Green Computing F W CSE433 (2)

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Green Computing
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© Amity University Press
All Rights Reserved

No parts of this publication may be reproduced, stored in a retrieval system or transmitted
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in any form or by any means, electronic, mechanical, photocopying, recording or otherwise
without the prior permission of the publisher.
Advisory Committee
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Chairman : Ms. Monica Agarwal
Members : Prof. Arun Bisaria
Dr. Priya Mary Mathew

Dr. Coral J Barboza
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Prof. Aindril De
Mr. Alok Awtans
Dr. Monica Rose

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Mr. Sachit Paliwal
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SLM Review Committee

Mr. Gaurav Agarwal
Ms. Nitika Khanna
Ms. Rashmi Saxena
Ms. Renu Singh
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Ms. Mona Chaudhary

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Published by Amity University Press for exclusive use of Amity Directorate of Distance and Online Education,
Amity University, Noida-201313
Contents
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Page No.
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Module - I: Fundamentals 01
1.1 Green IT Fundamentals
1.1.1 Effect of Green Computing on Business, IT and Environment
1.1.2 Objectives of Green Computing
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1.1.3 Information Technology and Environment
1.1.4 Green Enterprise Characteristics
1.2 Energy Scoop and Green Computing
2.1.1 Green Strategic Points
2.1.2 Green Value
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2.1.3 Green IT Opportunity
2.1.4 Challenges of a Carbon Economy
2.1.5 Environmental Intelligence
2.1.6 Business Intelligence
1.3
2.1.7 Green Disposal
Green IT Strategies
3.1.1 Green Strategic Mindset
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3.1.2 Philosophical Considerations in Green IT Strategy
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3.1.3 Green IT Strategies: Range of Impact
3.1.4 Green Strategic Alignment
3.1.5 Green IT Drivers
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3.1.6 Green IT Business Dimensions

3.1.7 Steps in Developing an ERBS
1.4 Environmentally Responsible Business
4.1.1 Policies and Practices in ERBS
4.1.2 Green Values in Practice
4.1.3 Green IT Metrics and Measurements
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Module -2: Green Assets and Modeling 138

2.2 Green Assets
2.1.1 Basic Concept of Green Assets
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2.1.2 Green Building and Facility Management

2.1.3 Green IT Hardware
2.1.4 Green Data Centers
2.1.5 Data Center Building—Design, Layout, and Location
2.1.6 Data Strategy and the Carbon Emitting Bit
2.1.7 Data Servers Virtualization
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2.1.8 Cloud Computing and Data Centers

2.1.9 Smart Meters in Real Time
2.1.10 Managing Devices for Central Green Services
2.2 Green Business Process Management
2.2.1 Green Processes: Individual, Organizational, and Collaborative
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2.2.2 Green BPM and Standards
2.2.3 Green IT Governance
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2.2.4 Green Business Processes—Incremental Complexity
2.2.5 Green Business Applications
2.2.6 Modeling Green Business Processes (UML, BPMN)
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2.2.7 Green Mobile Business Process
2.3 Green Enterprise Architecture
2.3.1 Views of Green Enterprise Architecture
2.3.2 Green Enterprise Architecture: Concept
2.3.3 Green IT and Organizational Systems
2.3.4 Green Portals in Green Enterprise Architecture
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2.3.5 Aspects of Green Solutions Architecture
2.3.6 An Example of Green Enterprise Architecture
2.4 Green Information Systems
2.4.3 Features of GIS

2.4.4 Modeling a GIS Architecture
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2.4.1 Basic Concept of Green Informaion System
2.4.2 Phases in a GIS Development and Deployment
Module - III: Grid Framework 221

3.1 Virtualizing of IT systems
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3.1.2 Data Servers Optimization

3.1.4 Creating Virtual Presence through Telepresence
3.1.5 Carbon Emissions with Free Phone Service
3.1.6 Presenting via Webinars
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3.1.7 Connecting with Remote Desktop

3.2 Materials recycling
3.2.1 Taking Local Action to Clean Up Global Computer Waste
3.2.2 Buying a Green Computer
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3.2.3 Choosing Earth-Friendly Peripherals

3.2.4 Recycling Your Computer
3.3 Green Data center
3.3.1 Green Data Centers: Introduction
3.3.2 Data Center ICT Equipment—Server Strategies
3.3.3 Physical Data Server Organization and Cooling
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3.3.5 Mobile Devices and Sustainability
3.4 Best ways for Green PC
3.4.1 Ten Best Ways to Make Your Computer Greener
3.4.2 Ten Online Resources for Green Info
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3.4.3 Ten Online Resources for Green Action, and Products
3.5 Green Grid framework
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3.5.1 Green grid and Renewable Energy
3.5.2 Smart grid architecture
3.5.3 Components of Smart Grid
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Module -IV: Green Compliance 278
4.1 Socio-cultural aspects of Green IT
4.1.1 Social Impact of Green IT
4.1.2 Green Social Stakeholders
4.1.3 Green IT Ethics and Code of Conduct
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4.1.4 Role-Based View of Green IT
4.1.5 Communications in Green Transformation Projects
4.1.6 Green Virtual Communities
4.2 Green Enterprise Transformation Roadmap
4.2.3 A Green ICT Framework

4.2.4 Disposal of ICT Systems
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4.2.1 Introduction to Green Enterprise Transformation
4.2.2 Various dimensions of GET
4.2.5 Configuring a GET Road Map

4.3 Green Compliance
4.3.1 Protocols and Standards
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4.3.2 Government Initiatives

4.3.3 Green IT Audits
4.3.4 Comparative Audits
4.4 Emergent Carbon Issues: Technologies and Future.
4.4.1 Future Carbon Landscape
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4.4.2 Green ICT and Technology Trends

4.4.3 ISO—New and Upgraded Standards
4.4.4 Ecodesign and Biomimicry
4.4.5 Green ICT—Business and Economic Trends
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4.4.6 Dichotomy of Developing Economies

4.4.7 Collaborative Environmental Intelligence
Module - V: Case Studies 256

5.1 Case Study in Applying Green IT Strategies and Applications to a Hospital
5.1.1 Preliminary Green Investigation
5.1.2 SWOT of GoodMead Hospital
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5.1.3 Strategic Concerns of Management

5.1.4 Green Transformational Elements
5.1.5 Social Dimension in Hospital GET
5.1.6 Technology Changes in Hospital
5.1.7 Applying Mobile Technologies in GET
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5.1.8 Implementing Green IT Strategies
5.2 Case Study in Applying Green IT Strategies and Applications to the Telecom Sector”
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5.2.1 ZeeTel Telecom Scenario
5.2.2 Strategic Approach to Green ICT
5.2.3 SWOT of ZeeTel—Environmental Context
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5.2.4 Enterprise Data Center Transformation Plan ...
5.2.5 Enacting GET for ZeeTel
5.2.6 Data Center Changes in GET
5.2.7 Next-Generation Networks in GET
5.2.8 Attitude and Training
5.3 Case Study in Applying Green IT Strategies to the Packaging Industry
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5.3.1 AuPack Scenario
5.3.2 AuPack’s Green IT Strategies
5.3.3 SWOT of AuPack in Green Context ...
5.3.4 Diagnosis in AuPack
5.3.5 Planning for GET
5.3.6 Different dimensions of the process
5.3.7 Enactment of GET for AuPack
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5.3.8 Review of GET for AuPack
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Green Computing 1
Module - I: Fundamentals Notes
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Structure:
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1.1 Green IT Fundamentals
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1.2 Energy Scoop and Green Computing
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2.1.2 Green Value
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1.3 Green IT Strategies
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1.4 Environmentally Responsible Business

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Amity Directorate of Distance & Online Education

2 Green Computing
Unit -1.1: Green IT Fundamentals

Notes
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Objectives:
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At the end of this unit, you will be able to:
●● Understand the effects of green computing on business, IT and environment.

●● Learn about the objectives of green computing.
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●● Comprehend information technology and environment.
●● Analyze green enterprise characteristics.
Introduction
If you lose touch with nature you lose touch with humanity.
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- J. Krishnamurti’s Journal, April 4, 1975
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Green IT is the science and practice of efficiently and successfully designing,

manufacturing, utilizing, and disposing of computers, servers, and related
subsystems—such as monitors, printers, storage devices, and networking and
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communications systems—with low or no environmental impact.
Green IT is a field of information technology that is currently in its early stages

of development. With the introduction of information technology, it is becoming
increasingly important for businesses to decrease their environmental effect and ensure
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that the designing, manufacturing, use, and disposal of computer systems utilized by
the company are done as environmentally friendly as possible.
Strict respect to the government’s rules and regulations should also be required.
Under the Hazardous Wastes (Management, Handling, and Trans boundary Movement)
Rules, the Ministry of Environment and Forest released guidelines for environmentally
sound e-waste management in 2008.
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Since the introduction of the Green IT concept, an increasing number of IT

companies have come forward to participate in activities that will assist them in
performing operations in accordance with Green IT standards.

Green Computing 3
Energy Star is a voluntary labelling programme created by the US Environmental

Protection Agency in 1992 to promote and recognize energy efficiency in monitors, Notes
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temperature control equipment, and other technology. As a result, sleep mode has
become widely used in consumer gadgets. The term “green computing” was most likely
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originated soon after the Energy Star programme was launched.
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“The term IT implies information, technology, and communications domain.
Occasionally, the term ICT is used especially in emphasizing the communications
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aspect of IT.”
The introduction of Green IT projects is based on business efficiency, which is an

undeniably winning argument. Businesses seek to be lean, enhance their quality, and
reengineer their processes for the same reason. While there are numerous reasons
why a company should go green, one argument stands out above the rest: “a green
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firm is synonymous with an efficient business.” When a decrease in carbon is linked

to a company’s economic drivers, justifying the costs of optimizing business processes
and virtualized data servers becomes relatively simple. Between a lean and a green
business, there is a strong synergy. In fact, in the vast majority of cases, they are
complimentary. The potential for this synergy between lean and green to benefit both
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company and the environment is enormous. When you combine the benefits of lean
with green, you have the beginnings of a comprehensive company journey toward
environmental awareness.
Murugesan (2008), Lamp (2009), and Unhelkar (2010) have all defined or
characterized green IT (also known as green ICT or green computing) (2010-11).
Wikipedia’s definition of green IT from 2010 is also available. However, Murugesan’s
(2008) definition is particularly comprehensive: ‘the study and practice of efficiently and
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effectively designing, manufacturing, using, and disposing of computers, servers, and

associated subsystems (such as monitors, printers, storage devices, and networking
and communications systems) with minimal or no environmental impact.’

4 Green Computing
This notion might be regarded as a service organization’s endeavor to attain

Notes economic viability while adhering to social and ethical commitments. “Green IT” is
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defined by Lamp (2009) as “the science and practice of efficiently utilizing computing
resources.” As a result, Green IT encompasses environmental sustainability, energy
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efficiency economics, and total cost of ownership, which includes disposal and recycling
costs.
The preceding concept is further upon in this chapter on Green IT strategy and
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applications. Carbon efficiency must be ingrained in the organization’s overall efficiency
and performance. This ideology does not reject, but rather strengthens, the concept of a
market-driven economy. The holy slogan of a lean organization, increasing value while
lowering costs, is studied in depth only to discover that carbon reduction is strongly
linked to cost reduction in so many ways. Carbon consciousness may be implemented
as an inherent element of the mainstream business plan, rather than as a “add on” to
the core business, from a superior business perspective. Studying, investigating, and
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experimenting with current and future technologies and processes that can benefit both
business and the environment has never been more important.
The alignment of business strategy and Green IT strategy approach outlined in this
chapter pervades all of the book’s chapters. The book’s subsequent chapters go into
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numerous aspects of green business, such as management, procedures, architecture,
intelligence, and metrics, to mention a few.
Throughout these debates, the primary attitude has been that corporate goals
do not have to be sacrificed in the name of carbon efficiency. Through the aspects of
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technology, processes, people, and economy, the critical connection between the
business and carbon domain is elucidated. Long-term environmental plans are not
considered in isolation from the business implications.
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These conversations aim for a long-term influence of carbon considerations on

individuals, organizations, industry sectors, and even governments through debates of
strategies, policies, practices, and measures. This is because Green IT has been found
to alter the way a firm is organized, its underlying infrastructure, and the formulations
of its regulatory rules, starting with an individual’s mindset and working life style.
Government rules and regulations, as well as carbon offsets and trading, underlie both
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legal and economic obligations, which, in turn, shape today’s and tomorrow’s company.
So far, business’s market-driven mindset has worked against the environment.

This is understandable because free market economies were founded on the notion
of profit, which may have been misinterpreted as profit at any cost. Apart from that, a
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solid agreement is still lacking, resulting in the creation of groups along political and
economic lines. As a result, those components of society and life that served the
‘common good’ were harmed. The environment did not belong to any one organization
or profit-generating entity. Profit sanctification led to a curtailment of attention to
anything beyond the corporate boundaries - and the environment was very much
outside the organizational boundary. In the last decade, a major effort has been
made in the environmental sector to dispel the erroneous but unwavering assumption
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that anything that happens outside of my company is irrelevant. Not only is the

Green Computing 5
environment, with its seemingly endless pumping of emissions, a major source of worry
for corporate social responsibility, but it also provides previously untapped potential. Notes
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Examining procedures for collaboration, taking stock of inventory and infrastructure for
optimization, and exploring the possibility of new business streams are all possibilities
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when looking at the environmental challenge in a creative approach. To investigate
this unknown, multiple disciplines, skills, and inventive capacities must work together.
“Serious collaboration between technologies, developers, academics, users, and
legislators is needed to achieve green and sustainable ICT,” says Yousif (2009) in his
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keynote Towards Green IT.
With the focus on business and the environment cooperating, the need to dispute
the true cause of climate change is diminishing. There’s less urgency to figure out
what’s causing climate change, and more room to start combining sound business
and environmental policies. Abstaining from the philosophical debate over climate
change (not that such debate is unimportant; my focus here is solely on the business-
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technology nexus and environmental value to business), frees up valuable business
time and energy to focus on Environmentally Responsible Business Strategies
(ERBS) based on a very practical premise: “an efficient business, by default, is also an
environmentally-efficient business.”
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As a result, the age-old drive of businesses to increase their efficiency and
effectiveness begins to take center stage. In most circumstances, an efficient firm will
emit less carbon into the atmosphere. An efficient data center, for example, will not only
lower an organization’s IT department’s operational costs, but will also be ecologically
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friendly. Another example would be an effective airline management system.
Passengers who are checked in fast and accurately, or who avoid certain “bureaucratic”
steps in the ticketing process, will invariably lower the amount of carbon produced
by their procedures. This might be the consequence of highly optimized data entry
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on mobile devices, which eliminates the need for any printing, or simply automated,
digital permission. Aside from operational efficiencies that reduce carbon emissions,
similar arguments can be made for the organization’s long-term strategic assets and
infrastructures, such as buildings and facilities, furniture and equipment, vehicle fleets,
inventories, supply chains, human resources, and overall business administration.
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We used a variety of technology and business aspects to improve business

efficiency, including standards, procedures, governance, intelligences, business
solutions, apps, data warehouses, and a variety of other technology and business
elements. The subsequent conversations highlight not only the need for and method
to such collaboration among these many business areas, but also the outcomes of that
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effort through the use of metrics and measurement. Moving beyond the technology
focus of Green IT, this book examines the numerous aspects of company that are
not covered by Green IT but have a significant impact on its carbon footprint. The
end result is a discussion of tissues that have an impact on an organization’s total
environmental performance in order to create a green enterprise that meets the needs
of all stakeholders.
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6 Green Computing

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IT executives are finally feeling the push to implement a Green IT or Green
Computing strategy. Executive boards are finally realizing that embracing green
concerns and committing to a low carbon footprint can provide a genuine competitive
advantage. Having a Green IT Strategy can have a direct impact on how customers
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perceive your company. Customers will undoubtedly continue to evaluate suppliers
based on their product/service offerings and costs; nevertheless, if all other factors are
equal, choosing a supplier with a low carbon policy might be a crucial differentiator.
Most people want to help the environment, and choosing suppliers who use low-carbon
practices makes customers feel good about their choices.
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Green IT also has tangible cost savings for the firm, which makes it simpler to
sell to sceptic boards of directors. We can save money on equipment, power, air
conditioning, and support by implementing a Green Computing or IT strategy. This is
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true across the board, not just in data centers and server rooms, but also on desktop
computers.
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Green computing aims to achieve economic viability while also improving the
way computers are utilized. The development of environmentally friendly production
techniques, energy efficient computers, and enhanced disposal and recycling
procedures are all examples of green computing practices. Green information
technology also has other objectives, most notably in the design and manufacturing
stages. In all circumstances, the fundamental goal is to reduce the quantity of energy
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used as much as feasible. And to keep the amount of potentially dangerous materials to
a minimum and should make use of as much biodegradable material as possible. Also
to extend the equipment’s life as much as feasible.

Green Computing 7
Objectives of Green IT
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●● Minimizing energy consumption.
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●● Purchasing green energy.
●● Reducing the paper and other consumables used,
●● Minimizing equipment disposal requirements.
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●● Reducing travel requirements for employees/customers.
Key areas of research include making computer use as energy efficient as

possible, as well as developing algorithms and systems for efficiency-related computer
technology.
The continued efforts of developers, academics, manufacturing businesses,
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and end users everywhere are required to ensure that the aims of green information
technology are met. Education has a role in all of this. Employees and the general
public who are aware of the environmental implications of their computing decisions are
in the best position to help make IT greener.
The Environment Today

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As previously said, whether human activity is the source of environmental change
or not becomes a side issue in the process of enhancing business and accomplishing
environmental goals. This collaborative route, which is led by business, creates
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opportunities for corporate action.
While it is possible to explore the causes of climate change (Pachauri, R.K., and
Reisinger), this does not have to be the decisive factor in pursuing Green IT projects.
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For example, if only the facts are considered (rather than the philosophical debate
about who is to blame for climate change), it is self-evident that the Earth as it currently
exists (or revolves) will run out of coal and oil. This also means that the supply of
plastics and related chemicals will dwindle, but the pollution and waste produced by
these plastics will persist. As a result, the play’s last scene is known in several ways.
What is necessary is clever business innovation to ensure that the actors and audience
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have food, air, and water when the curtain falls.
Information technology (IT) has an impact on business, which in turn has an impact
on society and the general environment in which the organization operates, as shown in
the diagram below.
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Business IT, for example, employs vast computing and networking technologies
that need the usage of big, dedicated data centers. The geographical location of these
data centers. The location of these data centers, as well as the people who work there,
have an impact on society as a whole. Furthermore, when the social fabric becomes
more widely disseminated, it has an impact on the society’s entire environment. Finally,
independent of its impact on business, information technology has a direct impact on
society and the environment.
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The vast expansion of household gadgets, the employment of computers in

schools and hospitals, the popularity of social networking, and the high level of

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communications technology (such as a GPS) in automobiles all demonstrate the direct

Notes influence of IT.
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Despite IT’s enormous popularity, it appears that environmental considerations
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regarding the consequences of its use have fallen significantly behind in company
planning. The global financial crisis (GFC, 2009) Shah A. (2010), British Petroleum’s
oil spill in the Gulf of Mexico, and Icelandic volcanic ash have all aggravated the lack of
environmental considerations in business plans.
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Information technology influences business, society, and environment - lead up
to the sustainable triangle.
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On the one hand, a cash-strapped CEO can argue, “Why?” or “What’s in it for
me?” about environmental projects; on the other hand, these global events call for
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environmental consideration to be incorporated into standard organizational risk

management. If businesses consider carbon emissions holistically, the risks associated
with the aforementioned disasters, for example, may have been mitigated by forward
planning, risk mitigation techniques, and effective governance.
The answer to the question “why?” (Should I pursue carbon reduction methods if
they would cost me money in the short term) can be found by looking at how closely a
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company’s risks are linked to its carbon production. Enterprises that emit carbon and
pollute the environment are unlikely to be sustainable in the long run, whereas green
businesses that utilize technology wisely expand their risk management capabilities and
are more likely to be successful now and in the future.
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In Figure above, the sustainable triangle of an organization is portrayed on

the right side as a balance between society–economy (how much can the society
bear?), economy–environment (is the environmental initiative viable?), and society–
environment (is the environmental consideration equitable?). The search for solutions
to these concerns is at the heart of this Green IT effort, which is guided by the notion of
balancing economic, social, and environmental factors.
This holistic, broad-based approach to business and the environment is

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exemplified by the careful processes of numerous consulting practitioners and

researching academics (Unhelkar, 2011). The handbook’s various viewpoints range
from the need to optimize supply chain processes, turn off computers when not in use,

Green Computing 9
and design low-carbon emitting microprocessor chips to creating long-term awareness

about environmental protocols and standards, incorporating carefully constructed Notes
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carbon metrics and measurements, and changing the attitudes of users and employees
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through education and training.
A complete Green IT strategy makes maximum use of technology resources,

reengineers processes, and employs people’s positive attitudes to instil environmental
awareness in the business’s daily operations. All of the green enterprise transformation
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actions are justified thanks to the Green IT metrics and measurements (Bell and
Morse, 2008). Due consideration is also given to the “soft” issues relating to people,
their attitudes, and the sociocultural impact of Green IT in this holistic approach. The
transformation process also includes a model of the organization’s existing aims and
strategy, as well as a model of the organization’s future state from an environmental
standpoint. Eventually, the transformation process will lead the organization to change
its status from where it is now to where it will be in the future.
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Green IT strategy, policy, and practice are concepts that alter at different levels
within an organization. The initial Green IT strategy, for example, will be a collaborative,
dynamic effort that will stabilize and offer a solid foundation for the establishment of
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Green IT rules. These policies are then implemented at varied levels of intensity
and attitude inside the organization. We believe that the dynamic nature of Green IT
strategy, policy, and practice necessitates constant learning and collaboration among
diverse organizational faculties in order to develop eco-innovations both within and
across the business. In fact, Nidumolu, Prahalad, and Rangaswami (2009) have
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linked sustainability and innovation, claiming that such an eco-innovative approach will
help these businesses stay ahead of the curve in the next economic upturn (after the
conclusion of this recession).
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This is the environmental initiative’s intelligence component. A dynamic Green I

T approach, for example, would ensure that tacit knowledge inside the organization’s
employees is linked to explicit information within the data warehouse to provide
intelligence that is used in the organization’s environmental management (Unhelkar and
Tiwary, 2010).
Hercheui (2011) goes on to explain how knowledge management tools can help
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organizations foster Green ICT-related change.
Efficient ways of organizing production and consumption, improved product design

to cut carbon emissions, inventive and streamlined supply chains, optimized inventory
operations, and excellence in customer service from an environmental standpoint are
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all examples of this learning and its dissipation.
As a result, within the organization, a specific green knowledge management

domain arises that supports the entire organization’s Green IT objectives and eventually
becomes an intrinsic part of the organization.
“Companies that manage and mitigate their exposure to climate-change risks,

while seeking new opportunities for profit, will generate a competitive advantage
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over rivals in a carbon-constrained future,” Jonathan Lash and Fred Wellington

advise businesses in their Harvard Business Review article (2007). The impact of
environmental issues on businesses is not confined to “feeling good” or ensuring
regulatory compliance; rather, this impact is reflected immediately in the stock
10 Green Computing
exchange share prices. Similarly, many customers have begun to evaluate the
Notes company’s present environmental records and initiatives, as well as their future
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objectives, when making purchasing, leasing, or outsourcing decisions (Ambec and
Lanoie, 2008; Brown, 2008).
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The formulation of an environmental strategy and the corresponding regulations for
Green IT are only part of developing a holistic approach to an environmental strategy.
A strategy and plan for a staged transition from the current state of an enterprise to
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a green enterprise is also required. The shift to a green enterprise produces a long-
term, sustainable business that is “lean,” with energy efficiency and streamlined
procedures. Through supporting return on investment (ROI) measurements and linked
carbon measures, the shift to a green enterprise must be further confirmed and justified.
The outcomes of these green measurements should be included in a company’s
annual report, making it mandatory for the firm to declare its carbon performance to its
stakeholders and shareholders.
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The environmental strategy, which addresses technology, processes, architecture,
and metrics, finds support across a company as a result of such a unified approach. As
a result, a well-thought-out Green IT strategy is a critical facilitator in an organization’s
overall transformation to an environmentally sustainable enterprise.
●●
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The following are some of the specific ways that a business can benefit from a
comprehensive Green IT strategy:
Environmental issues are integrated into business plans in a way that is

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complementary to one another.
●● Demonstrates the importance of environmental challenges as a “fundamental”
business issue, not just a “nice to have” add-on.
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●● Identifies and develops new business prospects by investigating the possibility

of improved green performance.
●● Expands business intelligence technologies for the goal of reducing an
organization’s carbon footprint—leading to what is known as Environmental
Intelligence (E I) (Unhelkar and Trivedi, 2009; Wrexham and Cutter, 2009;
Unhelkar and Tiwary, 2010).
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●● Green business process management (Green-BPM) and Green business

process reengineering are achieved by applying the concepts of carbon
efficiency to business operations (GPR).
●● Develops the concept of a collective carbon footprint of collaborative business
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processes (Unhelkar, Ghanbary, and Younessi, 2009) that spans many

organizations and techniques to reducing that footprint.
●● Proposes a Green Enterprise Architecture (GEA) based on Web Services/
Service Oriented Architecture and Cloud Computing technologies.
●● Discusses the importance of people, their attitudes, and Green IT approaches
that will result in positive change without judgment.
●● Expands on the critical role of corporate leadership in implementing good
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green transformation throughout the enterprise.

