provide broad science and technology support for DOE in the areas of energy, environment, and national security. Currently, ORNL is a world leader in materials, neutron, and nuclear science and engineering, and in high-performance computing and data analytics. ORNL’s vast portfolio of research facilities must be maintained and carefully upgraded to protect the nation’s investment in scientific analysis. The goal of sustainable and resilient operations is to enable more effective execution of ORNL’s science and technology mission. Sustainable operational practices and enhanced resilience strive for excellent results while remaining diligent in energy conservation, environmental stewardship, asset management, and community engagement. The Sustainable ORNL Program (Sustainable ORNL) Continuous improvements in operational and business processes must be integrated into the fabric of the ORNL culture to maximize the return from the investment made in modernizing facilities and equipment. The Sustainable ORNL program promotes the legacy of system-wide best practices, management commitment, and employee engagement that will lead ORNL into a future of efficient, resilient, and sustainable operations. ORNL leadership and Sustainable ORNL champions receive regular status reports on the progress of each project and focus area (i.e., roadmap) and periodic summary reports. More information can be found at the program’s website. The Sustainable ORNL roadmap structure endorses 15 vital roadmaps. The figure below summarizes the current project assignments and demonstrates that each project contributes to the wellbeing of the whole. Continuous employee engagement and regular status reports confirm the ideals of the program. The roadmap structure is not static; as the science mission advances and the needs of the organization evolve, the Sustainable ORNL roadmap structure elements are modified to align with developing priorities. In 2022, Sustainable ORNL made roadmap changes to better align ORNL to support new federal requirements that have been issued.