●● Expands on the role on Green HR including the training and positioning of
roles and responsibilities in the green space.

Green Computing 11
●● The International protocols on greenhouse gases on greenhouse gases

on greenhouse gases on greenhouse gases on greenhouse gases on Notes
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greenhouse gases on g (GHGs).
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●● Argues for the adoption of ISO 14001 as a family of standards for the
environment within an enterprise.
●● Discusses carbon data metrics and measures in order to better understand
and mitigate the sources of carbon generation both within and outside the
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enterprise.
●● For real-time measurements and utilisation of carbon data, including the use
of mobile technology and smart metres.
●● Discusses and recommends the use of Carbon Emissions Management
Software (CEMS) for carbon metrics, measurements, and reporting.
●● This document explains how to conduct Green IT audits for the purposes of
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reporting and compliance.
●● Examines the future challenges affecting an organization’s environmental
performance.
An environmentally responsible business strategy (ERBS) is a well-balanced mix
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of the organization’s business and environmental objectives. By perceiving the firm
holistically as an ecologically conscious organization, synergy between business,
technology, and the environment can be realized. This is a very different approach than
the fragmented approach to Green IT, or the method that focuses on “quick runs” that
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have a short-term impact on reducing an organization’s carbon footprint but do not
deliver long-term green value to the organization.
As the preceding list demonstrates, a Green IT strategy provides a lot more value
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to the enterprise that goes beyond the confines of IT. Under the umbrella of green
business strategies, the outcomes of Green IT strategies and policies, as well as a
method for putting them into practise, are analysed, modelled, explored, and reported.
As a result, an ERBS (Unhelkar, ERBS, Cutter Report, 2010c) can be used to describe
a green business strategy.
ity

Am
As previously stated, information technology is an inescapable and integral

(c)
aspect of modern business. In fact, IT and business processes are so linked that it’s
difficult to picture any current core business function without it. IT, particularly with
communications technology, is a creative cause for many novel and wide-ranging
business contacts in addition to being a vital support to business processes. In today’s

12 Green Computing
intensively analyzed, networked, and interconnected world of business, the aphorism

Notes “Business is IT” is even more pertinent. A typical banking, insurance, hospital, or airline
e
process would be impossible to envision without IT.
li n
Since the synergy between business and IT, increased business growth
necessitates increased IT growth. As a result, there will be more IT-based carbon
generation. Jain (2011) cites studies that indicate how IT use affects the environment.
These studies show the numerous levels at which information technology has an impact
On
on the environment. The manufacture, usage, and disposal of IT hardware has an initial
degree of effect that directly affects the environment. The influence of IT on changes in
structure and behavior causes the subsequent level of impact. Plepys (2002) posits a
rebound effect as the result of abundant and widely available IT resources being used
in excess of other resources. The impact of information technology on carbon footprints
can be seen in global trade, which cuts beyond organizational and regional barriers.
ity
For example, the European Union (EU) has issued a directive requiring all
enterprises operating within the Union to meet their carbon targets. This means that in
order to trade with organizations in the EU, service providers from other regions must be
carbon compliant.
ers
Financials, travel, and hospitals are examples of verticals. IT and its emissions have
are all affected fundamentally. While these industries are not IT in and of themselves,
there is almost no transaction that can be completed without IT being a part of it. The
process of acquiring an insurance quote, purchasing an airline ticket, and checking the
availability of a doctor all rely on information and communications technology.
iv
Each process necessitates an underlying database (or data warehouse), a
communication medium (the Internet and all of its add-ons), user interfaces, data and
transaction security, and overall user experience considerations. As a result, modelling,
Un
evaluating, and enhancing any of these processes necessitates taking into account
all IT components. Changes to these processes’ technological systems and database
components have an impact on their business aspects. In reality, separating the IT side
of these operations from the fundamental business aspect is getting increasingly difficult.
As a result, many analysts feel that the IT industry may play a significant role in
ity
lowering GHG emissions (Tang, 2008). Philipson (2010) just produced a whitepaper
in which he categorizes the role of the IT industry in total corporate environmental
performance. The technology to reduce IT’s carbon emissions, as suggested in
that paper, is currently available. “Political will and suitable economic initiatives are
also required elements, which can be aided in many circumstances by appropriate
Am
government policy.”
To begin with, this shows that a reduction in the organization’s overall carbon
footprint can be achieved by focusing on IT-related emissions. Reduced IT-related
emissions, such as those from the data center and end-user monitors, will have an
immediate and positive impact on the organization’s overall carbon footprint. More
importantly, as Unhelkar and Philipson (2009), Murugesan (2008), Unhelkar (2010a
and 2010c), and others have proposed, IT in systems and processes can be positive
(c)
enablers across the entire organization, providing opportunities to reduce both the IT
and non-IT aspects of an organization’s carbon footprint.

Green Computing 13
As a result, IT issues are important and mandatory in talks about company

efficiency and effectiveness. As a result, these IT-driven business interactions are Notes
e
directly linked to the creation of carbon and other GHGs. The more the relationship
between IT and business, the more carbon is blasted into the atmosphere. As a result,
li n
investigating and improving IT-related operations that produce GHGs will result in a
reduction in the overall carbon footprint. Similarly, increasing the efficiency of business
interactions facilitated by IT will lower the amount of carbon released by the company.
This continual interplay between business and the environment is depicted in the
On
diagram below.
In Figure below, the IT sheath that encircles the business is represented on the
left. Any company action that incorporates IT, which most do, has an environmental
impact. An arrow from left to right depicts the carbon impact. The influence of corporate
operations on the environment through IT must be understood in three ways: by
ity
looking at the length of time, the depth of activity, and the scope of the carbon effect.
The higher the intensity of business activity, the more carbon is produced. As a result
of this increased awareness of environmental issues, the way IT is structured and
administered has changed (as is attempted here). As a result of this effect, an upgraded
IT sheath that is optimized and efficient would be created. As a result, the lean
ers
approach to business is easily relevant to Green IT plans; a lean firm would also have a
corresponding lean IT, allowing the idea that lean is green to flourish.
Understanding the intertwining of business and IT, as well as the background
concepts of lean business, aids in identifying the sectors of business that are
iv
particularly carbon intensive. Consider a basic web-based approach for paying
insurance premiums, for example. Payment used to be done manually by mailing
a check (check), but now it can be done online or over the phone using BPAY or a
credit card. As a result of the employment of IT in the process, an electronic process
Un
will produce carbon. The larger the number of transactions and, as a result, the intensity
and breadth of coverage of IT in their processing, the more this insurance business
grows and expands across areas.
The utilization of IT systems and its associated hardware, software, networks, and
communications will increase as the number of BPAY transactions increases. While
ity
information technology (IT) offers the required fuel for running and extending existing
and new corporate processes, it also serves as the foundation for increasing carbon
emissions. A business’s growth and expansion, such as the aforementioned insurance
business, will necessitate additional IT investments. The environmental impact of those
IT investments is now being considered. The carbon costs must now be factored into
Am
the databases, business rules, user interfaces, security and privacy, and the overall
customer experience that the company envisions.
While costs might previously be justified if they improved customer experience,
they can no longer be justified solely on the basis of their carbon content. In fact, if a
good customer experience is carbon intensive, an educated client base may not accept
it. An organization’s endeavor to use lean principles is translated and applied here as
lean-green principles. Various process elements that support lean ensure that this isn’t
(c)
done at the expense of the environment’s reputation.
The following are the specific areas of IT systems, processes, architecture, and
people that have an impact on an organization’s carbon footprint. These IT areas have

14 Green Computing
a dual impact: increasing business operations through these packages increases the
Notes organization’s carbon footprint, but optimizing business processes and backend IT
e
servers and networks has the ability to minimize the organization’s carbon footprint.
These IT topics are explored in the following order:
li n
●● Software Applications and Packages: These are the organization’s existing
ERP/CRM/SCM software that require a thorough overhaul to add green
factors. These apps will be changed to allow for the integration of real-time
On
carbon data from within and outside the company. Energy data, collected via
various methods as smart meters, is directly inputted by users or updated via
interfaces from other systems (such as power usage calculating systems).
Carbon usage data is then entered into the organization’s financial-type
calculators to determine the appropriate carbon calculations.
●● Carbon Trading Applications: With the possibility of carbon trading on the
ity
horizon, these organizational applications will be aimed toward doing analytics
on real-time (mobile) data, allowing the organization to see trends in its own
carbon performance as well as the market’s. In the carbon economy, carbon
reporting technologies will play an equally important role.
●● Green Enterprise Architectures: It is the creation of innovative enterprise
●●
ers
architectures from the bottom up that take a fresh look at enterprise
applications from a green standpoint.
Green Infrastructures: It is a branch of IT that deals with the organization’s
buildings, data centres, vehicles, and other nonmovable and movable assets.
iv
The organization’s IT and non-IT infrastructure assets must be investigated
in terms of their design, development, operations, and decommissioning.
For example, most data centre buildings older than a quarter-century are
Un
simply storage facilities for servers. These structures give the green aspirant
organization with the choice of either upgrading their operational effi ciency or
completely replacing them with purpose-built data centres.
Virtualization, aisle restructuring, and improved attitude through training and
similar activities are examples of efforts to increase operational efficiency. The
addition of additional processes and services leads data centre directors to
ity
look for ways and technologies to increase their data center’s performance.
Organizations such as HP, VMware, and IBM (for example, blade servers)
offer hardware technologies that combine greater performance with
comparative carbon efficiency.
●● Governance standards (such as ITIL and CoBIT) should be revisited to
Am
ensure that important Green policies are reflected in their application. The
organization’s carbon initiative is also reflected in how the governance rules
are applied.
●● People: IT products and services with a corresponding green angle include
social networks and employee/worker socialising solutions. The end-users’
attitude, as well as the extent to which they are trained and educated in
resource efficiency, as well as the feedback supplied to them on their carbon
(c)
usage, are critical factors in the development of a Green IT culture within and
around the firm.
●● Dynamic Social Groups: The formation of social groups that reflect their

Green Computing 15
usage and consumption patterns can lead to not only targeted marketing
and sales, but also to improved green credentials for the firm. Customers Notes
e
and employees, as well as suppliers and other business stakeholders, form
a tangle of dynamic groups whose shared interests, trust, direction, and
li n
disintegration give a Green firm enormous societal significance.
●● Wired and Wireless Communication: Green IT has implications for the way
various communications technologies are exploding. The Internet’s Quad
capabilities (Video, Audio, Data, and Television) will further blur the line
On
between television and the Internet. “On the Internet, TV may be extremely
readily viewed live or afterwards, therefore allowing larger access to specific
information,” predicts Vince Kellen (2010). High-definition streaming will
skyrocket as high-definition technology progresses and the number of related
edge devices grows.” As a result, the way these wired and wireless networks
are designed and deployed will have an impact on the organization’s carbon
ity
footprint. Advances in networking technologies, such as self-correcting networks
and cognitive networks with energy-conscious nodes that switch performance
based on demand, will serve as a foundation for reduction, as well as the
automatic computation and reporting of carbon data linked with them.
●●
ers
Emerging Cloud Technologies: Computing is becoming more decentralized,
and having a separate data centre is no longer the luxury it once was. The
nebulous Cloud, which consists of a variety of technologies such as networks,
storage, and services, allows businesses to tap into the world’s storage and
computing capacity. The resulting synergy is linked to the amount of carbon
iv
produced by cloud users. A cloud, in essence, allows for the sharing of large-
scale data storage, computation, and analysis while lowering overall carbon
emissions.
Un
●● Green Peripherals: It is the region that includes printers, copiers, shredders,

and other office equipment that is associated with IT and contributes to the
organization’s overall carbon footprint. While a single sanitary item may not
cause a significant visible emission, these peripherals have a significant
impact on a g rowing organization’s carbon footprint (ACS 2007).
●● Renewable Energies: Alternative sources of clean and green energy, such as
ity
solar, wind, and nuclear power, are included. These sources of energy will be
evaluated individually in terms of cost and carbon contribution calculations. As
a result, they will have a significant impact on a rising organization’s IT usage.
●● Efficiency Solutions based on IT Systems are being developed. These
Am
solutions would include energy performance measuring, monitoring, and

reporting. These technologies would also monitor and control resource
consumption including consumption of energy.
●● Design, Development, and Application of Power Efficiency in IT and Non-IT
Hardware: This would encompass not only power efficiency in electronic chip
designs, but also growth into green power grids and equipment control via
software and operating systems.
(c)
●● Adherence to Regulations and Standardization: Participation in the

development of new standards, agreements, and consortium-based protocols
is required.

16 Green Computing
●● Recycling and Disposal of IT Hardware: This will have an impact on the

Notes procurement as well as disposal of IT hardware that is associated with
e
efficient equipment design and ethical disposal after use.
li n
End-user devices (typically a large number of computers, laptops, and mobile
devices), large data servers residing in the organization’s data centers, networks and
communications equipment (such as switch gears, routers), and buildings and related
infrastructure (such as the data center building) all contribute to the organization’s
On
carbon emissions. Through their emissions, these numerous IT elements represent
a risk to company. In the context of Green IT, a complete metrics and measurement
framework is necessary as an inherent part of the IT-business connection.
The primary IT fields that influence the environment through their incorporation in
the business are summarized in Table given below.
ity
Major IT Area Influencing Environment
IT Areas Major Environmental Influence
End-user devices Large numbers of these devices, together with their rapid
(desktops, obsolescence that depends on factors other than their
laptops, mobiles)
Data center
servers
iv ers
usefulness. Aim to reduce the number of devices and the
emission per devices.
Growth of business associated with greater transactions

invariably requires greater number of servers. Together
with their backups, security, and mirroring requirements,
these servers substantially impact the carbon generation.
Techniques of optimization and virtualization need to be
incorporated in data server management.
Un
Communications These equipments, usually part of the data centers, increase

equipment in numbers and usage with growth in transactions. New
(switches, networking technologies, self-healing networks, and use of
networks) mobile networks over wired ones can be part of the Green IT
strategy here.
ity
Infrastructure Greater the number of servers and office machines, more is

(buildings, the office space required. This increase in physical facilities
towers) and infrastructures have their own carbon impact that
contributes to the carbon footprint. Building architecture and
design, policies and practices for its operation, and maximum
Am
use of space as well as location are of importance here.
Metrics and Inclusion of new KPIs for carbon-related performance in the

measurements measures.
Risk Includes risks associated with not controlling emissions. Also

management includes the risks that may come due to green enterprise
transformation.
(c)
Business and Environment

As stated earlier in this chapter, the primary means by which the business and

Green Computing 17
the environment interact is through information technology. Businesses have benefited

from IT since it has allowed them to grow their capacity, reach a global client base, Notes
e
and improve the customer experience. Businesses have also been able to streamline
internal processes such as inventory management and HR management, as well as
li n
reduce operating expenses, thanks to IT. IT resource provisioning, in particular, isn’t
only confined to databases and application servers. Instead, IT is deeply ingrained in
business processes*, making them more cost-effective and/or allowing companies
to grow and expand. The use of IT with care to have a low carbon footprint is now a
On
priority for both business and IT. Global initiatives on greenhouse gas emissions, such
as the Copenhagen conference, place a greater emphasis on the political and legal
aspects of carbon emissions. The responsible and sensitive application of technology in
the workplace is frequently put to second place, trailing the sociopolitical difficulties that
accompany these challenges.
Technological advancements are measured in terms of the value they contribute
ity
to businesses, particularly in the information and communication area. Consider
recent advancements in information technology (e.g., high-end data servers,
sophisticated desktop computers with low-power using monitors, and a wide range of
laptops), telecommunications (e.g., broadband Internet, mobile devices, transmission
ers
towers, and switch gears), and related technologies (e.g., the ever-improving
gadgetry of ubiquitous photocopiers and shredders). Businesses have employed
these technologies in the past, but there is now a case to be made that they should
pay more attention to their use of these technologies in the future to reduce their
overall contributions to GHG emissions. Sir Nicholas Stern accurately identified and
iv
emphasized the relationship between the environment and the economic (financial)
stability and prosperity of business organizations in his now well-known Stern Report
(2007).
Un
This association is extremely valuable because it prepares the way for businesses
to adopt “business sense” and implement plans and initiatives to reduce GHG
emissions, particularly those caused by the use of technology.
The key to developing Green IT plans for businesses is to consider the entire
organization. While the practical implementation of those plans will be dependent on
ity
various levels of complexity among departments and user groups, a unified strategy
will allow the company to consolidate its effort. As a result, the organization itself is the
starting point for a green business. Indeed, the organization will be broken into many
smaller, departmental-level manageable chunks during the execution of the green
enterprise transformation programme; the Green IT strategy itself cannot be for a
Am
single unit of the business. Unified strategy, on the other hand, will apply to the entire
organization as a whole. Is unified approach provides crucial checks and balances
in the organization’s Green IT efforts. Individuals or single departments can always
try to become green by implementing their own processes and practices, as long as
the effects of these changes do not result in an increase in carbon and expenses
elsewhere. The significance of having an ERBS is that it pushes the company away
from one-time or ad hoc process deployment and instead provides a long-term
(c)
strategy to the enterprise’s governance that incorporates all of its business dimensions.
The increasing impact of legislation also means that the organization’s directors and
leaders will be held accountable for the organization’s carbon emissions. The directors’

18 Green Computing
responsibility for the financial performance, governance, and reporting of the company’s
Notes financial data is similar to the directors’ responsibility for the financial performance,
e
governance, and reporting of the company’s financial data. Participating in a Sarbanes-
Oxley-type regulation that effects carbon performance and reporting (addressed by
li n
Raisinghani and Unhelkar, 2007) would not be out of place; a legislation that places
personal responsibility for emissions on the directors would not be out of place.
On
ity
iv ers
A green business incorporates both IT and non-IT aspects of carbon reduction.
Turning off monitors and recycling laptops concentrates attention on an important

Un
but minor aspect of an organization. A holistically green enterprise can be achieved by

reducing IT emissions while also utilizing IT to minimize the rest of the organization’s
emissions.
IT’s communication capabilities—particularly web services—can eventually lead to

collaborative environmental intelligence that spans several organizations.
ity
The discussion thus far has emphasized the various levels and manner in which
IT affects an organization’s carbon footprint. Because IT is sometimes the source of
carbon emissions, turning off computers while they are not in use has an immediate
impact on reducing those emissions. When IT is a key enabler of numerous business
processes, such as supply chains and inventory management, it must be leveraged
Am
creatively to reduce the overall business processes of the organization.
The diagram below depicts the various levels at which IT affect a business.
Imagining the enterprise as a consolidated and green enterprise with various sections
of IT directly responsible for emissions, as well as other factors that go beyond the IT
aspect of a company’s carbon footprint.
The diagram below depicts four encompassing layers of an enterprise’s

(c)
comprehensive Green IT vision:
1. IT as a Producer: The very first attempt at Green IT by a company is to manage

the emissions created by the IT devices themselves. Attempts to reduce IT’s

Green Computing 19
own emissions, which are based on end-user computer emissions as well as

those from data centers containing servers and telecommunication equipment, Notes
e
as indicated in Figure below.
li n
2. IT as an Enabler: This area of IT encompasses its application in reducing
emissions across all aspects of a company. At this level of a green organization,
we, IT systems, supply chains, contents, and measurements, as well as specific
CEMS, all play a role. Controlling the acquisition and disposal of IT equipment
is also part of IT governance.
On
3. Green Enterprise: It is the level at which a firm applies environmental strategy
to all elements of its business, regardless of IT. While IT is still an important
element of this endeavour, a green enterprise also works with infrastructure and
buildings, people and attitudes, legal and standards, marketing and sales—all
of which are aided by IT.
ity
4. Green Collaboration: Beyond a single organization, this is a collaboration
of green enterprises that may come together as a result of their shared
interest in a common vertical market or by delivering collaborative services
using web services on a worldwide scale. Collaborative organizations are
consortium-based approaches to reducing carbon emissions across numerous
ers
organizations. While they are the most difficult and complex Green IT effort,
their effects persist far longer than those of a single organization.
iv
Un
ity
Am
Envisioning green enterprises—beyond Green IT
Green enterprises have qualities that demonstrate their knowledge of their carbon
footprints throughout all dimensions and departments of the business. Green businesses
also demonstrate clear corporate plans and practices that are aligned with their carbon
(c)
reduction efforts. These green firms have astute and visionary corporate leadership, as
well as enhanced preparedness in risk management that identifies and manages the
organization’s strategic pressure points (such as those identified by Haas (2004) and
Melnick (2005) and further developed by Hercheui (2011)). The end outcome of long-term
20 Green Computing
and deliberate effort is a green enterprise and green cooperation. While the so-called
Notes low-hanging fruits of small-time effort aren’t ignored, they aren’t the primary emphasis of
e
this strategy. Individual employee attitudes, end-user gadgets, data center organization,
supply chain system adjustments, and the usage of CEMS for data collecting and
li n
reporting are all examples of green enterprise characteristics. Green businesses are
not only reducing and optimizing their emissions, but they are also preparing for the
impending carbon trade, which is expected to dominate the next decade.
On
In domains like globalization and process reengineering, an approach to
recognizing the core characteristics of an organization and bringing about change has
been undertaken. According to Bartlett and Ghoshal (1998), which is also explored
by Lan and Unhelkar (2005), businesses should rethink and strengthen their key
organizational features in order to succeed in their globalization efforts. These methods
can also be applied to a green organizational effort. These features have been
extended by Moran and Riesenberger (1996) into a set of key organizational qualities
ity
known as the vision, strategic points, and values. The core organization features,
as stated in Figure above and discussed in detail next in the context of a green
organization, are green vision, green strategic points, and green values.
Green Vision
ers
The formulation of an appropriate global strategic vision for an organization is
known as green vision. Is vision, based on the arguments thus far? In this chapter,
need to be holistic? A vision that is sectional or fragmented will not result in a green
organization that benefits from carbon reduction efforts in the long run. It is expected
iv
that the CEO, in collaboration with the board, will comprehend and assess the trend of
environmental elements, as well as review the enterprises and industry’s positioning in
light of these trends.
Un
This green vision must also include a presentation and discussion with employees,
as well as the adoption of their perspectives. Is the organization’s future in the carbon
economy encompassed by its green vision? As a result, this vision might encompass
not only what a cost-effective company will be, but also new commercial opportunities
in emerging green sectors. Acceptance and support for a green strategic vision will be
required throughout the organization.
ity
Furthermore, clients and business partners who will invariably be affected by

future developments must be taken into account while developing a strategy. External
stakeholders can also contribute to this vision, especially if they have gone through
Am
change as a result of their own green enterprise transformation.
Check your Understanding

State true or false
1. In domains like globalization and process reengineering, an approach to recognizing the

core characteristics of an organization and bringing about change has been undertaken.
2. The very first attempt at Green IT by a company is to manage the emissions created
(c)
by the IT devices themselves.

3. The key to developing Green IT plans for businesses is to consider the entire
organization.

Green Computing 21
4. The formulation of an environmental strategy and the corresponding regulations

for Green IT are only part of developing a holistic approach to an environmental Notes
e
strategy.
li n
5. Green computing aims to achieve economic viability while also improving the way
computers are utilized.
Fill in the blanks
On
1. The formulation of an appropriate global strategic vision for an organization is known
as________.
2. ___________’s (2008) definition is particularly comprehensive: ‘the study and
practice of efficiently and effectively designing, manufacturing, using, and disposing
of computers, servers, and associated subsystems (such as monitors, printers,
storage devices, and networking and communications systems) with minimal or no
ity
environmental impact.’
3. Green IT” is defined by ________ (2009) as “the science and practice of efficiently
utilizing computing resources.”
4. With the possibility of ________ on the horizon, these organizational applications will
5.
ers
be aimed toward doing analytics on real-time (mobile) data, allowing the organization
to see trends in its own carbon performance as well as the market’s.
_____________ is the region that includes printers, copiers, shredders, and other
office equipment that is associated with IT and contributes to the organization’s
iv
overall carbon footprint.
Summary
Un
●● Green IT is the science and practice of efficiently and successfully designing,

●● Green IT is a field of information technology that is currently in its early stages of
development.
ity
●● Energy Star is a voluntary labelling programme created by the US Environmental

Protection Agency in 1992 to promote and recognize energy efficiency in monitors,
temperature control equipment, and other technology. As a result, sleep mode has
become widely used in consumer gadgets. The term “green computing” was most
Am
likely originated soon after the Energy Star programme was launched.
●● Murugesan’s (2008) definition is particularly comprehensive: ‘the study and
practice of efficiently and effectively designing, manufacturing, using, and
disposing of computers, servers, and associated subsystems (such as monitors,
printers, storage devices, and networking and communications systems) with
minimal or no environmental impact.’
●● With the focus on business and the environment cooperating, the need to dispute
(c)
the true cause of climate change is diminishing. There’s less urgency to figure out
what’s causing climate change, and more room to start combining sound business
and environmental policies.

22 Green Computing
●● IT executives are finally feeling the push to implement a Green IT or Green

Notes Computing strategy. Executive boards are finally realizing that embracing
e
green concerns and committing to a low carbon footprint can provide a genuine
competitive advantage.
li n
●● Green IT also has tangible cost savings for the firm, which makes it simpler to
sell to sceptic boards of directors. We can save money on equipment, power, air
conditioning, and support by implementing a Green Computing or IT strategy. This
is true across the board, not just in data centers and server rooms, but also on
On
desktop computers.
●● Information technology (IT) has an impact on business, which in turn has an
impact on society and the general environment in which the organization operates.
●● The vast expansion of household gadgets, the employment of computers in
schools and hospitals, the popularity of social networking, and the high level of
ity
communications technology (such as a GPS) in automobiles all demonstrate the
direct influence of IT.
●● The formulation of an environmental strategy and the corresponding regulations
for Green IT are only part of developing a holistic approach to an environmental
strategy. A strategy and plan for a staged transition from the current state of an
●●
ers
enterprise to a green enterprise is also required.
Since the synergy between business and IT, increased business growth
necessitates increased IT growth. As a result, there will be more IT-based
carbon generation. Jain (2011) cites studies that indicate how IT use affects
iv
the environment. These studies show the numerous levels at which information
technology has an impact on the environment. The manufacture, usage, and
disposal of IT hardware has an initial degree of effect that directly affects the
environment.
Un
●● Plepys (2002) posits a rebound effect as the result of abundant and widely
available IT resources being used in excess of other resources. The impact of
information technology on carbon footprints can be seen in global trade, which
cuts beyond organizational and regional barriers.
●● The key to developing Green IT plans for businesses is to consider the entire
ity
organization. While the practical implementation of those plans will be dependent

on various levels of complexity among departments and user groups, a unified
strategy will allow the company to consolidate its effort.
●● Green enterprises have qualities that demonstrate their knowledge of their carbon
footprints throughout all dimensions and departments of the business. Green
Am
businesses also demonstrate clear corporate plans and practices that are aligned
with their carbon reduction efforts.
●● The formulation of an appropriate global strategic vision for an organization
is known as green vision. This green vision must also include a presentation
and discussion with employees, as well as the adoption of their perspectives. A
vision that is sectional or fragmented will not result in a green organization that
benefits from carbon reduction efforts in the long run. It is expected that the
(c)
CEO, in collaboration with the board, will comprehend and assess the trend
of environmental elements, as well as review the enterprises and industry’s
positioning in light of these trends.

Green Computing 23
Activity
Notes
e
1. Prepare a presentation on the topic “Green Enterprise”.
2. Formulate a case study describing the effects of green computing on business, IT
li n
and environment.
Questions & Exercises

1. What do we mean by Green IT?
On
2. How does IT relate to business? What is the impact of this close relationship between
IT and business on the environment?
3. What role do people play in improving the Green IT performance?
4. State the effects of green computing on business, IT and environment.
5. What are the objectives of green computing?
ity
6. What is the relationship between technology and environment answer in reference
to green computing.
7. What are the characteristics of green enterprise?
8.
9.
Write a short note on green vision.
Establish the link between business and environment.
10. What are emerging Cloud Technologies?
ers
Glossary
iv
1. Green IT: it is the science and practice of efficiently and successfully designing,
Un

2. Green Vision: The formulation of an appropriate global strategic vision for an
organization is known as green vision.
3. IT: Information technology is the use of computers to create, process, store, retrieve,
and exchange all kinds of electronic data and information.
ity
4. Green IT: (green information technology) is the practice of environmentally sustainable

computing.
5. The Green Grid: is a global industry consortium dedicated to advancing energy
efficiency in data centers and business computing ecosystems.
Am
6. Green Peripherals: It is the region that includes printers, copiers, shredders, and
other office equipment that is associated with IT and contributes to the organization’s
overall carbon footprint.
References (Images/Graphs/Tables/Text)
1. Green IT Strategies and Applications using Environmental Intelligence by Bhuvan
Unhelkar.
(c)
2. Green Information Technology: A sustainable approach by Collin Pattinson.
Further Readings

24 Green Computing
1. ACS. (2007). Cover Story: “ICT Gets Its Green House in Order” (Information
Notes Age—publication of the Australian Computer Society including the A CS policy,
e
2007), October/November 2007.
li n
2. Ambec, S. and Lanoie, P. (2008). Does it pay to be green? A systematic
overview. The Academy of Management Perspectives, 22(4): 45–62.
3. Bartlett, C. A. and Ghoshal, S. (1998). Managing Across Borders: The
Transnational Solution, 2nd ed. Harvard Business School Press, MA.
On
4. Bell, S. and Morse, S. (2008). Sustainability Indicators: Measuring the
Immeasurable?, 2nd ed. Earthscan, London.
5. Bradfield-Moody and Nogrady. (2010). The Sixth Wave, Random House
Australia—Published: 1/Apr/2010 - ISBN: 9781741668896.
6. British Petroleum’s Oil Leaks in the Gulf of Mexico and the Icelandic Volcanic
ity
Ash (2010). Achieving business benefits by implementing enterprise risk
management. Cutter Executive Report, 7(3), July 1, 2010, Enterprise Risk
Management & Governance Service (coauthored with Sherringham, K.).
7. Brown, D. (2008). Environmentally friendly credentials are influencing business
8.
ers
outsourcing decisions. Strategic outsourcing. International Journal (Toronto,
Ontario).
Cameron, K. W. (May 2009). The Road to Greener IT pastures. Computer,
42(5): 87–89.
iv
9. Chen, A. and Boudreau, M. (2008). Information systems and ecological
sustainability. Journal of Systems and Information Technology.
10. Dedrick, J. (2009). Green IT. Proceedings of AMCIS, Paper 717. Fifteenth
Un
Americas Conference on Information Systems San Francisco, California

August 6–9, 2009.
Check your Understanding – Answers

State true or false
1. True
ity
2. True
3. True
4. True
Am
5. True
Fill in the blanks

1. green vision
2. Murugesan
3. Lamp
(c)
4. carbon trading
5. Green Peripherals

Green Computing 25
Unit -1.2: Energy Scoop and Green Computing

Notes
e
Objectives:
li n
●● Understand green strategic points.

●● Learn about green value.
On
●● Comprehend green IT opportunity.
●● Analyze challenges of a carbon economy.
●● Evaluate environment intelligence.
●● Learn about business intelligence.
ity
●● Understand green disposal.
Introduction
iv ers
Un
ity
Am
The ecologically responsible use of computers and related resources is known as

green computing. Implementing energy-efficient central processing units, servers, and
peripherals, as well as reducing resource usage and properly disposing of electronic
waste, are examples of such techniques (e-waste). It is also defined as the process of
developing, manufacturing, utilizing, and disposing of computing systems in such a way
as to minimize their environmental impact. Green computing’s main goals are to limit
the use of poisonous and hazardous chemicals, enhance energy efficiency, and recycle
(c)
industry waste. The requirement for green computing is to save energy and money.
Green computing is an emerging computing technology that provides Green

Information Technology (Green TI/GC) in the field of computer science engineering and

26 Green Computing
technology. It is primarily used to save the environment, reduce energy consumption,

Notes and maintain a green environment. The major goals of green computing are to increase
e
energy efficiency and reduce the use of hazardous chemicals. Finally, green computing
focuses on approaches to reduce total environmental impacts.
li n
“Going Green” is a growing movement that is quickly establishing itself as the
favored method of saving the environment. This is now evident in many facets of our
lives, including recycling, energy-efficient electronics, renewable energy sources,
On
environmentally friendly automobiles, and green structures.
Under the concept of “Green Computing,” computing has also established its role
in helping to save the environment. Green computing is the use of computers and their
resources in an environmentally responsible and eco-friendly manner. In a broader
sense, it’s the study of how to design, engineer, manufacture, use, and dispose of
computing systems in a way that has a low environmental impact. Green Computing,
ity
also known as Green Technology or Green IT, has quickly risen to the top of the
technology usage rankings.

iv ers
Un
ity
Am
(c)

Green Computing 27
An organization’s operational behavior cannot be represented by a flat or linear

graph. Operationally, the UN’s performance can be compared to a seismograph, Notes
e
with ups and downs at various spatial and temporal points inside the organization.
These are the ups and downs where an organization feels stressed about its carbon
li n
performance in relation to this issue. These are the strategic points of an organization
that have an impact on its structural and dynamic processes or characteristics. The
organizational structure, particularly in the global setting, has challenges, pressure
points, and barriers that are dispersed throughout the organization.
On
In a large organization, the human resource (HR) department, for example, faces
the issue of maintaining hierarchies and levels of personnel; nevertheless, the effort
of maintaining hierarchies is subsumed by the effort of sustaining business processes.
These changes result in an unstable workforce that may lack the necessary attitude
or willingness to modify their minds about carbon emissions. At other occasions, an
organization’s dynamic, process component produces pressure by having waste
ity
wool procedures with slack in them, requiring management action. Temporarily, an
organization may perform effectively in one area of business but not in another.
As a result, the organizational structure and dynamics are always competing with
one another, resulting in pressure points. If these pressure points can be discovered,
ers
then they are the precise areas where green firms should focus their efforts. These
strategic elements can be used to establish a green strategy, green policies and
practices, and eventually a total transformation. These organizational pressure points
might be understood as green strategic points, especially in the light of this discussion
iv
on green IT. The requirement for enterprise architectural stability versus the need
to provide dynamic process models, or the need for manufacturing divisions to boost
throughput IT versus the need for HR divisions to enforce processes, are examples of
green strategic points.
Un
These green strategic points impose pressure on IT departments’ decision-makers.

Consolidation of servers vs. visualization, for example, or minimizing carbon vs. large
marketing that would necessitate new servers dedicated to electronic marketing, to
name a few examples of decision making.
When forces drive the organization in various directions: static versus dynamic,
ity
structural versus process oriented, high thought put versus efficiency, and low cost
versus low carbons, the organization feels the pressure. These are commercial
concerns, but in the context of green IT, they must be viewed in a new light, with a
carbon perspective in mind. As a result, the methodologies and procedures that
Am
businesses use to build and implement commercial strategies can now be used to
develop a green strategic plan. A green strategic plan is the organization’s basic
business strategy, but it is now prepared in light of the organization’s green pressure
points.
1.2.2 Green Value

Green businesses must operate under the assumption that their efforts to become
(c)
green businesses must generate and maintain long-term value for the company. The
formulation and implementation of green initiatives is ultimately intended to provide
this long-term green value for the firm. This value is a mix of tangible and intangible
benefits to the company’s employees, customers, and stakeholders. As previously
28 Green Computing
said, corporate efficiency and effectiveness are a powerful and visible motivator for
Notes organizations to pursue green activities.
e
li n
On
ity
ers
The case for green IT is more compelling than it has ever been. Green IT is gaining
popularity due to cost reductions. Green IT is a cost-effective approach for businesses
to save money since it reduces spending on equipment, energy, paper, and ink, as well
as providing tax advantages and other financial incentives.
iv
Businesses are obligated to be environmentally friendly as a result of
environmental legislation enacted to combat climate change. As a result, new business
prospects have arisen. Companies can create revenue and fuel employment growth in
Un
a low-carbon economy by supplying and maintaining energy efficient equipment and

inventing green technologies, to name a few examples.
Investing in green IT and informing others about it is effective public relations.

People believe global warming is a real threat, according to polls, and that more has to
be done to combat it. Companies who take initiative in this area demonstrate that they
ity
care about investors, customers, and consumers.
Roadblocks to Adopting Green IT

Change resistance, apathy, and competing priorities are all common issues. They
can, however, be overcome with education and leadership.
Am
The information needed to make informed decisions about green IT efforts is

frequently fragmented, and it must be gathered and analyzed holistically.
Manual data collecting makes putting together a thorough picture of a company’s

carbon impact challenging.

(c)
Green philosophy in general, as well as the “go green” movement and green
demands on corporate IT in particular, do not place an undue or unnecessary
load on IT systems, corporate IT departments, or functional units. Indeed, these
Green Computing 29
programmes allow us to revisit and assess our IT systems and processes in terms of
energy efficiency and resource use, allowing us to go lean on IT, reduce IT’s energy Notes
e
consumption, and reduce energy expenses. Until recently, IT operations and activities
were primarily concerned with reaching functional and performance goals.
li n
On
ity
ers
Green IT is both a challenge and a chance. The industry’s first attempt at Green IT
was to focus on the “low hanging fruit” (e.g., purchasing low-carbon emitting monitors
and turning off computers when not in use). These actions are still significant, but they
are far from strategic. The problem of decreasing carbon emissions is seen by Strategic
Green IT as an opportunity to optimize the business, make it leaner, and profit on that
iv
effort by expanding into new markets, trying new sales tactics, and partnering with
partners.
At the design, production, usage, reuse, and disposal stages, insufficient

Un
consideration was paid to aspects such as energy consumption, effective utilization

of IT resources, IT operations costs, or IT’s detrimental influence on the environment.
There is an urgent need to address these neglected or disregarded components, as
they are now critical for environmental protection. Going green necessitates the use
of technology. It is beneficial to information technology, businesses, and the entire
world. Though some may see turning green as a hardship at first, a closer look at
ity
green philosophy reveals that it involves better energy efficiency, resource usage,
waste reduction, reuse and recycling, and other benefits. This will provide the push and
motivation needed to make IT green and to leverage IT in novel ways to green all other
company processes.
Am
We must also consider green criteria from a different perspective. In the context
of increasing tighter environmental rules, stakeholder expectations, competitiveness,
brand or corporate image, and social responsibility, the costs of not becoming green
could be significant.
Green IT - greening of IT and greening by IT – will soon become a requirement,

not an option, according to a holistic and objective perspective. Even if one feels
overwhelmed by ‘go green’ programmes and demands, it is wiser to comply in the
(c)
interests of oneself and our world.

30 Green Computing
Facets of Green IT
Notes
e
Green IT refers to computer and information systems, as well as IT applications
and practices that help to improve and sustain our environment. Green IT is a facilitator.
li n
Green IT encompasses not only the development of energy-efficient IT systems, but
also the application of IT to the development of energy-efficient, ecologically friendly
business processes and practices, as well as manufacturing, transportation, and
structures.
On
Green IT can be regarded from three different angles and encompasses three
different techniques (see Figure below):
ity
iv ers
Three different angles of Green IT
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1. Greening of IT. IT is becoming more environmentally friendly. It is concerned with the

efficient and effective design, manufacture, operation, use, and disposal of computer
and communication systems (including hardware, software, storage, and networks),
with the goal of having a minimal or zero environmental impact. This is good for
the environment since it increases energy efficiency, reduces GHG emissions, uses
less toxic materials, reduces resource consumption, and encourages reuse and
ity
recycling. IT greening is often referred to as Green IT 1.0.

2. Greening by IT. This, also known as Green IT 2.0, focuses on reducing energy
and resource consumption and carbon footprint by leveraging IT and information
systems to support, assist, and leverage applications and activities in a variety of
Am
other domains and industry sectors. In addition to being environmentally friendly, IT

can aid in the creation of a more sustainable environment by:
●● Dematerialization is made possible by enabling dematerialization (replacing
physical goods by digital goods, virtual online meetings).
●● To reduce the environmental impact of the supply chain, industrial activities,
and organizational workflows, they must be coordinated, reengineered, and
(c)
optimized.
●● Increasing the energy efficiency of company operations, buildings, and other
systems.

Green Computing 31
●● Analyzing, modelling, and simulating environmental implications to aid

decision-making. Notes
e
●● Providing eco-management and emissions-trading platforms.
li n
●● Energy consumption and savings are audited and reported.
●● Environmental knowledge management and decision support systems are
available.
While Technology contributes to environmental contamination through its energy
On
use, hazardous waste generated during manufacturing, and e-waste that can pollute
the land and atmosphere, it can also be a savior. To put it another way, information
technology is both a solution and a problem in terms of environmental sustainability.
3. Using technology to promote environmental awareness and agenda. We should use

technology to raise green awareness among stakeholders, such as students and the
ity
general public, and to support green activities. Use of social media and interactive
visualization to raise awareness about the effects of environmental degradation,
global warming, and climate change, simulation systems for education and training,
and green electronic games are just a few examples.
ers
Green IT has a broad scope and potential, and we can use its power in new ways
to address pressing environmental concerns and make our IT systems – and their
use – greener.
Green IT will continue to be a major focus for many years to come, as it is both
an economic and an environmental necessity. Several case studies on greening
iv
initiatives show that companies that minimize their environmental (carbon) impact
save money and have a better public image. As a result, IT professionals, CIOs,
and IT support workers are being tasked with delivering environmentally friendly IT
Un
solutions (Wilbanks, 2008). When leveraged across the massive number of persons
and organizations around the world, even small measures taken by one individual or
organization can make a significant influence.
However, there is a wide range of green IT knowledge among businesses, IT

professionals, students, and IT users. Many people don’t know where to start or are
unwilling to use green IT. Although green initiatives are gaining traction in the business
ity
sector, some IT workers, executives, and IT departments believe the green mindset
places an undue strain on them. On closer inspection, though, they will see that going
green is a good plan.
Green initiatives allow us to revisit and examine our IT systems and processes in
Am
terms of energy efficiency and resource consumption, which can help us save money
on our energy bills.
Until recently, IT’s energy consumption, resource efficiency, operational expenses,

and negative environmental implications during manufacturing, use, and disposal
received little attention. However, now that the focus has been shone on IT, there is
a pressing need to address these often-overlooked components of environmental
protection for future generations.
(c)
Businesses must also consider the consequences of not becoming green in

light of tighter environmental rules, stakeholder demands, competitiveness, branding
and company image, and social responsibility. To innovate, create value, and gain a
32 Green Computing
competitive advantage, smart businesses will embrace an environmental strategy. They

Notes will profit if they see these difficulties as strategic opportunities.
e
Likewise, the greening of and by IT will become a necessity rather than an option
li n
in the near future. IT professionals must grasp green IT and its possibilities in order to
contribute to a more sustainable environment.
Publications that detail new developments, outline existing trends, and give
credible case studies proving the benefits of green IT will aid in this understanding and
On
drive to ‘green’ IT.
The carbon dilemma is viewed as a green opportunity in a strategic approach

to Green IT. Environmental issues have a long-term and strategic impact on the
organization’s overall corporate decision-making process (Garnaut, 2008; Stern, 2007).
It also indicates that, rather than focusing solely on operational levels, the hunt for
Green IT opportunities should extend to strategic levels. Business opportunities that
ity
include sensitivity and response to market conditions, legislative needs, reengineering
of business processes, a realignment of information exchange, integration of uniform
communications, and, above all, changing the business model to align with evolving
business trends and market opportunities will provide the greenest value to the
ers
business (based on Sherringham, 2011).
As a result, business decision makers are more directly involved in the

organization’s Green IT initiatives.
The corporate leadership’s initial involvement in the Green IT project may face
iv
a fundamental hurdle stemming from the leadership’s possible belief that carbon
efficiency and cost efficiency are in competition. There is also justifiable scepticism
about the future of the carbon economy, which includes carbon offsets and trade. Even
Un
the global riot of “nonconclusions” was welcomed as “one small stride for mankind”
at the recently finished Copenhagen summit. Effective use of green metrics and the
resulting ROI do take a tiny step, but it is a step in the right direction, in demonstrating
that costs and carbon efficiency are linked across many aspects of the organization.
Effective green metrics, on the other hand, can only be attained as the organization
matures and the CEMS is used effectively. This can take a lot of time and effort, both
ity
of which require upfront justification. For example, purchasing a CEMS or updating the
organization’s data center will help it climb the green maturity ladder, but these specific
measures need expenses that must be justified upfront. It is recommended that the
confluence of business priorities and environmental priorities be studied right at the
Am
start of the endeavor in order to decrease the pressure on an organization’s strategic

points with respect to its green difficulties. The regions where the two intersect should
clearly be the focus of the first attempt at Green IT initiatives.
These crossing areas, as depicted in Figure below, are where the greatest
possibility for Green IT success exists.
This problem is similar to the old C APEX vs. O PEX (Capital Expenditure vs.
Operational Expenditure) debate. Green IT’s strategic approach necessitates CAPEX,
(c)
but first and foremost, this project must demonstrate OPEX savings (Sherringham and
Unhelkar, 2011). In terms of strategy, as the business progresses into the overlapping
regions depicted in Figure below, the issues it faces from its Green IT projects become

Green Computing 33
more manageable as the entire organisation gains a greater understanding of them.

These overlapping domains move IT’s focus to a utility infrastructure that is used and Notes
e
applied as a knowledge worker assembly line (based on Sherringham, 2005).
li n
On
ity
ers
The real Green IT opportunity exists where the environmental and business
priorities are complimentary to each other.
To significantly reduce a company’s environmental footprint, all incumbency

iv
concerns (e.g., time, size, integration, cost, expectation) must be addressed while
supporting both current and future IT and business requirements.
Many significant activities of an organization are covered by the overlapping areas

Un
of business and IT described above. Reduced use of paper and electricity, improved
use of buildings and facilities, revised data centre management, efficient end-user
computing, supply chain optimization, up-skilling and training of people (including
dealing with their attitude, concerns, and reporting structures), dealing positively with
trade unions, compliance with legislation and other regulatory elements, and handling
public information are all examples of environmental initiatives taken by businesses.
ity
There is an aspect of IT that is integrally integrated in practically all of these areas of a

business’s activities.
The places where IT and the rest of the business interact are the areas where a
business’s Green IT project has the most chance of success at first. As shown in Figure
Am
above, the intersection of economic and environmental concerns is the area of strategic
points for Green IT transformation.
This viewpoint was justified by analyzing an audit conducted by the Australian

Computer Society (2007) on the quantity of carbon dioxide produced by Australian
businesses as a result of their usage of IT.
According to the survey, the IT industry accounts for 1.52 percent of total carbon
dioxide emissions, compared to 12.6% for road transport, 2.3 percent for metal
(c)
production, and 1% for the cement industry. According to these findings, the carbon
footprint is created by the combination of IT and non-IT parts of a firm. These figures,
as well as the discussion in the aforementioned paper, highlight the need of addressing

34 Green Computing
environmental challenges through the development of an organization-specific

Notes environmental strategy rather than an IT-focused one. While emissions directly related
e
to IT gadgetry such as monitors, laptops, and data servers can be decreased by turning
them off, the actual value of a Green IT strategy will emerge only when IT is viewed as
li n
a Green IT enabler throughout the enterprise.
This strategic and long-term approach focuses on the architecture, processes,

people, and technology to achieve substantial reductions in carbon emissions across a
On
wide range of industries. A comprehensive ERBS would judiciously leverage the entire
IT domain, including software applications and systems, business process modelling
and modification, and changing people’s attitudes and working styles. Previously,
the experiences of implementing such an effort across a major IT organization were
highlighted (Unhelkar and Dickens, 2008).
Murugesan has also described one of the simplest and most important techniques
ity
to assessing and ameliorating the negative effects of IT usage by businesses on the
environment (2007). There are additional efforts to explain the approach to developing
a Green IT strategy, as reported in a report by the Australian Computer Society. All of
these approaches can be summarized as follows:
●●
●●
●●
ers
Engaging key stakeholders is a critical first step.
Conducting Green IT audits to determine the current state of the organization.
Setting internal and external targets that describe the organization’s “to be”
position.
iv
●● Developing and implementing Green IT strategies and policies in a holistic
manner.
●● Use of a sophisticated monitoring and reporting system for regular monitoring of
Un
carbon emissions; participation and engagement of the organization’s personnel

in the Green IT effort; and indexing their own rewards and growth to the initiative.
●● Using a variety of outlets to publicize and promote the organization’s green
activities, both internally and outside.
●● Creating a comprehensive green enterprise transformation programmed
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optimization of IT resource usage based on positive changes in attitude and

underlying shift in the use of technologies.
●● Virtualization of servers and workstations to enable consolidation of hardware and
its power usage.
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●● Maintenance of ethical standards in the promotion of green achievements.

●● Formation of consensus within the organization on the Green IT initiative.
●● Creation of a comprehensive green enterprise transformation programmed
optimization of IT resource usage based on positive changes in attitude and
underlying shift in the use of technologies.
●● Implementation of the ISO 14000 family of green enterprise standards within
(c)
the organization; focus on connecting networks and communications, including

internet telephony, to consolidate power requirements both inside and outside the
firm.

Green Computing 35
●● Detailed analysis of renewable energy sources and the decision to use energy
exclusively from those sources, notwithstanding the possibility of higher energy Notes
e
costs.
li n
Green issues are integrated into business plans as a result of the aforementioned
considerations. These considerations are based on the belief that prospects for Green
IT and potential for an organization’s growth are inextricably linked. These Green IT
considerations and techniques end up creating potential for overall sustainability and
growth for the firm. Unhelkar (2010a and 2010c) presented a similar holistic, unified
On
approach to corporate transformation in depth in terms of mobile technologies.
As a result, an enterprise’s greening can be viewed as a barometer of the

company’s wisdom. The more knowledgeable an organization is, the more likely it is
to make the best use of its given resources. IT can be put to excellent use to increase
an organization’s capacity to create things or improve services while also maximizing
ity
environmental value.
As a result, increasing production capacity and efficiency reduces costs while also
having a good influence on the environment. For example, utilizing mobility to improve
a pharmaceutical company’s supply chain management system not only saves time and
money, but also benefits the environment.
ers
This is because Mobile Supply Chain Management (M-SCM) decreases wastages,
particularly in terms of packaging and information exchange amongst stakeholders,
thanks to its mobile-enabled business processes.
iv
Similarly, a company that deals with the distribution of goods and materials and
uses a mobile Enterprise Resource Planning (M-ERP) solution discovers that the
resulting optimal routing of transportation facilities not only lowers costs and improves
Un
customer value, but also has a positive impact on the environment by reducing
unnecessary goods and people movement. When an organization adopts mobile
technologies into its business processes, it must keep these diverse environmental
benefits in mind during production, distribution, recycling, design, process, and service
related activities.
Green IT: An Opportunity to Embrace

ity
According to some researchers, the green mindset in general and green demands
on company IT in particular do not burden IT systems, corporate IT departments, or
functional units disproportionately or unfairly. Green initiatives, in reality, allow us to
revisit and examine our IT systems and processes in terms of energy efficiency and
Am
resource utilization, allowing us to go lean on IT, reduce IT’s energy consumption, and
save money on energy bills. Until recently, IT operations and activities were primarily
concerned with reaching functional and performance goals. Energy consumption,
effective usage of IT resources, IT operational costs, and IT’s detrimental influence
on the environment during manufacturing, use, reuse, and disposal received very little
attention. We must now address these neglected or disregarded issues in order to
protect our ecosystem.
(c)

36 Green Computing

Notes
e
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On
India must reduce emissions for its own sake, but we must not compromise our
position in the negotiations. The principle of equity must be re-established. At home, it is
ity
in India’s best interests to act, and as part of their national action plan, the government
has formed eight climate change missions. The first, and most ambitious, is the solar
mission. The goal is to increase solar power to 1100 MW by 2013, with a US$ 20 billion
investment over 25 years. The second aim is to improve energy efficiency, and we have
ers
the “Perform, Achieve, and Trade Scheme” (PAT) for large Indian enterprises, as well as
a programme to replace incandescent lights with compact fluorescent lamps in homes
across the country. Sustainable Urban Development is the third mission. Under the
Jawaharlal Nehru National Urban Renewal Mission, the government seeks to improve
public transportation in ten cities and establish rules for sustainable habitat requirements.
iv
The National Water Mission, the fourth mission, will consolidate publicly available
data on water and focus on groundwater augmentation and water use efficiency.
The fifth initiative is the Green India Mission, which will result in an increase of 10
Un
million hectares of forest cover (still under preparation). The sixth objective focuses
on sustainable agriculture, including water conservation, water harvesting, and
enhanced soil management. The Himalayan Mission is the seventh, while the Strategic
Knowledge Mission is the eighth.
The questions for us in India are: Can we significantly reduce emissions when the
rest of the world has not been able to do so? What does it mean to have a low carbon
ity
growth rate? How much will it cost? And, without a worldwide agreement to fund our
transformation, can we afford it? We will undoubtedly pay a price for the transformation,
and India will focus on the low-hanging fruit. Because of the high cost of energy, the
country is already undertaking significant efforts to cut emissions. However, this is
Am
insufficient, and the technology emission reduction trajectory is stationary in the current
growth paradigm. Changes in our business practices are required.
Consider the power sector, which is heavily reliant on coal (67.8 percent). With our
current growth rate of 8%, a low-carbon strategy (which includes more installed large
and small hydropower projects, wind farms, and solar panels) might reduce our reliance
on coal-fired power plants to roughly 57.7%. If we continue on our current path, we will
be reliant on coal for 69.5 percent of the time. The total emissions avoided by choosing
(c)
low carbon over business as usual are 3.4 billion metric tonnes of CO2.
By 2020, however, all ‘low hanging’ choices as well as high-end commercialized

technologies will have been exhausted. The implications are as follows: innovative

Green Computing 37
technology, its development, and deployment are required, which will necessitate
drastic emission reduction targets in developed countries. We must ensure that Notes
e
discussions are conducted on the basis of equity.
li n
The goal of future politics should be to reach agreements based on constraints.
We must emphasize the need of sharing growth between and within nations. We must
establish strict emission reduction targets as well as a strict compliance procedure. In a
new world, we need new drivers for change.
On
The Green Economy is a new way of thinking about growth and development,
one that can lead to economic progress and improvements in people’s lives while
also promoting environmental and social well-being. Promoting the development and
implementation of sustainable technology is an important part of a green economy
strategy.
ity
The Green Economy Transition and Sustainable Technological Change
Over the last decade, there has been a lot of talk about how old economic models
need to be altered in order to deal with climate change, biodiversity loss, water scarcity,
and other pressing social and economic issues. This debate was sparked by the
ers
global financial crisis of 2008–2009, and these concerns have been transformed into
the notion of a “green economy.” In addition, countries all over the world adopted the
so-called 2030 Agenda for Sustainable Development, which includes 17 Sustainable
Development Goals. These goals emphasize that eradicating global poverty requires
measures that not only promote economic growth but also address a variety of
iv
social needs such as education, health, social protection, and job creation, all while
combating pollution and climate change. As a result, the sustainable development
goals create a true relationship between the ecological and economic systems. They
Un
also emphasize the importance of making the transition to a green economy, which
entails a fundamental shift toward more environmentally friendly ways of production and
consumption.
In this section, we concentrate on one of the most critical aspects of such a

transition: the creation of sustainable technological transformation, i.e., production and
consumption patterns that have far fewer negative effects on the natural environment,
ity
including the global climate. The article specifically covers a number of critical problems
in promoting – and overcoming – long-term technological transformation. These
difficulties are posed with the goal of communicating key findings from academic
research to policymakers, professionals, and the general public.
Am
Addressing climate and environmental issues clearly necessitates natural scientific

understanding as well as engineering competence in terms of the different technology
solutions that may be used to reduce negative consequences (e.g., carbon-free energy
technologies). Pursuing sustainable technological development, on the other hand, is
a cultural, organizational, political, and economic undertaking that entails a number
of non-technical obstacles. Many areas, such as energy generation, water supply,
and so on, can be regarded as socio-technical systems and/or innovation systems,
(c)
according to the so-called transitions literature. These systems are made up of a

network of participants (individuals, private businesses, research institutes, government
agencies, and so on), as well as the knowledge that these actors have and the relevant
institutions (legal rules, codes of conduct, etc.). To put it another way, the development

38 Green Computing
of new carbon-free technologies, for example, may necessitate the establishment

Notes of new value chains containing actors who have not necessarily interacted in the
e
past; this necessitates a relatively long process that can alter society in a variety of
ways, including legal changes, changed consumer behavior, distributional effects,
li n
infrastructure development, and novel business models.
To put it another way, in order to achieve long-term technological transformation,

economic and sociological adjustments are required in addition to technological
On
advancement. In reality, there are several examples throughout history that
demonstrate the need of addressing the organizational and institutional issues that
come with technological change and innovation. In retrospect, the societal benefits
of electricity in terms of productivity advances during the twentieth century were
enormous. Despite the fact that electrical energy was found in the late 1870s, electric
motors supplied less than 5% of mechanical power in American companies in 1900,
and it took another 20 years for their output to skyrocket. One of the reasons for the
ity
slow adoption of electric power was that existing factories had to change their entire
operating systems, including the production process, architecture, logistics, and the
ways in which workers were recruited, trained, and paid, in order to take full advantage
of the new technology. Footnote1 When assessing the impact of computers on total
ers
productivity in the second half of the twentieth century, a similar story emerges. For
a long time, many businesses placed money into computers with little or no return.
However, in this case as well, the new technology necessitated systemic changes
in order for businesses to benefit from the computer. This means decentralizing,
outsourcing, and streamlining supply chains, as well as providing consumers with
iv
additional options.
This key premise, that new technology adoption must be accompanied by systemic
reforms, applies to both the corporate and the social level. Any new solutions must
Un
consider the complexities of interdependencies between different sorts of actors with

varied backgrounds, overall market dynamics, and the need for knowledge creation and
institutional reforms. In reality, in the case of green technology, such as zero-carbon
processes in energy-intensive sectors, the need for systemic reforms may be especially
important.
ity
In light of this, the question of how to foster long-term technological progress is

receiving more attention in policy circles and academic study. The major goal of this
article is to address some of the most fundamental societal challenges in seeking such
change, as well as to present critical policy insights and vital research avenues for
the future. We accomplish it by combining different strands of scholarly literature. The
Am
following five broad challenges are the focus of the article:
●● Dealing with a variety of – and increasingly global – environmental threats.

●● Achieving long-term, profound – not simply incremental – technical development.
●● Green capitalism’s emergence: the uncertain business-as-usual scenario.
●● The government’s role: putting together the right policy mix.
(c)
●● Dealing with distributional issues and their consequences.
The first two difficulties deal with the numerous types of structural work that
must be completed in order to achieve long-term technological progress, as well as

Green Computing 39
the obstacles that must be overcome. The remaining points are about the roles and
responsibilities of several essential actors in the transition process, including private Notes
e
businesses and government agencies. Each of these five obstacles is followed by a list
of additional particular challenges, which are listed and explained under each subject.
li n
We also offer suggestions for dealing with and managing these issues, but precise
solutions will most likely vary based on the national or regional context. The study
finishes by quickly presenting some significant research options for the future, with a
focus on research that can help with a green socio-technical transformation.
On
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Un
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Environmental Intelligence (EI) is the intelligent application of business techniques

and technologies to help a company become more environmentally conscious.
ICT refers to the tools and methods that are used to handle data information
Am
using electronic devices such as computers, cellphones, and satellite systems. The
relationship between ICT and the environment is complicated, and the environmental
effects of ICT are not well understood. The in-use phase of PCs, servers, cooling,
fixed and mobile telephony, local area network (LAN), office telecoms, and printers,
according to Gartner, accounts for 2% of worldwide CO2 emissions. In large-volume
gadgets, such as PCs and cell phones, Gartner has also included an estimate of
the embodied (energy consumed in design, manufacture, and distribution) energy.
Information technology (ICT) has substantial environmental effects in its design,
(c)
manufacture, deployment, operation, usage, and disposal.
When computers, networking, data, and telecommunications technologies are

used, they consume a substantial amount of energy and contribute significantly to

40 Green Computing
the increase in greenhouse gas (GHG) emissions. Aside from energy concerns, ICT
Notes artifacts contain regulated and hazardous chemicals.
e
As a result, the ICT sector, notably in production, but also in adoption, operation,
li n
and use, is particularly susceptible to environmental regulatory and social constraints.
ICT is gradually being seen as a big and rising element of the environmental problem,
which few people, notably ICT executives, take seriously.
The goal of green ICT is to reduce the IT function’s energy usage and carbon
On
impact inside the organization. Green ICT refers to the deliberate use of technologies,
procedures, and policies to minimize the carbon footprint of the company’s ICT function,
as well as the use of ICT to reduce the carbon footprint of the entire organization.
The environment has emerged as one of the most pressing challenges of our day.
Environmental factors, on the other hand, do not appear to be as prominent in
ity
company strategy as they should be, especially in this time of global financial crisis. The
ICT sector has a lucrative potential and a critical role to play in designing and deploying
low-carbon solutions in collaboration with other industries. This study investigates
environmentally responsible ICT methods and practices in the contemporary business
context.
ers
Green IT may be classified into four major categories, according to Forrester
Research, referring to IT suppliers and users initiatives: design, manufacture,
operations, and disposal of IT systems.
iv
Electronic equipment quickly becomes obsolete as technology and software
improves, necessitating the replacement of older, slower units with newer, quicker
models. Many computer components are highly harmful to the environment, and
computer technology is used in almost all electrical equipment. Hazardous elements
Un
like as mercury, chromium, and lead can be present in batteries, cathode ray tubes, and
circuit boards.
If all of this outmoded equipment is disposed of in the customary manner, poisons

will be released into the environment. If this waste is deposited in a landfill, it will pollute
the soil and water, and incineration will emit poisonous ash into the air.
ity
As a result, an organization’s initial attempt at Green ICT is to address the

emissions produced by the ICT devices themselves. This seeks to reduce ICT’s own
emissions, which are based on end-user computer emissions as well as emissions from
data centers where servers and communication equipment are housed.
Am
Green assets and infrastructure are an important aspect of the organization’s

long-term strategy for reducing carbon emissions. The architecture and design of
ICT hardware, as well as how it is acquired and operated, are all covered under the
hardware component of ICT. While operational energy consumption is becoming more
of a concern for computer manufacturers, what’s even more intriguing is the influence
that a good, energy-efficient design may have on a piece of hardware’s overall energy
consumption during its lifetime. This necessitates the establishment of standards for
(c)
the acquisition of new equipment or the purchase of new services by the organization.
Energy efficiency must be at the forefront of each new procurement. While the
hardware manufacturers are responsible for the efficient design and manufacturing of

Green Computing 41
these end-user devices, the user organization is responsible for the efficient operation
and disposal. Notes
e
li n
On
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ers
Green BI, or environmentally friendly business intelligence, is a somewhat
iv
confusing word. What does this imply? The physical environmental impact of adopting
a BI system and utilizing BI to examine your footprint are the two basic approaches
to green BI. Business leaders understand that proactively addressing corporate social
Un
responsibility (CSR) concerns can yield tangible results. According to an IBM global poll
of over 250 CEOs, 68% are already focused on CSR efforts to generate new revenue
streams, and 54% believe CSR gives companies a competitive advantage.
Information and communication technologies (ICT) are an indivisible and integrated

aspect of modern business and are a crucial component at the organizational level.
Indeed, information and communication technology (ICT) is inextricably related to the
ity
decision-making process. Furthermore, it is difficult to envisage any modern business

operation without information systems (IS). IS with information technology is a creative
reason for many new and business contacts, in addition to being an important and vital
support to business processes. The synergy between the business and the information
Am
system is based on the fact that as the business grows, so does the information
system. This also means that there will be more carbon-based carbon creation.
ICT now has a new function to fulfil. It contributes to a greener, more sustainable
environment while also giving financial rewards. Indeed, computers and other ICT
infrastructures consume large amounts of electricity, which continues to rise day by day,
putting a strain on our power systems and adding to greenhouse gas (GHG) emissions.
Furthermore, during the manufacturing and recycling of ICT equipment, environmental
issues arise.
(c)
True, ICT contributes to environmental degradation, but it also has the potential
to contribute to environmental sustainability. We can use ICT in new ways to address
environmental concerns and make our IS more environmentally friendly.

42 Green Computing
The study and practice of designing, manufacturing, and using IT products

Notes (computers, servers, displays, printers, storage devices, network management systems,
e
and communications) with zero or low environmental impact is referred to as green
IT. Hardware, software, tools, strategy, and practice that improve and encourage
li n
environmental sustainability are referred to as green IT. Green IT has thus progressed
beyond the simple act of purchasing and using. It goes beyond how information
systems are utilized to lessen environmental effect. It’s a wise investment in natural
resources. As a result of this strategy, we’ve developed a new idea known as “Green
On
balanced scorecard (BSC) BI.” The goal is to better utilize the capabilities of business
intelligence (BI) in the field of information technology environmental sustainability. A
synthesis diagram of the problem is shown in Figure below.
ity
iv ers
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An effective Business Intelligence (BI) model based on Green IT
BI gives an overview of the company’s various activities as well as its

surroundings. BI is defined as an umbrella word that encompasses the applications,
ity
infrastructure, tools, and best practices that enable access to and analysis of data
in order to improve and optimize decisions and performance. The company’s BI
organization is heavily dependent on the company’s overall organization. However, BI
can help the organization structure itself, for example, by formalizing data repositories
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and establishing a competence center.

BI assists administrators in improving fundamental leadership at both the tactical
and strategic levels by breaking down information from diverse resources, allowing for
more traditional data frameworks, as well as hierarchical and functional planning.
It enables employees at a company to access and analyze data in order to manage
the company’s operations and enhance productivity. BI is a technology that enables
users to access both historical and current data as well as establish new correlations.
(c)
These new connections between basic data provide ideas that are employed by
businesses to improve customer experience and minimize inventory. Online analysis,
reporting, data mining, integrated dashboard providing, and business performance
management are all common features of BI systems.
Green Computing 43
It is thus a method for processing, enhancing, and enriching business data in the
context of management, in order to track the company’s possibilities, foresee the most Notes
e
critical hazards that may have arisen, and, above all, make well-informed and efficient
economic decisions.
li n
By refining and expediting a company’s decision making process, BI helps to
increase the quality of strategic planning and minimize the time spent on decision
making. It’s a management idea or technique for controlling and enriching business
data and producing up-to-date knowledge and intelligence for successful and strategic
On
decision-making.
There are five key tasks in BI, according to Gilad & Gilad:
●● Obtaining raw data

●● Determining the quality and trustworthiness of data and information
ity
●● Analyzing data and information
●● Storing data and information
●● Sharing information with decision-makers
Most scholars and practitioners agree that there are three forms of BI:
(1) Strategic BI
(2) Tactical BI
(3) Operational BI
iv ers
The primary distinction between these three types of BI applications is the
granularity of the data being analyzed and the regularity with which it is recorded,
analyzed, and reported:
Un
●● Strategic BI: Top management and financial analysts use strategic business
intelligence to analyze the company’s performance in areas that are critical to
achieving strategic goals.
●● Tactical BI: Concentrates on achieving the strategic aims’ tactical objectives.
●● Operational BI: it is a type of business intelligence that is used to monitor and
ity
optimize daily business operations.
Even while BI aids managers in making better decisions at both the strategic
and tactical levels by analyzing data from many sources, there is limited research on
leveraging the benefits of BI in sustainable development. In the BI approach, the given
Am
models do not take into account the sustainability component (CSR and Green IT).
Physical impact of implementing BI

It is often believed that having an ecologically friendly IT department will save
you money in the long term. Cloud computing infrastructure is known for being more
ecologically friendly than in-house infrastructure because it does not require the
installation of new systems or IT equipment within your company’s walls. So, how might
(c)
the cloud help your company become more environmentally friendly?

1. Energy consumption is lowered at the source since cloud-based business
intelligence solutions are given through a scalable infrastructure. Your
company’s energy costs will be cut at the same time.
44 Green Computing
2. Decommissioning: Every on-premise server you buy will eventually need to be

Notes replaced, posing a waste disposal issue in the future. You won’t have to buy
e
(and then dispose of) any IT equipment if you use the SaaS approach. As a
result, you’ll save money on garbage removal as well.
li n
3. Employees: Keeping your IT needs in-house means you won’t have to employ
as quickly. Not needing to hire more people means decreased energy use, as
well as numerous other economic savings.
On
Using BI to Analyze Your Footprint
Companies are being compelled to search for new approaches to carbon
management, from sourcing and production to distribution and product afterlife, as a
result of global regulatory demands to minimize greenhouse gas emissions. The supply
chain holds a lot of the potential for reducing CO2 emissions. It is critical to reduce
the carbon footprint of the supply chain. So, how would you analyze your footprint
ity
using BI? By tracking your carbon use, you can reduce greenhouse gas emissions
and environmental effect throughout your entire business. Improve overall efficiency,
quality, and add or adjust activities that help you become more environmentally friendly
by streamlining corporate processes. Estimate emissions from corporate travel,
ers
distribution, energy, and manufacturing using dashboards. Collect data from all of
your company’s systems in one place so you can report your CO2 emissions to key
stakeholders in a consistent and auditable manner.
Unfortunately, many businesses still lack practical information on their
iv
environmental footprint. Organizations may have the ability to track cash flow, but they
typically lack business information or transparency into the most pressing sustainability
challenges. Environmental performance indicators are increasingly being requested to
be added on existing executive dashboards – it is no longer enough to be the fastest
Un
and cheapest; companies must also aspire to be the greenest and cleanest. What are
the advantages of using business intelligence to assess your “greenness”? Among
them include assisting in the reduction of your environmental footprint and energy
costs, as well as enhancing employee morale, generating competitive advantage and
leadership, lowering the cost of compliance, and strengthening your brand image.
“Green business intelligence breaks down into seven related, yet importantly distinct
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components. The Seven Pillars of Green BI provides the actionable “green knowledge”
that will best assist global enterprises in monitoring, managing, and implementing their
environmentally-wise future.”
Am
The Seven Pillars of Green Bl
●● Manufacturing Consumption Footprint (i.e. Resources Used in Production)

●● Manufacturing Output Footprint (i.e. Waste Created from Production)
●● Operational Consumption Footprint
●● Operational Output Footprint
●● Product Consumption Lifecycle (i.e. Customer Consumption)
(c)
●● Employee Social Footprint

●● Green BPR (i.e. Green Reengineering of Business Processes, Procurement
Patterns, etc.)

Green Computing 45
The introduction of new types of key performance indicators (KPIs) and

dashboards that evaluate environmental performance and compliance could be the Notes
e
future of green BI. These dashboards will be able to control, track, and ration energy,
as well as monitor and integrate power usage information with pricing schemes and
li n
carbon footprint data. When it comes to quantifying carbon footprints and emissions,
a significant portion of green intelligence expenditures will be at stake in the future.
Environmental sustainability-related tax benefits and compliance penalties will rise to
the forefront of business concerns.
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Green disposal is repurposing an old computer or properly discarding or recycling

outdated electronic equipment.
E-waste management and Recycling

ity
E-Waste, or Waste Electrical and Electronic Equipment, is a phrase that describes

obsolete, end-of-life, or abandoned electrical appliances. It comprises laptops,
consumer gadgets, refrigerators, and other items that have been abandoned by their
original owners.
Am
The term “e-waste” is used to refer to any garbage that contains electrically
driven components. E-waste comprises both valuable and harmful components that
necessitate particular handling and recycling techniques. This guide covers all types
of electronic trash, with a focus on those that contain problematic, rare, precious, or
otherwise intriguing components.
Computers, LCD/CRT screens, cooling appliances, mobile phones, and other

(c)
electronic devices, for example, contain valuable metals, flame retarded polymers, CFC
(Chlorofluorocarbon) foams, and a variety of other materials.

46 Green Computing
Categories of e-waste
Notes
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●● Large Household Appliances: Washing machines, Dryers, Refrigerators, Air
conditioners, etc.
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●● Small Household Appliances: Vacuum cleaners, Coffee Machines, Irons, Toasters,
etc.
●● Office, Information & Communication Equipment: PCs, Laptops, Mobiles,
Telephones, Fax Machines, Copiers, Printers etc.
On
●● Entertainment & Consumer Electronics: Televisions, VCR/DVD/CD players, Hi-Fi
sets, Radios, etc.
●● Lighting Equipment: Fluorescent tubes, sodium lamps etc. (Except: Bulbs,
Halogen Bulbs)
●● Electric and Electronic Tools: Drills, Electric saws, Sewing Machines, Lawn
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Mowers etc. (Except: large stationary tools/machines)
●● Toys, Leisure, Sports and Recreational Equipment: Electric train sets, coin slot
machines, treadmills etc
●●
●●
●●
ers
Medical Instruments and Equipment
Surveillance and Control Equipment
Automatic Issuing Machines
E-Waste management procedures include a variety of methods for disposing of

iv
end-of-life technology, each with its own set of consequences for human health and the
environment. It is possible to distinguish between cutting-edge recycling technologies
that meet stringent environmental and occupational health standards and hazardous
Un
technologies that pose a significant risk to both human health and the environment and
are frequently used in countries with lax regulations.
State-of-the-art Recycling Technologies

E-waste recycling at its most advanced level consists of three phases.
ity
1. Detoxication: The removal of key components from e-waste is the first step
in the recycling process, in order to avoid dilution and/or contamination with
dangerous substances during the downstream operations. Lead glass from
CRT screens, CFC gases from refrigerators, light bulbs, and batteries are all
critical components.
Am
2. Shredding: Mechanical processing is the next phase in e-waste treatment,

and it is usually a large-scale industrial operation that separates hazardous
elements and concentrates recyclable items in a specific fraction.
3. Refining: Refining is the third phase in the e-waste recycling process. It is
possible to refine the resources in e-waste, and technology solutions exist
to return the waste to its original state with minimal environmental damage.
(c)
The majority of the fractions must be processed or conditioned before being

sold as secondary raw materials or disposed of at a final disposal site. Metals,
polymers, and glass are the three materials fluxes that are monitored during the
refining process.

Green Computing 47
Benefits of Recycling
Notes
e
The most effective answer to the growing e-waste problem is to recycle raw
materials from end-of-life electronics.
li n
Most electronic devices are made up of a range of components, including metals
that can be recycled. Natural resources are preserved and air and water pollution
caused by hazardous disposal is avoided by disassembling and providing reuse
options. Recycling also minimizes the quantity of greenhouse gas emissions produced
On
by the production of new products.
Computer penetration is developing at an incredible rate around the world; as a

result, energy consumption is fast increasing, which has an impact on the environment.
To reduce energy use, holistic techniques are required.
Computers are becoming an integral part of people’s lives all around the world.
ity
These tools, however, are exceedingly harmful to the environment. Green computing is
an environmentally friendly idea whose major goal is to dispose of computer devices in
such a way that their environmental effects are minimized.
The problem of e-waste is so severe that no disposal solution can totally remove it.
ers
Granted, new technology and attempts by many to build a green society have helped to
reduce pollution; yet, even the best efforts will not be able to undo the damage that has
already been done. It’s impossible to say how long the pollution of the past will continue
to pollute our lives, but we can be sure that undoing its wrongdoing will require a lot of
effort.
iv
E-waste is the fastest-growing component of solid trash today. E-waste will soon
spiral into a monster we won’t be able to manage if we continue on our current path.
Each person must do their part — not simply in our sequestered small village just south
Un
of the New River, but as part of a global race. E-waste isn’t just a problem that exists
in wealthy countries. Asia, for example, discards 12 tonnes per year! Asia’s resources,
on the other hand, are insignificant in comparison to those of the United States. Every
year, our country discards between 20 and 50 tonnes of e-waste.
E-waste is divided into several categories, including cell phones, computers,

ity
stereos, televisions, and other electronic devices. Because of their huge size,
televisions are becoming an increasingly major nuisance. Computers, on the other
hand, may be the most serious E-waste issue. As things are, the computer pollution
problem will only get worse. Computers are not living longer, as one might think, rather
they are living shorter - lot shorter. In particular, the average lifespan of a computer has
Am
fallen from six years in 1997 to just two years in 2005. Not only are people living longer,
but more computers are being produced. By 2010, there will be 716 million computers
in use, according to Facts and Figures on E-waste and Recycling. And, as the website
points out, those 716 million PCs will be buried in the next two years.
Only 13.6 percent of e-waste gets recycled as a precaution. Most (or all) E-waste
would be recycled in a perfect (or totally green) environment, but until then, we must be
wary of the materials we do discard. Consider the following: According to the EPA, 12
(c)
million laptops were abandoned in 2007. How many of those 12 million had personal
information — bank account details, social security numbers, traces of humiliating
websites that the user would almost certainly deny visiting? Before dumping an

48 Green Computing
outdated computer, make sure that all personal information has been removed. There
Notes are two methods for destroying information that can be used to swiftly address the
e
problem: overwriting and physical destruction. The Wikki Wizards suggest using the
blunt end of a hammer, but other sources may suggest less drastic procedures.
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Finally, a word on green manufacturing: nothing can be truly “green-manufactured.”
This may be conceivable one day – and let us clap our hands in celebration at such an
occasion – but until then, we must take certain steps. Fossil fuels, for example, must be
On
burnt not just to make items, but also to move them from one part of the country (or the
world) to another.
Thankfully, there are those who are working to make the world a greener place.
HP is one of these conglomerates. HP has reduced the number of production polymers
from hundreds to merely five, according to The Realities of Green Computing. A
prototype printer made of corn-starch plastic has also been produced by the company.
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The corn-starch plastic could theoretically be thrown out in the backyard and
decompose like a rotting vegetable. Unfortunately, this printer is not yet suitable for
production due to a number of issues. For example, in Singapore, a printer melted in
the sun due to its inability to handle the heat.
ers
While HP has not yet invented a biodegradable computer, it has taken a
step forward and given us hope. The world will be more likely to become green if
corporations like HP do their part. We can only hope that individuals follow HP’s lead
and find their own methods to make the world a greener place.
iv
State true or false
1. “Going Green” is a growing movement that is quickly establishing itself as the favored
Un
method of saving the environment.

2. Green IT is a cost-effective approach for businesses to save money since it reduces
spending on equipment, energy, paper, and ink, as well as providing tax advantages
and other financial incentives.
3. The Green Economy is a new way of thinking about growth and development, one
ity
that can lead to economic progress and improvements in people’s lives while also
promoting environmental and social well-being.
4. Environmental intelligence is defined as an umbrella word that encompasses the
applications, infrastructure, tools, and best practices that enable access to and
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analysis of data in order to improve and optimize decisions and performance.

5. The Green Economy is a new way of thinking about growth and development, one
Fill in the blanks

1. Mechanical processing is the next phase in e-waste treatment, and it is usually a
(c)
large-scale industrial operation that separates hazardous elements and concentrates

recyclable items in a specific fraction. This is known as _________.

Green Computing 49
2. Fluorescent tubes, sodium lamps etc. These are the examples of ________.
Notes
e
3. The term “_________” is used to refer to any garbage that contains electrically
driven components. _______ comprises both valuable and harmful components that
li n
necessitate particular handling and recycling techniques.
4. ______________ is every on-premise server you buy will eventually need to be
replaced, posing a waste disposal issue in the future. You won’t have to buy (and
then dispose of) any IT equipment if you use the SaaS approach. As a result, you’ll
On
save money on garbage removal as well.
5. ________ refers to the tools and methods that are used to handle data information
using electronic devices such as computers, cellphones, and satellite systems.
Summary
●● Green computing’s main goals are to limit the use of poisonous and hazardous
ity
chemicals, enhance energy efficiency, and recycle industry waste. The
requirement for green computing is to save energy and money.
●● Green computing is an emerging computing technology that provides Green
Information Technology (Green TI/GC) in the field of computer science engineering
●●
ers
and technology. It is primarily used to save the environment, reduce energy
consumption, and maintain a green environment.
The major goals of green computing are to increase energy efficiency and reduce
the use of hazardous chemicals. Finally, green computing focuses on approaches
iv
to reduce total environmental impacts.
●● “Going Green” is a growing movement that is quickly establishing itself as the
favored method of saving the environment. This is now evident in many facets
Un
of our lives, including recycling, energy-efficient electronics, renewable energy

sources, environmentally friendly automobiles, and green structures.
●● In a large organization, the human resource (HR) department, for example, faces
the issue of maintaining hierarchies and levels of personnel; nevertheless, the
effort of maintaining hierarchies is subsumed by the effort of sustaining business
processes.
ity
●● When forces drive the organization in various directions: static versus dynamic,
structural versus process oriented, high thought put versus efficiency, and low cost
versus low carbons, the organization feels the pressure. These are commercial
concerns, but in the context of green IT, they must be viewed in a new light, with a
Am
carbon perspective in mind.

●● Green businesses must operate under the assumption that their efforts to become
green businesses must generate and maintain long-term value for the company.
The formulation and implementation of green initiatives is ultimately intended to
provide this long-term green value for the firm. This value is a mix of tangible and
intangible benefits to the company’s employees, customers, and stakeholders. As
previously said, corporate efficiency and effectiveness are a powerful and visible
(c)
motivator for organizations to pursue green activities.

●● Green initiatives allow us to revisit and examine our IT systems and processes
in terms of energy efficiency and resource consumption, which can help us save
money on our energy bills.

50 Green Computing
●● India must reduce emissions for its own sake, but we must not compromise our
Notes position in the negotiations. The principle of equity must be re-established. At
e
home, it is in India’s best interests to act, and as part of their national action plan,
the government has formed eight climate change missions.
li n
●● The Green Economy is a new way of thinking about growth and development, one
On
●● Addressing climate and environmental issues clearly necessitates natural scientific
understanding as well as engineering competence in terms of the different
technology solutions that may be used to reduce negative consequences (e.g.,
carbon-free energy technologies).
●● Environmental Intelligence (EI) is the intelligent application of business techniques
and technologies to help a company become more environmentally conscious.
ity
●● The goal of green ICT is to reduce the IT function’s energy usage and carbon
impact inside the organization. Green ICT refers to the deliberate use of
technologies, procedures, and policies to minimize the carbon footprint of the
company’s ICT function, as well as the use of ICT to reduce the carbon footprint of
●●
the entire organization.
ers
Information and communication technologies (ICT) are an indivisible and
integrated aspect of modern business and are a crucial component at the
organizational level. Indeed, information and communication technology (ICT) is
iv
inextricably related to the decision-making process.
●● BI assists administrators in improving fundamental leadership at both the tactical
and strategic levels by breaking down information from diverse resources, allowing
Un
for more traditional data frameworks, as well as hierarchical and functional

planning.
●● The term “e-waste” is used to refer to any garbage that contains electrically
driven components. E-waste comprises both valuable and harmful components
that necessitate particular handling and recycling techniques. This guide covers
all types of electronic trash, with a focus on those that contain problematic, rare,
ity
precious, or otherwise intriguing components.
Activity
1. Prepare a presentation on the topic “Green Disposal”.
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2. Formulate a case study describing environmental intelligence and its importance in

green computing.

1. Define strategic points in green computing.
2. What is the importance of green strategic points?
(c)
3. Briefly talk about green value.

4. What do you understand by the term green IT opportunity?

Green Computing 51
5. State the challenges of a carbon economy.

Notes
e
6. Define environmental intelligence. State its relevance to green computing.
7. What is business intelligence? State its relevance to green computing.
li n
8. What is green disposal?
9. Write a short note on recycling process of e-waste.
10. Define the following:
On
a. Detoxication
b. Shredding
c. Refining
11. What would be a good, astute approach to environmental leadership?
ity
12. What are the major factors that contribute to carbon emissions in an organization?
13. What are the local and global standards for green organizations?
14. What are the major internal organizational considerations in an environmentally
conscious approach (e.g., Employee buy-in management commitment)?
media, activities, consumer)?

ers
15. What are the major external considerations in an environmental initiative (e.g.,
16. What are the likely repercussions of an EI approach to carbon reduction? Are there
mechanisms to automatically record and use carbon-related data (such as interfaces
iv
to accounting systems that maintain records of the power bill)?
17. Are there opportunities for executive dashboards on carbon performance (alongside)
financial performance of the organization (using tools and techniques of Business
Un
Intelligence)?
18. What are the opportunities to use mobile technologies and devices in the carbon
mitigation strategies?
19. Where do you see the maximum buy-in at the start of a carbon mitigation initiative—
the directors in the boardroom, the middle management, and administrators or the
ity
operational staff on the ground?

20. Where are the opportunities for real-time carbon data analysis and trend plotting
within your IT systems?
21. What is the impact of the Global Financial Crises (GFC) on existing or potential
Am
green initiatives?
22. What is the impact of networking and social technologies (such as blogs, wikis,
interactive media, etc.) on green initiatives?
23. Where is Green initiative/movement likely to go in the next 1, 3, 5, and 8 years?
Glossary
(c)
1. Green disposal: is repurposing an old computer or properly discarding or recycling

outdated electronic equipment.

52 Green Computing
2. Environmental Intelligence: Environmental Intelligence is the integration of

Notes environmental and sustainability research with data science, artificial intelligence
e
and cutting-edge digital technologies to provide the meaningful insight to address
these challenges and mitigate the effects of environmental change.
li n
3. Business Intelligence: BI is defined as an umbrella term that includes the applications,
infrastructure and tools, and best practices that enable access and analysis of
information to improve and optimize decisions and performance.
On
4. Detoxication: The removal of key components from e-waste is the first step in the
recycling process, in order to avoid dilution and/or contamination with dangerous
substances during the downstream operations. Lead glass from CRT screens, CFC
gases from refrigerators, light bulbs, and batteries are all critical components.
5. Shredding: Mechanical processing is the next phase in e-waste treatment, and it is
usually a large-scale industrial operation that separates hazardous elements and
ity
concentrates recyclable items in a specific fraction.
6. Refining: Refining is the third phase in the e-waste recycling process. It is possible
to refine the resources in e-waste, and technology solutions exist to return the waste
to its original state with minimal environmental damage.
ers
Unhelkar.
iv
Further Readings
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1. Gartner Research. Gartner’s Top Predictions for IT Organizations and Users,

2008 and Beyond: Going Green and Self-Healing, Gartner Inc, 2008.
2. Aberdeen Group. The Product Compliance Benchmark Report: Protecting the
Environment, Protecting Profits, The Aberdeen Group, September, 2006.
3. Unhelkar, B., & Dickens, A. lessons in implementing green business strategies
with ICT, cutter it journal, vol 21, no 2, February 2008, cutter consortium, April
ity
2008, 11(3), 2008.

4. Murugesan, S. Going Green with IT: Your Responsibility Toward Environmental
Sustainability, Cutter Consortium Business-IT Strategies Executive Report, 10
(8), August, 2007.
Am
5. Philipson, G. Green IT and Sustainability in Australia 2009 – Attitudes, Plans

and Actions, A white paper by Connection Research, 2009.

State true or false
1. True
(c)
2. True

Green Computing 53
3. True
Notes
e
4. False
5. True
li n
Fill in the blanks
1. Shredding
2. Lighting equipment
On
3. e-waste
4. Decommissioning
5. ICT
ity
ers
iv
Un
ity
Am
(c)

54 Green Computing
Unit -1.3: Green IT Strategies

Notes
e
Objectives:
li n
●● Understand green strategic mindset.

●● Learn about philosophical considerations in green IT strategy.
On
●● Comprehend green IT strategies (Range of Impact).
●● Analyze green strategic alignment.
●● Evaluate green IT drivers.
●● Learn about green IT business dimensions.
ity
●● Understand steps in developing an ERBS.
Introduction
iv ers
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“Some experiences are so intense while they are happening that time seems to stop
altogether.”
ity
- Al Gore, An Inconvenient Truth
Green strategies define an organization’s long-term and consistent approach to

environmental stewardship. Green IT is a part of green strategies, but as stated in the
Am
first chapter, this consolidated approach to Green IT necessitates careful consideration

of all aspects of a company from an environmental standpoint. Individuals and business
units within the organization move at different speeds and prioritize things differently,
which can lead to conflict. A unified approach would accept these differences while also
not limiting the business based on instant sight of its green investment return. Internal
and external organizational factors, such as structure, dynamics, macroeconomic
incentives, compliance limitations, and the need to connect corporate social
responsibility with mainstream corporate operations, are all taken into account by the
(c)
green strategic approach. The corporation must rethink itself in order to realign existing
commercial strategies with a new set of environmental goals. The foundation of the
method outlined here is reimagination and green transformation.

Green Computing 55
As a result, the focus of this chapter is on a new, unified organization that addresses
carbon issues and performance as a whole. In addition to this unified, linked approach Notes
e
to lean, green business, the quickly evolving carbon economy is anticipated to provide
chances for a slew of new green company enterprises. Diversification, mergers and
li n
acquisitions, expansions, and the creation of new business streams are all extremely
likely possibilities in the carbon economy, and enterprises must always take a strategic
approach to prepare for these opportunities. Green strategies have far-reaching
implications, affecting not only how a company interacts with external and internal parties,
On
but also its own organizational structure, attitudes, policies, and practices.
Esty and Winston (2006) highlight some of these eco-friendly corporate ideas
for gaining a competitive advantage. Ghose (2011) has further elaborated on Green
IT initiatives that take a comprehensive approach to environmental awareness based
on micro- and macroeconomic variables. Its comprehensive approach fully utilizes
technology, yet it is not limited to it. Such a complete green plan, for example, would
ity
encompass the organization’s supplier chain, reusable designs, production processes,
recycling approaches, employee attitudes, and change risks. Incorporating RFID tags
into the supply chain, for example, will not only help the company better manage its
inventories, but it will also allow it to reduce its carbon footprint by reducing material
ers
waste. As a result, a Green IT strategy, as described below, encompasses a wide
range of business aspects that aren’t limited to computing. The feature of such green
business strategies is that they create a considerably more solid foundation for the
organization’s long-term sustainability than, instance, focusing solely on IT. Business
optimization processes (e.g., Lean or Six-Sigma), whether IT-focused or not, have
iv
become critical to an organization’s success. Consider Lean’s philosophy. The goal
of Lean as a method is to minimize waste in an organization’s processes. The same
strategy can also be regarded as one that offers chances to reduce carbon emissions.
Un
Not only does optimizing and/or eliminating activities inside corporate processes
improve business efficiency, but it also improves carbon efficiency. According to Gartner
(2009), improving business processes is one of the top concerns for CIOs looking to make
a difference in their organization. As a result, green business plans are a blend of existing
business strategies and developing new ones with a specific environmental focus.
ity
It’s important to make sure that the new parts of a Green IT strategy don’t detract
too much from an organization’s main business initiatives. Rather than creating a
completely new green strategy that is unrelated to the organization’s main business,
consider the overall strategic approach to the environment as a business approach—
environmentally responsible business strategies (ERBS, 2010; Unhelkar, 2008)—that
Am
are the business strategies.
The convergence of business and carbon interests of the organization (as covered
in previous units) is best regarded as the alignment of commercial strategies with
the environmental consciousness of the organization. As a result, effective Green
IT strategies must show their value to the business on a regular basis. The focus of
this chapter is on developing and implementing strategies that will allow a company
to survive and grow in an increasingly carbon-dominated future by incorporating its
(c)
people, processes, and technologies.
ERBS is a conceptual framework that arose from prior work by Unhelkar and
Dickens (2008) and was further refined by Unhelkar and Trivedi’s research (2009).

56 Green Computing
Unhelkar has further developed, extended, and published ERBS as a framework

Notes as a Cutter Executive Report (2010). This paradigm is being refined on a regular
e
basis, and it is gaining traction in a variety of business transformation and business
intelligence areas, which are referred to as green enterprise transformation (GET) and
li n
environmental intelligence, respectively.
There are various alternative frameworks and models that can be used as a basis
for ERBS in addition to the ERBS. Green IT researchers and practitioners have further
On
extended their thinking in this domain and abstracted it as frameworks. Philipson
(2009), for example, has expanded on an original RMIT (Molla, 2009) Green IT
framework to create a reasonably comprehensive Green IT framework that can be used
in practice to model an organization from an environmental standpoint. This paradigm
is explored later in the book as a great alternative to think about during GET (see also
Connection Research, 2010).
ity
Other Green IT frameworks include the GITAM (Molla, 2009), Worthington (2009),
and Procedural Model toward Sustainable Information Systems Management, among
others (Schmidt et al., 2009). These Green IT models or frameworks contribute
significantly to the establishment of an ERBS.
ers
This chapter begins by discussing the many drivers that have a major impact on
a company’s decision to pursue green business strategy. The reasons that drive a
company to develop a sustainable future strategy must be addressed in the context
of a specific enterprise and industry sector. The way a business interprets and uses
these motivations and motivators to complete GETs is influenced by the type, size, and
iv
location of the business. These factors influence how a business and its management
respond to overcome inertia and invest in Green IT and organizational transformation.
Following a discussion of what inspires an organization, a discussion of the lines or
Un
dimensions along which the organization must alter itself should be held. This chapter
expands on Unhelkar’s preceding four dimensions for Business Transformation (BT)
(2008). These four components of economy, technology, processes, and people form
the basis for developing a GET roadmap, or project plan. While the GET process is
described in full in later units, this chapter defines and describes these four aspects in
the context of Green IT, followed by an explanation of what exactly constitutes a green
ity
business strategy and the actions required in developing one.

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(c)

Green Computing 57
Green solutions that work are the product of a strategy that spans an organization’s
levels and silos. Individual understanding, leadership, vision, knowledge of the Notes
e
organization’s structure and dynamics, awareness of the organization’s operational
intricacies, and people’s (stakeholders) willingness to use change all contribute to such
li n
methods. Individuals with this attitude would read, train, reward, promote, educate,
share, and encourage those around them to adopt a green strategic mindset as well.
The ability to manage long-term implementation challenges while achieving returns
from the “low hanging fruits” of Green IT to show progress and what can be done is a
On
major benefit of building a green mentality in an organization.
Indeed, it is critical to quickly begin turning off monitors when they are not in use
and to cease wasting printing paper; nevertheless, those benefits are not regarded
strategic, and the business is not gratified just by attaining some of them. The green
strategic mindset recognizes these critical first efforts, particularly for the added
visibility they provide, but it does not become entangled with them alone. Instead, the
ity
organization’s green strategic mentality undertakes a long-term, comprehensive, all-
encompassing effort.
A green strategic mindset makes use of the organization’s existing environmental

intelligence (EI) resources and approaches. The strategic strategy is based on a broad
ers
application of technologies and systems based on expanding corporate intelligence
and applying it to the environment domain. The application of business intelligence to
environmental intelligence can be aided by Enterprise Risk Management (ERM).
While standard ERM focuses on risks related to earnings and cash flow, green
iv
methods might include carbon-specific risks, their origins, the development of carbon
risk management frameworks, and risk mitigation techniques. Green ERM also
encompasses methods for reducing carbon emissions through effective governance,
Un
the development and implementation of standards, as well as all associated tools and
technologies.
This strategic approach to ERM, according to Sherringham (2010), is centred on

incorporating risks into everyday business operations as a rule rather than an exception.
Green IT plans are translated into policies that address energy conservation in all
ity
sectors of a company. For example, strategies may reflect the establishment of policies
on data centre energy use or the optimization of equipment procurement and lifecycle
operations.
Policies eventually become practice, requiring accurate carbon data collection and
Am
reporting, as well as rapid compliance with regulatory requirements.
The strategic use of carbon data entails not only data collection and reporting,
but also the identification of risks and opportunities in the green domain, as well as
the mapping of trends and patterns in terms of internal and external carbon savings
and emissions and trading. Green IT initiatives, for example, have expanded to include
organizational capacity planning, resourcing and skills (HR) strategies, technology
acquisitions, and risk management and governance.
(c)
The fact that the value of a strategic approach accumulates over time is a
significant feature of the risk. As a result, decision-makers may be enticed to abandon
the strategic approach in favor of visible, tactical methods to Green IT.

58 Green Computing
To compound the difficulties of taking a strategic approach to Green IT, current

Notes return on investment (ROI) estimates in the Green IT domain are easier to compute,
e
compare, and show when based on immediate, tactical techniques rather than strategic
ones. As a result, one of the most important concerns for decision-makers in the
li n
business is to foster a shift from a tactical to a strategic perspective. In a market-driven
economy, where the organization pulls all the micro- and macroeconomic levers to
improve its share prices, this is an inherently difficult scenario.
On
As a result, one beneficial aspect of the evolution of green strategies is that
they include not only carbon mitigation today, but also action to restructure an
organization so that it is ready for the carbon economy of the future. Carbon trading is
unavoidable in the future, and the carbon element will play a critical role in future stock
exchanges. As a result, the entire organization must ask the following questions: Do
the employees working in the green effort have a positive mindset? Have they been
educated and taught on the long-term sustainability strategies that the organization
ity
intends to implement? Is the reduction in power consumption solely the effect of turning
off monitors, or are there other significant changes in company processes? Is there
anything that can be done to measure the organization’s long-term environmental
sustainability strategy?
ers
These and other comparable questions do not have simple answers. In reality, we
may not have fully addressed the questions raised by strategic approaches itself. As a
result, a green strategic method is unquestionably laden with difficulties. These green
difficulties were mentioned in previous units. Following is a list of other problems that an
iv
organization may face in its efforts to create a green strategic mindset and, as a result,
a comprehensive green strategy (in no particular order of significance).
●● The entire green enterprise still has a significant level of subjectivity, skepticism,
Un
and uncertainty. It’s a personal, individual attitude difficulty that’s hard to define
using today’s analytics and measurements.
●● Quantifying a green project’s economic rewards is difficult, especially when it is
examined strategically. However, in terms of green value and meaningful returns, it
is the strategic approach to Green IT that is most important.
●● Organizations have a tendency to approach environmental activities in a hasty and
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fragmented manner. Instead, a unified, holistic strategy is required.

●● There is no one packaged solution that can be used as an application to change
a business into a green one; instead, a tedious collaborative effort is required
that pulls together and integrates current packages as well as carbon emissions
Am
management software (CEMS).

●● The appeal of immediately turning off carbon-emitting devices (e.g., displays, data
servers) and the resulting sense of accomplishment at having done something
good for the environment.
●● Fuzzy cost-benefit analyses, as well as equally fuzzy measures, are linked to
green projects. Uncertainty about the payoff from environmental initiatives can
(c)
deter a company-wide initiative.

●● In the field of green initiatives, there are potential dangers linked with the usage
of technology-based initiatives such as Cloud computing, business intelligence,

Green Computing 59
and knowledge management. The inherent dangers and difficulties connected with
these technologies also pose a threat to green projects. Notes
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●● Designing, developing, and producing goods, as well as providing relevant
li n
services, while considering carbon costs, may involve more effort at first than the
status quo or business as usual scenario. Furthermore, products and services will
need to be redesigned in a way that provides long-term environmental benefits.
For example, existing CRM, SCM, and HR tools may and will be modified and
enhanced to accommodate the organization’s green consciousness.
On
ity
iv ers
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Green IT strategic planning takes into account the organization’s business goals,
demographic characteristics, existing Green IT approach, and maturity in terms of
Green IT. Earlier approaches to strategic planning were founded on Porter’s (2008;
ity
for example, the Five Forces and Value Chain models) principles and models. SWOT
and PEST analyses are also useful beginning points for strategic planning because
they determine the enterprise’s position in terms of where it stands and how it may
approach transformation. These methodologies have been expanded and applied to
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mobile business transformation by Unhelkar (2009b) and Atkins and Ali (2009). These
strategies serve as the foundation for Green IT strategic planning. A green strategy’s
philosophy might be risky, which is related with growth; social, which is nonprofit;
careless, which has no plan; and lean-intelligent, which is balanced.
Toffler has written extensively about the effects of technology on business and
society (1980). However, in the context of the environment, it is worth beginning
with a thought by Pearce (1989), who, more than two decades ago, presented two
(c)
separate yet interrelated viewpoints that gave an insight into businesses, their wealth-
generating activities, and the environment: (1) leave future generations with at least as
much capital wealth as we inherited, and (2) future generations must not inherit less
environmental capital than we inherited.

60 Green Computing
These two points of view must be considered together. The one is not unique to
Notes the other, though both, in their own right, provide a significant insight into the market-
e
driven economy to which the majority of the globe has been accustomed. If just the first
of the two viewpoints is taken into account, wealth capital will be created at the expense
li n
of environmental capital. The resulting environmental damage cannot be offset by the
creation of equivalent riches. The second point of view emphasizes the importance of
making wise use of environmental capital in order to generate wealth capital.
On
It’s worth noting that the second point of view does not rule out the generation of
riches. However, an organization’s development and expansion must be coordinated.
For a realistic, successful ERBS, Pearce’s (1989) stance that “it is conceivable to
achieve economic growth (greater gross national product—GNP) while using up less
resources” must also be examined and fully developed. The philosophy for a green
strategy is derived from the aforementioned viewpoints. When an organization’s
ity
economic and carbon interests continue to overlap visibly, the green strategic mentality,
especially at the decision-making level, is at its finest. The philosophy of a green
strategy mix is depicted in the diagram below.
iv ers
Un
ity
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Strategy matrix—carbon versus profit.
When it comes to carbon versus cost considerations, businesses demonstrate this

green mentality. The green strategic mindset’s concept might range from the obvious—
gaining both carbon and cost benefits—to a complete lack of strategy or a dysfunctional
understanding of Green IT. This is depicted as four quadrangles in the diagram below.
Each tab of the quadrangle can be viewed in the following ways:
(c)
●● Risky, Growing: Strategies that boost the organization’s economic success

while also increasing carbon emissions. An organization’s turnover will increase
as its product and service portfolio expands, but there’s a good chance that its

Green Computing 61
carbon content will rise as well. This could occur as a result of the organization’s
expanded production activity. For example, an airline that expands its services to Notes
e
new regions can anticipate to raise the amount of carbon it emits when it flies to
these new locations, but with new fuel-efficient aircraft, these increases can be
li n
mitigated. Organizational growth, which is typically associated with an increase in
operational costs related to production and distribution (supply chains), is likely to
result in an increase in carbon costs as well.
●● Social, Government, Nonprofit: Strategies that increase the organization’s carbon
On
performance but affect the bottom line. For example, an insurance company’s
optimized insurance services may entail moving some components of the service
to less capable servers. Such solutions may lower carbon emissions from
company processes, but they may also lower customer service. Such techniques
have the potential to reduce revenues and/or raise expenditures.
ity
●● Careless, No Strategy: These are the organizations that are poorly managed, if
not outright dysfunctional, and whose activities have a negative impact on both
their economic and carbon performance. For example, an indiscriminate rise in the
number of servers in a data centre without sufficient evaluation of their workload
may overburden the firm. The data servers would not contribute any discernible
ers
economic value or generate any business value. Due to the higher GHG
generation, the carbon footprint of such an organization would likewise increase.
However, because the requisite data and measurements are frequently missing,
such a company may not even be aware of its carbon footprint.
iv
●● Lean, Intelligent, Balanced: Strategies that benefit both the economy and the
environment. This is the foundation of a successful Green IT strategy. This is a
strategy that uses lean business principles to help a company become more
environmentally friendly. This is the attitude that encourages and expands
Un
business intelligence tools to include environmental intelligence. This is a well-

balanced approach, ensuring that the business’s objectives are in line with its
environmental objectives. For example, the same airline described before would
consider purchasing new, low-carbon emitting aircraft with lower fuel usage as part
of its expansion strategy. Furthermore, the airline may encourage passengers to
purchase carbon offsets, with the money going toward the company’s efforts to
ity
reduce carbon elsewhere. These solutions will be sensible, lean, and balanced,
delivering much-needed economic development while also lowering carbon
emissions.
It’s critical to use the right philosophy when developing and implementing a plan.
Am
While the first of the four quadrants discussed earlier is the most important, and in most
cases the only philosophical option to pursue, there may be times when an organization
must increase expenditures in order to reduce carbon, or risk growing carbon in order to
grow the business. These four quadrants give a simple yet vital foundation for the green
philosophy, and the winning philosophy is to take a lean, clever, and balanced approach
to creating and implementing green solutions.
(c)

62 Green Computing

Notes
e
li n
On
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Green IT strategy is a long-term approach that considers both business and
environmental considerations. The strategic method begins with immediate or tactical
steps, such as turning off monitors, and progresses to long-term planning, which
typically lasts 3–5 years and includes environmental challenges as an intrinsic part of
ers
the business. Finally, think tanks must foresee the future not just for one organization,
but for a collaborative set of organizations that may be geographically dispersed across
multiple areas.
The influence of Green IT strategy on the organization is depicted in the diagram

below. It is essentially a temporal analysis of the Green IT methods’ effects. Figure
iv
below also illustrates the numerous time-based impacts on the execution of a strategy
both within and across an organization. The many responsibilities that are affected
by and involved in these Green IT strategies are also depicted in Figure below. The
Un
following is a quick rundown of the impact of time on Green IT strategies:

ity
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(c)
Range of impact of Green IT strategies.

Green Computing 63
●● Today [Operational]: Switching off computer monitors when not in use, or not
printing on paper whenever possible, are examples of instant acts, or “low hanging Notes
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fruits.” Although they are the most obvious behaviors, they do not necessitate a
strategic approach. Simply remind users that computers must be turned off when
li n
not in use; or, build an internal means to charge users (i.e., their cost centre) for
paper usage. In order to get these practical Green IT projects off the ground,
feedback in terms of carbon usage per activity, building a consensus among a
group of users, and early training are all beneficial. Many early Green IT adopters
On
have done just that. The caveat, as previously said, is to keep in mind that this
is not a strategic action. The impact may be visible, and it may also serve as a
foundation for changing the business’s culture to one that is more environmentally
friendly, but the effects may not be long-lasting, and the efforts may not result in
a strong organization that is ready for the carbon economy. Individual employees
and stakeholders within the firm can immediately benefit from these adjustments,
ity
as they are primarily concerned with their personal internet usage patterns.
●● 1-Year [Tactical]: An organization cannot accomplish everything at the same
time. As a result, even on a tactical level, it must gradually improve its ability to
minimize carbon emissions. A one-year time frame is excellent for various areas
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of Green IT plans that allow for achievable action. Replacement of existing
computer monitors within the organization with green, flat-screen monitors is one
of these tactical initiatives. Similarly, smalltime gadgets and equipment can be
updated within a year if middle management and administrative employees reach
an agreement. Similarly, managers can create recycling programmes for their
iv
specific departments that will encourage employees to use techniques for paper
recycling and printing reduction. This is still a tactical strategy, but one that comes
with the added benefit of some statistics and indicators that can begin to indicate
Un
a return on investment. This effort is unquestionably a step forward in terms of

organizational compliance with carbon regulation standards.
●● 3-Years [Strategic-Initial]: The three-year timetable for the impact of Green
IT initiatives is unquestionably based on the strategic initiatives discussed in
this article. These activities would involve the organization’s senior leadership,
including a designated “C” level post (such as a Chief Sustainability Officer
ity
or a Chief Green Officer—as indicated in previous categories). These Green IT

initiatives are developed and authorized by the board, have a sizable budget,
and necessitate a holistic approach from the firm. As a result of the reengineering
effort, this strategic approach will involve Reengineering of Business Processes,
which may result in not just upgrades to low-carbon emitting equipment, but also
Am
the deletion of some of these devices. These methods have an impact on other
parts of the company, including data centers, buildings, supply chains, disposal
plans, and even sales and marketing. The company is able to comply with
regulations and make significant progress in the new carbon economy.
●● 5-Years [Strategic]: This Green IT strategy is a continuation of the previous
3-year strategy, but it covers a wider range of topics. For example, in addition to
(c)
the reengineering effort over the next three years, this plan would entail a total
mindset shift among employees at all levels, a reorganization of the business
architecture, and the implementation of significant governance measures for the
board. During this time, the physical infrastructure, such as buildings and data

64 Green Computing
centres, will be completely overhauled. Furthermore, through a collaborative

Notes effort, the organisation will be influenced by and influence other cooperating
e
organizations. Renewable energy sources are investigated and utilized using
completely automated, system-based measuring, reporting, and monetization
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techniques. This long-term strategy approach involves the CEO, the organization’s
board of directors, and those of its collaborating partners.
●● 8-Years [Strategic-Imaginative]: A Green IT plan that spans such a long period
of time would incorporate elements of controlled creativity. Environmental
On
considerations over a long period of time may not yield immediate results, but they
are crucial, particularly for large and worldwide enterprises as well as government
entities. Large, multinational enterprises have a need and an opportunity to
consider the consequences of prospective technologies on Green IT through
their think tanks. Such organizations will, for example, have the resources to
develop prototypes and assess the effects of nanotechnology and bio mimicry
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on their carbon emissions. During this time, the carbon economy is expected to
become a true mainstream economy, with businesses dealing with carbon in all
facets of their operations. The imaginations here should be broad, embracing
both technological and economic elements (e.g., carbon trading on the stock
exchange).
ers
Despite the fact that the discussion above spans a length of time rather than a
decade, the Green I T’s strategic approach is well positioned to impact the organisation
over the next 3–5 years. This is based on Trivedi and Unhelkar’s preliminary literature
iv
research and environmental survey (2010). The participants were asked to rate their
opinions on the elements that are most likely to influence an organization’s plans in the
next 3–5 years. The survey’s results are depicted in Figure below. These findings can
also be interpreted in the following way:
Un
●● More than 51% of participants agreed, and over 8% strongly agreed, that IT can
be used to reduce an organization’s carbon footprint, highlighting the relevance of
IT to participants in terms of the role it may play in decreasing carbon impact.
●● Government restrictions requiring firms to minimize carbon emissions are a
significant element in the formulation of Green IT plans affecting them during
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the next 3–5 years, according to 46 percent of respondents who agreed and
15 percent strongly agreed. Organizational strategists are likely to keep a close
check on government policymakers to determine what legal, financial, and social
consequences those policies will have on the firm in terms of Green IT.
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●● Exactly half of the respondents believe that the costs associated with
implementing Green initiatives have a significant impact on the organization’s
Green IT strategies. These are the costs of making changes to the technology,
software, people, or processes. When a company adopts Green IT, almost every
part of its structure and dynamics changes. Unless it is combined with a business
efficiency perspective, the investment in such changes will not be clearly seen.
●● Finally, just 19 percent agreed-to-strongly agreed on the development of
(c)
an executive body to oversee the organization’s overall environmental

responsibilities. The majority of the participants appear to agree that a dedicated
executive body with change-making abilities and a budget to back up those
powers should be constituted. Process reengineering, lean, and quality efforts are
Green Computing 65
all examples of previous big company transformations that have resulted in the
formation of such an entity. Notes
e
li n
On
ity
ers
Environmental factors influencing organization’s business strategies over next
3–5 years.
iv
The environmental survey (Trivedi and Unhelkar, 2010) asked participants about
their organization’s strategy intentions to achieve Green targets for the 3–5-year term,
Un
keeping the 3–5-year period as a strategic period with maximum advantage for the firm.
The survey’s results are depicted in the diagram below. Some of these findings can be
interpreted in the following way:
●● 55% of the participants agreed, and nearly 4% strongly agreed, that a

methodology should be used to conduct appropriate and defensive power use.
This shows that achieving Green aims will require a strategic initiative rather than
ity
a tactical or operational plan.

Such a strategy initiative would result in even higher energy cost savings than the
Carbon Trust’s already impressive projections of 20–30 percent. While no specific
technique was required for the survey, examples of methodologies for the Green
Am
IT framework and transformation are offered in later units.

●● 50% of the participants agreed, with close to 4% strongly agreeing, that power
management policies should be implemented to limit energy use. These power
management policies, which are based on management’s strategic decisions, can
cover a wide range of decisions, including the use of smart switches to reduce
power consumption, off-peak power usage, seeking renewable energy sources
(e.g., wind or solar), and even refurbishing the organization’s buildings and
(c)
facilities (e.g., installing solar panels on the roof or providing cross ventilation for
factory floors). In this regard, see Przybyla and Pegah’s (2007) discussion, which
emphasizes the carbon problems of controlling data centre cooling facilities.

66 Green Computing
●● The necessity for training plans and funding to help staff grasp Green concerns
Notes and accomplish Green targets was agreed upon by 44% of the participants, with
e
close to 7% strongly agreeing. This reaction is also expected, and it is consistent
with practically every corporate transition experience. Later units address the
li n
importance of sociocultural and human resource issues.
●● In the first instance, about 45% of the participants agreed-to-strongly agreed on
the need for power management software to automate the process of tactical/
operational carbon reduction. This type of power management software, on the
On
other hand, can incorporate operating systems for desktop virtualization and
optimization.
●● Similarly, roughly 46% strongly agreed that current business practices should be
modified to accommodate environmental concerns. In later units, the full domain of
Green BPM is discussed.
ity
●● 33% agreed, and 9% strongly agreed, to seek outside assistance for modifications
to a more environmentally friendly corporate system.
●● 31% agreed, and 7% strongly agreed, that the organisation should establish an
investment fund committed to incorporating Green ideas.
●●
ers
Finally, 48% agreed that a business should have documented carbon footprint
reduction targets, demonstrating a strong desire on the part of the participants to
see the development of a strategy and plan that is supported by metrics and data.
These figures not only indicate support for a strategic plan for Green IT, but
iv
also aid in the development of an understanding of the timeframe in which they will
all be applicable. For example, the figures given earlier show that policies, software,
and the use of measurements will all add enormous value to a green enterprise
Un
transformation— and that value will be maximized by sticking to a 3–5-year schedule

for implementing those strategies and plans.

ity
Am
(c)

Green Computing 67
Green IT strategies can be classified into two categories: those that respond to the
carbon crisis and those that take proactive steps to address the challenge now and in Notes
e
the future. In order to establish Green IT strategies for the future’s inevitable carbon
economy, a combination of reactivity and proactivity is required.
li n
Green IT initiatives are well positioned to provide continuous alignment of the
organization’s business and carbon targets, especially in the 3–5 year effect range.
Wang and Ghose have made significant contributions to the development of a conceptual
framework for strategic alignment (2006). In the context of Green IT strategies, alignment
On
may be defined as altering a company’s resource base in such a way that it caters to both
the organization’s commercial and environmental goals at the same time.
While Wang and Ghose’s framework considers alignment as a binary link between
two strategies, it may be regarded in this discussion as the use of that conceptual tool
kit to synergize between Green IT and the organization’s main business plan. Green
ity
IT strategic alignment, as established and published by Wang and Ghose (2011),
is essentially considered as a resource allocation choice that, when implemented
effectively, results in action that brings the business and carbon targets closer together.
Commonalities from the organization’s present strategy activity can be identified and used
to the Green IT domain. The prerequisites of a strategy, for example, are the criteria that
ers
must be accomplished before the plan can be translated into policies and practices.
In the case of a Green IT strategy, these prerequisites would be the availability
of cash and the board’s determination to move through with the effort. Similarly, the
development of a green transformation board, a green transformation programme, and
iv
the nomination of a Chief Green Officer to drive that transition are all used to prepare a
resource foundation for a plan. Finally, a strategy should be implemented in such a way
that the business and carbon targets are aligned.
Un
Proactive Green Strategies

Extending the previous concept on green strategic alignment, we can now see
how strategies are “bent” in general. Green initiatives can motivate a company to
make significant organizational changes. These modifications are based on the
organization’s leadership’s understanding of the numerous Green IT drivers. These
ity
plans, which are not imposed on the business but are founded on foresight by the
organization’s leadership, are referred to as proactive green strategies. Most tiers of
the organisation support the Green IT project, which is based on the organization’s
own knowledge. The solution is also holistically coordinated and integrated. In the
case of proactive initiatives, companies take the lead in identifying, selecting, and
Am
then naming the relevant actors who will have an impact on the transformation of the
business into a good one. Proactive initiatives, for example, will uncover potential for
new green business streams or whole new company models. These proactive tactics
can include globalization, transnational commercial markets, and economies of scale
in terms of greening a firm. Proactive tactics also have an impact on the organization’s
infrastructure, equipment, and people by bringing about radical change through a
combination of organizational and personal activities.
(c)
Reactive Green Strategies

There are also significant components of reaction by an organisation to external
green influences on it, in addition to undertaking green transformation on its own
68 Green Computing
initiative. The impact of government rules and regulations linked to carbon, for example,
Notes provides a major motivation for the company to formulate green strategies. When an
e
organisation must respond quickly to a change in legislation from the outside, reactive
methods are used, which are short-term strategies. External competition, outsourcing,
li n
globalization, and customer expectations can all put a company in a reactive position,
leading to reactive Green IT initiatives.
The major drivers of Green IT strategies, as well as their impact on strategy
On
design, are covered further in this chapter. It’s worth noting that all Green IT initiatives
will include both proactive and reactive parts. The following section discusses an
organization’s overall mix of several factors while developing a Green IT strategy.
Green IT Strategies Mix
ity
iv ers
Un
Chief executives feel that energy and environmental initiatives may help
differentiate their businesses and boost the reputation of their products and services,
according to the Global CEO research.
ity
Improved green brand image can help increase market penetration and customer
loyalty, especially among the new generation of customers who are looking for
environmentally friendly products and services.
The various components of an ERBS are summarized in Table below. These

Am
components are divided into four groups:
●● Drivers—these are the motivating factors for a company to develop a Green IT

strategy and go through the transformation process. In the Green IT strategy
formulation covered here, six such drivers were identified and reported in the first
column of Table below.
●● Dimensions—the many areas in which an organisation undergoes transformation
(c)
are referred to as dimensions. There are four such dimensions identified and
mentioned in the second column of Table given below. Any business ERBS must
take into account all four major components of any strategy: economy, people,
processes, and technologies.

Green Computing 69
●● Business—this is the realm of the organization’s policies, processes, and

procedures in each of the four dimensions. Notes
e
●● Intelligence refers to the aspects of Green IT that deal with systems, information
li n
technology, and content. This is the next step in the evolution of business
intelligence, which is now referred to as environmental intelligence.
This table also emphasizes how the Green IT strategy (also known as an ERBS) is
integrated into and made an integral component of an organization’s overall business
On
plan. Each of these factors has a unique impact on the organization’s green credentials
since it influences how it functions.
Elements of an ERBS Forming the Green Strategies Mix
Drivers Dimensions Business Systems
ity
●● Costs and revenues ●● Economic ●● Policies, ●● Data
practices, and
●● Sociocultural and ●● People ●● Information
procedures
political
●● Process ●● Process
●● Systems and
●● Regulatory and legal
●● Enlightened self-
interest
●● Responsible
●● Technology Support
ers ●● Knowledge
●● Legal compliance ●● Environmental

●● Architecture
intelligence
●● (El implementation
Business ecosystem ●● Environmental
iv
includes Green iCT)
Metrics
●● New market
opportunities ●● Maintenance
Un

ity
Am
(c)
Figure below (Drivers for environmental responsibility of business) depicts

the drivers that influence a business’s fundamental incentives for environmental
responsibility, which are divided into six distinct yet interrelated sectors. A mapping
between the drivers and the related Green IT framework is also shown in Figure
70 Green Computing
below (Drivers for environmental responsibility of business). Green IT strategies,

Notes policy, design, implementation, and practice are primarily influenced by one or more
e
of these factors. Costs (including energy costs and operational costs); regulatory
and legal; sociocultural and political; new market opportunities; enlightened self-
li n
interest; and a responsible business ecosystem are the six groups of business drivers
for environmental responsibility, as shown on the left in Figure below (Drivers for
environmental responsibility of business). The recognition of these drivers for Green
IT prompted Trivedi and Unhelkar (2010) to do more research, which resulted in the
On
findings of surveys linked to these drivers, as shown in Figure below (Drivers for carbon
reduction. (Based on Trivedi and Unhelkar, 2010).
ity
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Drivers for environmental responsibility of business.
Un
ity
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(c)
Drivers for carbon reduction. (Based on Trivedi and Unhelkar, 2010.)

Green Computing 71
Figure below Drivers for carbon reduction. (Based on Trivedi and Unhelkar, 2010.)
Shows that: Notes
e
●● 44% of participants agreed, with close to 27% strongly agreeing, that government
li n
rules and regulations in implementing environmental measures are the key engine
for carbon reduction.
●● Self-initiated implementation of environmental policies and energy use by
organizations are the drivers for carbon reduction, according to 33% of
On
participants, with close to 15% strongly agreeing.
●● Thirty-one percent of the participants agreed, and nearly 11 percent strongly
agreed, that their organization’s operational costs are the driving force behind
carbon reduction.
●● Twenty-seven percent of participants agreed, and nearly 7% strongly agreed, that
ity
societal pressure (physical/electronic groups) to adopt Green policies is the driving
force for carbon reduction.
●● Customers’ demand or pressure for Green policies and Green products is the
impetus for carbon reduction, according to 26% of participants, and close to 1%
●●
●●
strongly agreed.
ers
Sixteen percent of participants agreed, and nearly 3% strongly agreed, that their
organization’s carbon footprint is the driving force for carbon reduction.
About a quarter of respondents disagreed-to-strongly disagreed with these as
drivers for carbon reduction in their companies.
iv
The next section delves more into these drivers and how they inspire organizations
to develop an ERBS.
Un
Costs (Energy, Operational)

The beneficial impact of Green IT on the bottom line of the firm is part of what
organizational leadership is attempting to achieve, as outlined in the previous chapter.
Opportunities to optimize processes, consolidate technology, and cut costs are all part
of a sound long-term strategy for a firm. Costs are an excellent motivator for the firm to
ity
develop a comprehensive Green IT strategy for us. As a result of the green programme,
cost reductions include reduced usage of raw materials and equipment, recycling of
equipment, and optimization of storage and inventory. While cost-cutting efforts can
help to reduce carbon emissions, companies that are undergoing green transformations
must be cognizant of the expenses that will be incurred as a result of the greening
Am
efforts. Optimizing a business process, for example, may eliminate the requirement for
a desktop machine, but it may be necessary to replace that desktop with a mobile de
vice. Costs connected with the green enterprise transformation programme, as well as
the anticipated cost savings as a result of the transformation, must be included in at the
organizational level.
Regulatory and Legal

(c)
Environmental legislation enacted by governments has more enforcement

authority than the previously described social sentiments. In Australia, for example,
it is now mandatory for companies who release more than 150 kT (kilo tonne) of

72 Green Computing
carbon to calculate and report their emissions to the government on an annual

Notes basis. Organizations must now comply with carbon emission restrictions as a result
e
of these regulatory and legal requirements. As a result, a corporation is forced to
include environmental controls into its commercial operations. The next step is to
li n
develop a thorough environmentally responsible strategy to ensure that the company
complies with all regulatory obligations. Government rules and regulations, as shown
in Figure Drivers influencing ERBS., are a major impetus for many green corporate
transformation efforts. As demonstrated in Figure Drivers influencing ERBS. The
On
proportional weight ascribed to this regulatory component is the highest—70 percent—
when compared to other factors such as organisation self-initiation, customer demand,
and societal pressure.
Organizations must disclose their carbon emissions after they reach a certain level,
according to regulatory acts such as NGERS and C PRS. Regulatory authorities also
give certain basic calculators (e.g., OSC AR) to allow greenhouse gas calculations.
ity
These calculators are intended to calculate an organization’s total carbon
emissions, which can be used to determine whether the company is required to report.
Green information systems, in addition to basic calculators, also collect external
regulatory data (such as allowed emission figures), store, evaluate, and disseminate
ers
the results, allowing for monitoring and improvement of the organization’s performance.
These organizational-specific green information systems must be far more advanced
than the regulatory authorities’ simple calculators (Unhelkar and Philipson, 2009).
The Australian government regulation is an example of such required reporting

iv
obligations. On October 31, 2009, about 1000 Australian enterprises were required
to declare carbon emissions of more than 150 kT per year (National Greenhouse and
Energy Reporting Act, 2007). Another example is the American Clean Energy and
Un
Security Act, which was passed with the goal of reducing emissions by 17% by 2020
(relative to 2005 levels) and by 80% by 2050. (This legislation is yet to reach a vote in
the Senate). The EU also has a mandated goal of reducing greenhouse gas emissions
by 20% by 2020 (relative to 1990), with a focus on the cap-and-trade EU Emissions
Trading Scheme (EU ETS), which includes significant CO2 emitters. Finally, the United
Kingdom’s government passed legislation in November 2008 that seeks to reduce
ity
emissions by at least 26% by 2020 and 80% by 2050, compared to 1990 levels.
The United Nations Conference on Environment and Development, which took

place in 1992, “put the issue of sustainable development at the core of the international
agenda” (Boutros-Ghali, 1995). Agenda 21, as it is known, lays the groundwork for
Am
future agreements and legislation relating to sustainable development by individual

countries. Agreements reached at the Rio meeting also resulted in the clarification
of nations’ rights and responsibilities, paving the way for the signing of two legally
binding conventions: climate change and biodiversity, which have been signed by 150
countries.
In addition to the controlling of carbon emissions on operational basis, many

sectors that deal with the physical acquisition, handling, and disposal of goods
(c)
and equipment have rigorous regulatory requirements. The EU’s Waste Electrical
and Electronic Equipment (WEEE) Directive, for example, mandates electrical and
electronic equipment producers to take responsibility for the collection and disposal
of their products (European Commission, 2009). As a result, other non-EU countries
Green Computing 73
must comply with these WEEE regulations in order to conduct business with the EU.
Vendors of supplies and equipment from China or Japan, for example, must offer a Notes
e
recycling scheme that accepts the return of used equipment like printers and copiers.
This legislative requirement is a major driver for vending organizations to revamp their
li n
architectures and designs in order to make it easier to recycle and reduce the issues
associated with electronic waste generated at the end of a product’s life cycle, rather
than the carbon produced during its operation.
On
Depending on the industry, the suitability and applicability of environmental laws
and compliance standards will vary. For example, within the healthcare sector, hospitals
face significant issues with hazardous waste disposal, but insurance companies are
more concerned with reducing paper usage or lowering power consumption in their data
centres, as stated by Godbole (2011).
Legislative changes can eventually drive markets and influence organizational
ity
strategic directions. For example, as mentioned before in the E U debate, legislators
are requiring vending firms to reform their operations. Legislation raises the threshold
for competition and necessitates the development of new economic streams and
formats. Another example is the impending legislation allowing carbon trading on the
stock exchange—which will result in significant changes in business models as the
ers
value of the organisation will be determined by its carbon credits.
On the manufacturing front, a carbon price and corresponding tax advantages

would alter the way cars and toasters are produced, for example. Even operationally, in
the coming years, one would expect a gauge next to the mileage odometer that shows
iv
the total carbon emitted by that vehicle, as well as rules governing how that vehicle is
made and operated.
Sustainability, according to an HBR Spotlight article titled “Why Sustainability Is

Un
Now the Key Driver of Innovation,” provides enormous opportunities for organizational
and technology breakthroughs that produce both top-line and bottom-line benefits.
According to Nidumolu, Prahalad, and Rangaswami, organisations’ sustainability
journey is comprised of five distinct stages of change: (1) viewing compliance as an
opportunity; (2) making value chains sustainable; (3) designing sustainable products
and services; (4) developing new business models; and (5) developing next-practice
ity
platforms.
Sociocultural and Political

This driver is most prevalent when the society in which a business operates
Am
considers the environment as a source of differentiation in its value system. As a

result of society’s acceptance of the importance of the environment, the organisation
is under pressure to adapt. For example, the growing popularity of Earth Hour (the last
Saturday in March), in which almost all large buildings around the world turn off their
electrical power for an hour, or Earth Day (April 22 in the United States and March 20
by the United Nations), has a direct impact on many large corporations’ sustainability
strategies. As a result of the groundswell of opinions, political viewpoints fluctuate as
(c)
well. As a result, the company must rethink its business priorities and operations in
light of the changing environment. For example, social opinion pressure is felt by an
organization’s marketing department, which needs to differentiate its products or
services; another example is the school education system, which instils green values in

74 Green Computing
the next generation, which then exerts political pressure in the form of an emancipated
Notes electorate. However, such sociopolitical pressure is not necessarily legally binding.
e
This could explain why it is given 34 percent relevance in Figure below (Trivedi and
Unhelkar, 2010). It is impossible to overestimate the strength of a collective opinion in
li n
enforcing good corporate behavior. The creation of corporate social responsibility (CSR,
2010) as a part of an organization’s portfolio of activities reflects this effect of social
opinion. Corporate responsibility, also known as corporate citizenship, responsible
business, and sustainable business, is a company concept that incorporates self-
On
regulation. The development of a CSR policy, which serves as a built-in, self-regulating
mechanism, keeps track of the organization’s actions, including compliance with the
law, ethical standards, and international conventions. Embrace responsibility for the
impact of the organization’s activities on the environment, consumers, employees,
communities, stakeholders, and members of the public through the same CSR. The
scope and type of CSR’s benefits for a firm might differ depending on the nature of the
ity
business, and they are difficult to quantify (Garito, 2011). The significance of the same,
however, cannot be overlooked.
iv ers
Un
ity
Green policies are taken up to increase revenue in an organization. (Based on

Trivedi and Unhelkar, 2010.)
Enlightened Self-Interest
Am
Enlightened self-interest can be translated into a green Essential value that

encourages the company to function not just within environmental restrictions, but also
within social, ethical, cultural, and legal constraints. There are a variety of incentives
for businesses to match their economic objectives with environmentally conscious
values. For example, US $78 billion from the American Recovery and Reinvestment
Act funds is dedicated to energy efficiency and green transportation initiatives (US
Government, 2009); CAD $1 billion is dedicated by the Canadian government to
(c)
support environmental improvements for the Canadian pulp and paper industry (Natural
Resources Canada, 2009); and Green Building Fund (Grants ranging from AUD
$50,000 to $500,000 are available for up to 50% of the cost of a new building) (Natural
Resources Canada, 2009).

Green Computing 75
This driver is activated when an organisation recognizes the need to be

environmentally conscious on its own and develops or implements a green plan. Notes
e
This driver can include a variety of interests, such as an organization’s desire to
pursue genuine common good, the need for business leadership to achieve personal
li n
satisfaction, or simply an understanding among decision makers that costs can be
reduced and customers can be more satisfied with a self-interest approach that also
benefits the environment. One of the drives for an ERBS is the aim to have a brand
recognition based on environmental sustainability or a knowledge of its influence on
On
business continuity (Cartland, 2005). According to the survey results, a substantial 56
percent of respondents believe that self-initiation is a significant waterway for pursuing
green transformation, as shown in Figure below.
This finding suggests that self-motivation has the potential to be a powerful

green business driver. Incentives-driven compliance (IDC), a variant of this driver,
incorporates innovation and self-motivation into its environmental approach for greater
ity
carbon compliance.
As a motivator, enlightened self-interest sits somewhere in the middle of good

behavior for monetary benefit and avoidance of harmful, carbon-intensive behavior for
fear of penalties.
ers
Self-interest can be influenced by a variety of elements, including the firm’s
size, industry, production methods, climate, location, and even managerial decisions.
Although a company’s motivations may not be fully self-serving, the fact that it is
pursuing an honest adherence to local environmental rules and regulations without
iv
devising ways to get around them is a solid indication of an enlightened approach to
ERBS. The government will not put any pressure on such a company to comply with
environmental standards since it will have already discovered a method to do so.
Un
ity
Am
Drivers influencing ERBS. (Based on Trivedi and Unhelkar, 2010.)
Responsible Business Ecosystem

(c)
This driver is based on the basic truth that if a huge company with numerous
different associations with its many collaborating smaller companies changes its direction
and priorities, those collaborating organizations must also change their priorities. This

76 Green Computing
green business ecosystem is depicted in Figure below. Figure below depicts a massive
Notes worldwide green organisation with three primary reasons for its influence:
e
Green Processes, Green Data Centers, and Green Consortiums are all examples
li n
of green processes. When a major, worldwide firm commits to environmental
sustainability, an entire ecosystem of business partners, suppliers, customers, and
internal user’s organizations, as well as the industry and the associated business
consortiums in which the organisation operates, is impacted. Environmentally
On
responsible initiatives and strategies are constantly pushed on these many
stakeholders and associations. This occurs as a result of the numerous physical and
electronic contacts that occur in the course of daily company operations. For example,
if a large organisation insists on doing business with any and all organizations only if
their product or service falls within a specified self-ascertained or acceptable carbon
emission range, the smaller businesses are inevitably directed toward carbon
compliance. This scenario is exemplified by HP, which not only monitors and manages
ity
its environmental consequences, but also reduces the overall carbon impact of its
suppliers’ operations by its own control and active interaction with them (based on Velte
and Elsenpeter, 2008).
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Green business ecosystem of a group of organizations—a large green

Am
organization, in its wake, influences its partners, customers, and even regulatory
bodies.
The influence of the business ecosystem can also be felt in the opposite direction.
As an example, if a big group of cooperating organizations forms a consortium and
begins moving toward ERBS, even a large organisation will be forced to follow suit or
risk being left behind.
(c)
The final result is an ecologically conscious corporate “ecosystem” that promotes

and compel these smaller collaborating firms to adopt environmentally conscious
business practices and activities.

Green Computing 77
There are additional aspects of superimposition of long-term trends upon short-

term markets, in addition to the impact of cooperating organizations in a business Notes
e
ecosystem (Goel et al., 2011). Such superimpositions result in big economic
transformations and the reorganization of environmentally friendly ideas.
li n
This is especially true for long-term suppliers, who continue to influence the
organizations to which they supply and are in turn influenced. A business ecosystem
consists of more than simply physical ties between customers and suppliers; it also
On
includes electronic collaborations on the web, which are fueled by web services and
service-oriented architecture. Through the integration of technologies, electronic
collaborations provide chances to reduce overall carbon within a collaborative process.
This connection also opens up the possibility of facilitating electronic information
interchange and the sharing of common operational platforms related to Green ICT.
Changes in government legislation have an impact on a diverse group of
ity
enterprises.
Legislative changes have an impact on governance, audit, reporting, and

compliance across an industry’s companies. Due to the short timescales associated
with legislation implementation and compliance, businesses are frequently forced
ers
to deploy tactical solutions to suit immediate demands, which may then become the
incumbent or be replaced by longer-term solutions (Sherringham and Unhelkar,
2011). Green ICT can be utilized to provide businesses with tactical solutions to meet
regulatory requirements as well as provide longer-term solutions across a network of
firms that make up a green business ecosystem.
iv
New Market Opportunities
Global environmental awareness, matching laws, and sociocultural and political
Un
pressure on corporations, as previously discussed, have resulted in a new market

that was not present a decade ago. This new industry is predicated on a slew of new
prospects for developing and delivering services and solutions that help other firms
achieve their green efforts and goals. As a result, we’re not just talking about “green
businesses,” but “green as a business offering.” The CEMS, for example, is a new
breed of software programmes that has recently become accessible on the market. The
ity
creators of these new software apps have identified a previously untapped market. In
the carbon economy, smart metres to detect carbon emissions, chances to apply new
standards for emission optimization, and innovative architecture and design of low-
carbon gadgets are all markets that are expected to grow.
Am
Despite the fact that the aforementioned incentives for businesses to engage in
green initiatives have been discussed, actual experience reveals that these drivers
of a green strategy are usually interpreted by the organisation in its own way. Thus,
depending on what the organisation believes to be its own significant environmental
and business challenges, these drivers will result in a combination of drivers for
the business to launch Green IT. For example, a bank may see social and political
pressure as the most important motivator for it to pursue green initiatives; a mining or
(c)
transportation company may find it critical to adhere to environmental legislations up

front in its approach to ERBS; or, an organisation may try to create a green business
ecosystem through green broadband or carbon-neutralizing its flights.

78 Green Computing
As a result, not only do these drivers require independent research in the

Notes formulation of a Green IT strategy, but they must also be examined collectively to
e
determine their overall influence on the company.
li n
On
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The four core characteristics of an organisation that can change are economy,
people, procedures, and technology.
As the organisation transforms into a green enterprise, these are not independent
ity
dimensions, but rather interdependent ones. However, depending on the nature, size,
and present green maturity of the organisation, one or two aspects may lead the
transition.
Once the drivers for a company’s green initiatives have been identified and
Am
documented, a conversation about the sections of the company that are likely to be
affected by the changes can begin. The organisation is transformed as a result of
the Green IT efforts. An organisation evolves or changes along four distinct lines, or
dimensions. Unhelkar (2010) analyzed and released these business transformation
dimensions, which may be used to any type of change. In the context of ERBS, the
Figure below depicts these four dimensions of an organisation.
These dimensions can also be thought of as elements that will shift as the
(c)
company evolves. When an organisation considers environmental responsibilities as

part of its business strategies, each of these four dimensions comes into play, as shown
in Figure below. Economy, people, processes, and technology are the four dimensions/
factors (Unhelkar, 2009a, 2010).
Green Computing 79
The four aspects of transformation for a greening organisation are described in the
following four parts. Notes
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li n
On
ity
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Economy, people, processes, and technology dimensions in an ERBS
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Drivers and Factors lead to an ERBS
Economy
One of the most important aspects in an organization’s choice to incorporate
environmental policies and procedures is the cost. The first considerations that come
(c)
to mind for leaders and those in charge of the green transformation are those that deal
with the costs associated with green transformations and the return on those costs.
As a result, this is a key axis along which green transformation occurs in a company.
The cost-benefit analysis and financial ROI measures are examples of this. This
80 Green Computing
exemplifies the harsh reality of an organization’s environmental policies. Close to 35

Notes percent “Agreed” and 30 percent “Strongly agreed” in the Trivedi and Unhelkar (2010)
e
study when asked if green policies are adopted by businesses to improve their financial
bottom line (a total of 65 percent above the neutral line). These findings support the
li n
central thesis of this book: that unless environmental activities are linked to economic
performance, the desire to engage in ERBS is much diminished.
In today’s economy, economic expansion is frequently accompanied by an
On
increase in carbon emissions. This is especially true in developing economies, as many
businesses are expanding, resulting in increased emissions across the board rather
than just in one organisation. This economic dimension, for example, causes conflict
between the “developed” and “developing” worlds, as evidenced by the Copenhagen
summit, which took place in December 2009. The disparity between the developed
world’s resource usage and their demand that the BRIC countries (Brazil, Russia, India,
and China) do their part to preserve the environment for future generations can lead to
ity
economic and legal quagmires.
This is especially true because resource use and GHG emissions do not appear to
be evenly distributed across the globe. If a global uniform regulation on carbon emissions
reduction were implemented, it would deprive the aforementioned developing economies
ers
of resources and growth potential. However, failing to educate future generations about
carbon emissions will hurt future generations internationally and is not sustainable. The
economic dimension of green business transformation is riddled with obstacles for a
single enterprise, an industry consortia, and entire nations, according to us.
iv
Technologies
Within the organisation, technologies often include hardware, network
Un
infrastructure, software, and applications. The following diagram summarizes these

technologies. This is also the more visible and “popular” part of Green IT. The earliest,
apparent component of change that occurs along this dimension is turning off monitors,
virtualizing servers, and avoiding printing on physical paper.
This is followed by a long-term strategic shift in how the data centre is organized
and operated (including the physical facility, the rack system, and the actual servers).
ity
Emerging technologies, such as service orientation, SaaS, and Cloud computing, take
his vision to the next level, resulting in “Environmental Intelligence.”
Because of the organization’s size and location, the technical dimension poses
obstacles. In comparison to huge multinational technology producing vendors and
Am
conglomerates, small and medium companies (SMEs) take a different approach

to the technical dimensions (Marmaridis and Unhelkar, 2011). What is hailed as
technologically creative and new in the SME area may have been present for years in
the corporate space. Virtualization, for example, which is regarded a “given” in most
large organizations, may have only recently debuted in a small business—possibly as
a desktop virtualization. In terms of technology, large enterprises can make significant
progress toward their Green IT goals by consolidating servers and using energy-
(c)
efficient data centre technologies, whereas smaller businesses may not be able to keep
up because they do not use as many servers or rely on data centres for hosting. In
such circumstances, the fast expanding SaaS-based solutions may offer tremendous
opportunity for small enterprises to shift their hardware/operating costs and carbon

Green Computing 81
generation to SaaS vendors. Information technology solutions based on SaaS will make
data easily accessible while exploiting data centre cooling and power consumption Notes
e
efficiencies, as well as eliminating up-front capital costs for purchasing physical servers
to be removed from their premises.
li n
There is also a direct link between shifting away from desktop computers and
toward laptops and other mobile or portable devices, as well as a move toward Green
IT. As a result, this aspect of Green IT transformation is influenced by more than
On
one of the previously mentioned drivers, particularly norms and regulations and a
responsible ecosystem. The firm now complies with norms and regulations measuring
power consumption thanks to the introduction of eco-friendly technologies and
technical management techniques. Reduced carbon footprint through intelligent use
of technology and greener infrastructure, on the other hand, aids the organization’s
compliance in the context of responsible business within its ecosystem of operation.
ity
iv ers
Un
ity
Am
Various areas of influence of an ERBS
Processes
The “how” things are done within an organisation is dealt with by the process
dimension of an organisation. Green BPM, collaborative business process
improvement, and reporting (with metrics) are some of the main parts of the process
(c)
aspect of an environmental strategy, as shown in the diagram Economy, people,

processes, and technology dimensions in an ERBS. Process management and
process reengineering are both part of green BPM. The fundamental rethinking and
drastic rebuilding of business processes to produce major gains in critical, modern

82 Green Computing
performance measures such as cost, quality, service, and speed is known as business
Notes process reengineering (Hammer and Champy, 1993).
e
Murugesan has also emphasized the necessity to reengineer company operations,
li n
processes, and services in accordance with environmental parameters (2008). An
organisation model is studied and optimized in order to increase its green credentials
in this section. This effort consists of optimizing existing operations as well as
implementing new environmentally conscious processes that will not only cut carbon
emissions but also improve customer experience (e.g., Aronson, 2008).
On
The process dimension of an organisation is likely the most obvious, and it is
frequently used to assess the organization’s level of ecological responsibility for Green
ICT. This is because the process dimension has immediate and measurable effects on
the business’s carbon footprint. It also has far-reaching effects on the collaboration’s
clients, vendors, and business partners. The carbon footprint of the process and other
ity
business partners’ compliance with Green ICT operations can be used as a proxy for
evaluating the effectiveness of Green ICT activities inside the organisation.
In addition to the requirement to optimize business operations themselves,
there is also a need to pay attention to internal support procedures in this dimension.
ers
Organizations in the banking, insurance, airline, and healthcare industries, for example,
must organize their support and maintenance procedures around their IT assets and
infrastructure. As a result, support systems, such as those used when a user machine
breaks down, must be evaluated in terms of their costs and carbon emissions inside
the business. Proactive maintenance of devices and systems, outsourcing of essential
iv
service functions, and precautionary activities like antivirus and anti-spam installation
can all help to improve support procedures and minimize carbon emissions.
People
Un
This is the most challenging and complicated aspect of a green corporate

transition. While the human side of an organization’s behavior has been extensively
researched, the focus of this discussion is on individual attitudes and the sociocultural
setting in which they act in the context of the environment. The same societal impetus
that propels a business toward Green IT also presents a hurdle when it comes to
implementing that change. When it comes to corporate leadership for Green IT
ity
transformation, there is a significant issue in this people dimension, in addition to the

individual employee and also the customer at the grass root level.
To ensure the success of an enterprise-wide green strategy, it is best led from the
top of the business. Leadership in this area, such as that provided by senior directors
Am
and CxOs, can make or break an environmental programme. Senior management

engagement in bringing about a change in this people component is critical, and it must
be done early in the green programme. The key to working in this dimension is making
key stakeholders fully aware of the relevance of the green initiative for the business and,
via them, pushing the initiative to bring about fundamental change in attitudes. While
senior leadership engagement necessitates a significant investment of time, money, and
other resources (as stated earlier under the economic dimension), people’s attitudes and
(c)
subjective opinions play an equally important role in the success of a Green IT project.
As a result, people become a fundamental differentiator between two firms
with comparable sustainability drivers. In the previous units we examined that

Green Computing 83
the organisation of teams for the Green IT project, as well as the impact of the
CGO’s mentality on the project. Finally, when it comes to acquiring new talent, huge Notes
e
enterprises must consider people. It is not uncommon for a bright MBA graduate to
choose to work for a company with strong green credentials rather than just a decent
li n
location to work. The focus of this chapter has been on the drivers and dimensions of
Green IT transformation thus far. These causes, as well as the dimensions within which
the change occurs, are addressed in terms of their essential qualities.
On
Finally, it is worth noting that there is no single river, dimension, or Green IT
strategy that will fit all enterprises in this discussion. Figure Drivers and Factors lead to
an ERBS depicts a holistic perspective of the drivers and characteristics that contribute
to a complete ERBS. Environmental Intelligence (EI) is a term that refers to the policies,
procedures, and resources that support it (Trivedi and Unhelkar, 2009).
Developing an ERBS
ity
An ERBS is the consequence of the organization’s leadership’s strategic vision. In
the context of his discussion, E RBS is looking for strategies that will be important in the
next 3–5 years.
ers
Creating a strategic vision relates to what the company’s leaders envision the
company to look like in the future (Lan and Unhelkar, 2000). In the context of green
strategies, the organization’s ideal image, which is comprised of expectations and
goals, serves as the major input for the development of those strategies.
Under the auspices of what is known as Green-Stream Mapping, Wills (2009)

iv
has applied the lean method to the greening approach (Wills, 2009). Energy, Water,
Materials, Garbage, Travel/Transportation Emissions and Effluents, and Biodiversity are
among the seven environmental considerations drawn from the International Standard
Un
of Sustainability Reporting.
Organizations Consideration of Green IT Strategies
Type of Organization Major Green IT Consideration

ity
Product (retailers, Operational carbon (as they don’t have production

electronic goods infrastructure and overheads). The unit of carbon-
vendors, vendors producing device or product is, however, easier to
of consumables, calculate. Therefore, economy and technology dimensions
packaging) may be more handy to start with. Furthermore, inventory,
Am
supply chains, and distribution processes may assume

significance in the Green IT effort
Service (banks, People and their altitudes play a crucial role in service-
insurance, education/ based organizations. Therefore, process and people
healthcare) dimension of transformation become highly significant.
Efficiency in processes can have a dramatic impact on the
carbon footprint of service- based organizations.
(c)
Infrastructure Architecture and design at the start of the project is a vital

(buildings, telecom) consideration. Furthermore, with telecom, improvement
and efficiency in communication around the world can be
another major contributor to reduction in carbon footprint.
84 Green Computing
Industry Verticals and Green IT

Notes
e
Industry Verticals and Green IT Nuances
li n
Education—A service industry in which processes, arc important. Green IT can be used in
collecting as well as promoting educational material globally. Online education mechanisms,
sharing of online classrooms, and tutorials can provide significant advantage in terms of
reduced infrastructure and, therefore, reduced carbon.
Hospital/Medicine—In addition to the processes and people relating to Green IT, attention
On
should also be paid to the fact that major IT revolutions have resulted in high-end medical
equipmens, which, which, while saving lives, also contribute to the carbon fool print of the
hospitals, These medical equipments, together with the IT systems and support, make up a
substantial amount of carbon emissions.
Entertainment-has significant infrastructure as well as operational carbon costs. For example,

most high-carbon emitting equipments such as televisions, cable TV, movies. theaters, and
gaming are studded with carbon-generating gadgets. There is a need to calculate the carbon
footprint by separating the procurement/ installation, operation, and disposal of equipments.
ity
Finance —information technologies and systems are heavily used in the financial! world,
right from providing prices for stocks through to completion of trades. The entire global
wealth generation and growth depends on these high end servers and equally high-end
communication equipments that have direct carbon connotations.
ers
Security— In a different, security-conscious new world, the security vertical is replete with
electronic gadgets that produce significant carbon. Furthermore, with security gadgets, it
is almost mandatory that they operate all 24x7 duration. Therefore, gadgets such as alarm
systems in homes, vehicles, business premises,
and the associated TV monitoring recording, and analysis have a tremendous carbon-cost in
addition to the actual costs of having and operating these devices.
iv
Telecom—Clearly an infrastructure type of organization, with challenges in terms of
procurement and installation of large (and many a limes public) infrastructures. The carbon
footprints of the installations are much higher than those of the operations. End-user devices
and applications supporting telecom business (such as the billing and operational support.)
Un
also need to be studied from their procurement and operational emissions viewpoint.
Bank—Although a financial services industry, the IT infrastructure and applications used in

the banking sector are staggering. Banking vertical is one of the very high emitter of carbon
emissions and, as such, requires strategies that span both services and infrastructure aspects
of Green IT.
Packaging—A unique product-based industry that is involved in producing and delivering

ity
packaging materials in myriad different forms, Reusability and recycling of packing

materials as well as innovative ways of creating packaging is likely to impart environmental
sustainability in a major way in this vertical. Green IT can be used as a support mechanism to
facilitate optimized production of packing.
Am
The drivers and dimensions of Green IT provide this insight into the early
envisioning phase of a green organisation. The strategic plan is built on a
straightforward and direct vision based on the drivers and dimensions. The strategic
vision, as well as the strategic plan that follows, should be actionable. Leadership and
senior management must be directly involved in the formulation of their company’s
green strategic strategy. This necessitates a detailed assessment of the company’s
carbon footprint as well as the tendencies of the broader future business environment in
which it operates.
(c)
While a 3- to 5-year time frame is a suitable beginning point in terms of the

strategic plan’s influence, this duration might vary by industry. For example, the oil
industry may have a 10-year strategic plan, whereas a garment manufacturer in the

Green Computing 85
fashion industry may only have a Green IT strategic plan that is only good for a couple
of years because the contents and expressions in that market change frequently. Notes
e
Green IT strategies must take into account the necessary resources, knowledge,
li n
and skills for the green transformation, as well as present resource usage in
development, production, services, markets, and sales. Perhaps some indication of
what competitors are doing in the green space would be useful, as it would emphasize
the urgency and necessity of taking action.
On
Following careful evaluation of the several aspects that influence ERBS, the focus
should shift to the stages involved in drafting that strategic document. The diagram
below depicts the major phases (steps) in the development of an ERBS at a high level.
ity
iv ers
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Steps in developing an ERBS

ity
●● However, as previously said, the development of an E RBS necessitates active

participation from the company leadership, particularly the CEO and CGO
(Chief Green Officer). Murugesan (2008) has also emphasized the importance
of including key stakeholders and raising environmental awareness in the
enterprise’s green plans. The ERBS must include all of the drivers, dimensions,
Am
length and width, metrics, and measures.
The next sections expand on these important stages in the establishment of

policies and practices, as well as the Green IT transformation roadmap.
These phases, however, are worth considering in terms of what they entail and
what resources organizations will need to complete them.
(c)
Green Business Objectives

The green business objectives are the primary goals of a company that is
undergoing a green transformation. Some of the points that can be used to define
specific green goals in the development of ERBS are as follows:
86 Green Computing
●● Ensure synergy between the core business objectives and the accompanying
Notes green objectives
e
●● Length of time for potential application—3–5 years is desirable
li n
●● Key drivers and dimensions that impact the organisation
●● Identify the growth potential and means for returns on green investment
●● Identifying worldwide markets and areas for green products and services
●● Finding the niche where the firm may gain a competitive edge
On
●● Identifying the reasons for going green IT audits to determine the
organization’s green maturity
●● Development of Green HR as a strategy
●● Optimization and integration of supply chain systems
●● Incorporation of government rules and regulations
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To fine-tune the green business objectives, a SWOT (Strength, Weakness,
Opportunity, Threat) analysis can be performed. In this regard, the participants in
the environmental survey (Trivedi and Unhelkar, 2010) were asked about the current
state of their organisations’ green credentials. This current state would provide a good
ers
indication of the organization’s green preparation as well as the areas where efforts
should be concentrated. The survey’s results are depicted in the diagram below.
iv
Un
ity
Am
Current state of organization with respect to its green credentials
These findings can also be interpreted in the following way:

(c)
●● Green indicators are important to 43% of respondents, and close to 26%

strongly agree. When the green business objectives are specified and
developed within the ERBS, it demonstrates that there is a significant
awareness of the need for specific green metrics.

Green Computing 87
●● Thirty-five percent of the participants agreed, and nearly eight percent

strongly agreed, that their organizations should take responsibility for their Notes
e
carbon footprints. These findings also show that a significant proportion of
respondents do not believe their organizations are taking responsibility for
li n
their carbon footprint, implying that accountability is a primary consideration in
the development of ERBS.
●● Thirty-one percent of the participants agreed, with nearly nine percent
strongly agreeing, that their organisation consumes more energy than similar
On
organizations.
●● Twenty-six percent of the participants agreed, and nearly two-thirds strongly
agreed, that their organizations have a person in charge of environmental
issues.
●● Nineteen percent of the participants agreed, with nearly 9% strongly agreeing,
ity
that they are using vices and/or software to measure carbon footprints in their
workplaces.
●● Eighteen percent of the participants agreed, with close to 7% strongly
agreeing, that their organizations accurately measure carbon emissions.
●●
●●
ers
Sixteen percent of the participants agreed, and nearly 3% strongly agreed,
that their organization’s carbon footprint is the driving force for carbon
reduction.
About 29 percent agreed-to-strongly agreed that having these green
credentials in their firms was a good idea.
iv
Strategy Descriptions
Specifications of the products and services affected by Green IT, present and
Un
future market conditions, consumer and supplier behavior, and the necessary and
required expertise, knowledge, skills, and goals/objectives are all included in strategy
descriptions.
The green plan should be described in straightforward language, with measurable

goals and KPIs. Analysis of present business processes, consideration of corporate
values, and description of underlying IT systems and hardware are all included in
ity
strategy descriptions. It is relatively uncommon for a business to spend 3–6 months

developing a complete strategy description for a 3–5-year strategic plan. Strategy
descriptions lead to green enterprise transformation programmes that have a three-
to five-year impact on the firm. It also necessitates knowledge of the present strategic
Am
plan, if one exists.
The participants in the environmental survey (Trivedi and Unhelkar, 2010) were
asked about the green strategies that their organizations had developed to address
these issues. Figure below depicts the findings of that survey.
These findings can be summarized as follows:
●● Seventy-eight percent of the participants believed that their organizations

(c)
expected government rules on carbon emissions to alter.

●● Fifty-seven percent of the participants agreed that green methods improved
human resource management in their firms.

88 Green Computing
●● Fifty-five percent of the participants said their companies have made strategic
Notes changes to how they operate in order to cut carbon emissions.
e
●● Fifty-two percent of the participants believed that implementing green
li n
measures improves their company’s reputation.
●● Sixty-six percent of the participants are optimistic that their organizations
would be able to identify new market opportunities by implementing green
initiatives.
On
ity
ers
Green strategies are formulated to handle the seven organizational (business)
factors
iv
Policy-Based Conditions
Un
Develop and implement a Green IT policy with the goal of increasing IT system
utilization while minimizing energy consumption and other environmental impacts. You
don’t have to do everything at once; instead, use a step-by-step strategy.
An organization’s Green IT policies are formed from its strategic descriptions. The
impact of policies, on the other hand, is not limited to their manual implementation.
Instead, policy-based prerequisites for Green IT can be built into the service-oriented
ity
architecture and protocols of the company. As a result, policy-based conditions have the
potential to influence Green IT implementation automation.
This is a tremendous and profitable opportunity for an electronic organisation to

integrate regulations into its services, applications, and packages, allowing it to lead the
Am
way in Green IT deployments.
The SMART approach to green enterprise transformation can be used to design

physical policies, as outlined in later chapters. Green policies must be SMART—
specific, measurable, achievable, realistic, and timely—in order to be effective. SMART
can also be defined as follows:
●● Standardize (S) the way energy consumption and emissions data may be
(c)
tracked across many operations.

●● Monitor (M) energy consumption and emissions in real time across the
economy, providing the data needed to improve energy efficiency.

Green Computing 89
●● Accountability (A) is achieved via the use of tools and mechanisms.

Notes
e
●● Redesign (R) based on systems and technologies—equipment, materials,
processes, and attitudes will all be affected.
li n
●● Transform (T) in a low-carbon economy, we will transform the way we work
and play. It will be built on a green business transformation strategy.
Resource Requirements
On
A green strategic plan must include all of the resources needed to implement and
manage green transformation. People, processes, and technologies that drive the
green revolution, as well as those who are affected by it, are all resources.
Transformation Plan/Timelines
The final and most crucial phase in the establishment of an ERBS is the creation
ity
of a comprehensive enterprise transformation plan. This transformation plan is a
project plan including activities, roles, and deliverables, as well as a delivery timetable.
Specifically, his transformation project plan provides the transformation roadmap.
The plan is broken into two parts: a high-level roadmap that identifies important work
areas, deliverables, and dates, and a detailed plan. After that, a detailed, task-by-task
approaches.
Iterations and Risks

iv ers
project plan can be created, utilizing all known project and programme management
Figure (Steps in developing an ERBS) also shows that the creation of an ERBS
should not be a one-way street. It should be designed as an iterative process, with
multiple passes through the drivers, dimensions, risks, and measurements. To get at
the final and comprehensive executable Green IT plan, three iterations are ideal. Over
Un
the course of 3–6 months, these iterations would also include observing industry trends
and new advances in the field of Green IT.
On the basis of these patterns, green policies must be updated.
These iterations also outline how the policies will be implemented, which should also be
ity
dependent on iterations. During practice, it is intended that the policies would be refined
iteratively. The concepts of continual improvement in processes, people, and technologies
that give a lean business endeavor energy also apply here.

Am
State true or false
1. Specifications of the products and services affected by Green IT, present and future
market conditions, consumer and supplier behavior, and the necessary and required
expertise, knowledge, skills, and goals/objectives are all not included in strategy
descriptions.
2. Green IT initiatives are well positioned to provide continuous alignment of the
(c)
organization’s business and carbon targets, especially in the 3–5 year effect range.
3. Wang and Ghose have made significant contributions to the development of a
conceptual framework for strategic alignment.

90 Green Computing
4. Green IT strategy is a long-term approach that considers both business and

Notes environmental considerations.
e
5. It’s critical to use the right philosophy when developing and implementing a plan.
li n
Fill in the blanks
1. The green business objectives are the primary goals of a company that is undergoing
a green ________.
On
2. ________(2011) has elaborated on Green IT initiatives that take a comprehensive
approach to environmental awareness based on micro- and macroeconomic
variables. Its comprehensive approach fully utilizes technology, yet it is not limited to
it.
3. ERBS is a conceptual framework that arose from prior work by Unhelkar and _______
(2008) and was further refined by Unhelkar and Trivedi’s research (2009).
ity
4. A green strategy’s philosophy might be risky, which is related with growth; social,
which is nonprofit; careless, which has no plan; and lean-intelligent, which is______.
5. _________refers to the aspects of Green IT that deal with systems, information
technology, and content.
Summary
●●
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Green strategies define an organization’s long-term and consistent approach to
environmental stewardship.
iv
●● Esty and Winston (2006) highlight some of these eco-friendly corporate ideas for
gaining a competitive advantage. Ghose (2011) has further elaborated on Green
IT initiatives that take a comprehensive approach to environmental awareness
Un
based on micro- and macroeconomic variables.

●● It’s important to make sure that the new parts of a Green IT strategy don’t
detract too much from an organization’s main business initiatives. Rather than
creating a completely new green strategy that is unrelated to the organization’s
main business, consider the overall strategic approach to the environment as a
business approach—environmentally responsible business strategies (ERBS,
ity
2010; Unhelkar, 2008)—that are the business strategies.

●● ERBS is a conceptual framework that arose from prior work by Unhelkar and
Dickens (2008) and was further refined by Unhelkar and Trivedi’s research
(2009). Unhelkar has further developed, extended, and published ERBS as a
Am
framework as a Cutter Executive Report (2010). This paradigm is being refined

on a regular basis, and it is gaining traction in a variety of business transformation
and business intelligence areas, which are referred to as green enterprise
transformation (GET) and environmental intelligence, respectively.
●● The ability to manage long-term implementation challenges while achieving
returns from the “low hanging fruits” of Green IT to show progress and what can
be done is a major benefit of building a green mentality in an organization.
(c)
●● A green strategic mindset makes use of the organization’s existing environmental

intelligence (EI) resources and approaches. The strategic strategy is based on

Green Computing 91
a broad application of technologies and systems based on expanding corporate

intelligence and applying it to the environment domain. Notes
e
●● The strategic use of carbon data entails not only data collection and reporting, but
li n
also the identification of risks and opportunities in the green domain, as well as the
mapping of trends and patterns in terms of internal and external carbon savings
and emissions and trading.
●● Green IT strategic planning takes into account the organization’s business goals,
On
demographic characteristics, existing Green IT approach, and maturity in terms of
Green IT.
●● Green IT strategies can be classified into two categories: those that respond to
the carbon crisis and those that take proactive steps to address the challenge now
and in the future. In order to establish Green IT strategies for the future’s inevitable
carbon economy, a combination of reactivity and proactivity is required.
ity
●● Chief executives feel that energy and environmental initiatives may help
differentiate their businesses and boost the reputation of their products and
services, according to the Global CEO research. Improved green brand image can
help increase market penetration and customer loyalty, especially among the new
●●
ers
generation of customers who are looking for environmentally friendly products and
services.
The four core characteristics of an organization that can change are economy,
people, procedures, and technology. As the organization transforms into a green
iv
enterprise, these are not independent dimensions, but rather interdependent
ones. However, depending on the nature, size, and present green maturity of the
organization, one or two aspects may lead the transition.
Un
●● The drivers and dimensions of Green IT provide this insight into the early
envisioning phase of a green organization. The strategic plan is built on a
straightforward and direct vision based on the drivers and dimensions. The
strategic vision, as well as the strategic plan that follows, should be actionable.
Activity
ity
1. Identify the most important ERBS driver that will impact your organization in the short
term (within a year, e.g., regulatory and legal—identify the specific regulation that
you may be required to comply with).
2. List that driver specifically against the current business goals of your organization
Am
(e.g., customer experience enhancement and regulation).

3. List the potential conflict between the two goals—environmental and business
(e.g., need to comply with lower carbon emission requirement may lead to reduced
customer experience).
4. Identify areas of business where ERBS can cause substantial and measurable
impact.
(c)
5. Discuss a strategy to ameliorate the above situation (e.g., by highlighting to the

customer the reduction in carbon through a slightly slower process of providing
service).

92 Green Computing
6. Update the above strategy with an approach that can do both—enhance the customer
Notes experience and reduce carbon (e.g., through the use of an upgraded device, or
e
reengineering of the process to provide service that makes it more efficient).
li n
7. Measure the driver for which the approach or initiative is taken. For example, measure
customer experience through customer survey or find it out by customer uptake.
8. Discuss all the above steps, but now in the context of a driver for ERBS that will
affect your organization in the long term (3–5 years).
On
24. What is a green strategy mix? Consider examples of organizations that you know of
that would fit within the strategy mix.
25. What are Green IT strategies? How would you develop Green IT strategies for an
organization looking 3–5 years ahead in time?
ity
26. Discuss the importance of consortiums in an 8+ year Green IT strategy.
27. Explain how costs and profit margins play a role in driving an organization toward
ERBS?
ers
28. Compare enlightened self-interest with the sociopolitical pressure as Green IT
drivers.
29. How does a green business ecosystem influence many small organizations? How
does it influence a large organization?
iv
30. What are the four dimensions along which an organization can transform to a green
organization?
31. Show how you would incorporate data centers, metrics, education and training, and
Un
green process reengineering within an ERBS.

32. Argue for the need for iterations in following the steps for ERBS.
33. Write a short note on green strategic alignment.
Glossary
ity
1. ERBS: ERBS (Environmentally Responsible Business Strategies) refers to business

strategies for sustainable business development. These strategies include the
activities that meet the needs of an enterprise and stakeholders while protecting
natural resources.
Am
2. Biodegradable: Something capable of decaying into its basic components.

3. Circular economy: A system dedicated to eliminating waste by reusing, sharing,
repairing, and recycling resources.
4. Carbon emissions: Pollution released into the atmosphere from carbon dioxide and
carbon monoxide; often produced by motor vehicles.
(c)

Unhelkar.
Green Computing 93
Further Readings
Notes
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1. Arveson, P. (1998). Background And History Of Measurement-Based
Management. Accessed 3r d April, 2011.
li n
2. Aronson, J. (2008). Making IT a positive force in environmental change. IT
Professional, 10(1), 43–45. doi:10.1109/MITP.2008.
3. Atkins, T. and Ali, H. J. (2009). M obile strategy of strategic E-business
solution by Dr. Tony Atkins and Hairul, A. K., Nizam, P. G., Ali, H. J., chapter 3
On
in Handbook of Research in Mobile Business: Technical, Methodological and
Social Perspectives, 2nd ed., ed. B. Unhelkar. IGI Global, Hershey, PA, VSA.
4. Boutros-Ghali, B. (1995). Agenda for Peace. Paper presented United Nations
Conference on Environment and Development, Rio.
5. Forge, S. (2007). Powering down: remedies for unsustainable ICT . Foresight-
ity
Cambridge, 9(4): 3–21. doi:10.1108/14636680710773795.
6. Przybyla, D. and Pegah, M. (2007). Dealing with the veiled devil: Eco-
responsible computing strategy. Paper presented at the Proceedings of the
35th annual ACM SIGUCCS Conference on User services, Orlando, Florida,
7.
USA.
ers
Rosen, M., Krichevsky, T., and Sharma, H. (2011). Strategies for a sustainable
enterprise. In B. Unhelkar, ed., Handbook of Research in Green ICT: Technical,
Business and Social Perspectives, pp. 1–28. IGI Global, Hershey, PA, USA.
iv
8. Unhelkar, B. (2009b). Mobile Enterprise Transition and Management. Taylor &
Francis Group (Auerbach Publications), Boca Raton, FL, USA.
9. Worthington, T. (2009). Green Technology Strategies.
Un
10. Wills, B. (July 2009). Wills, Brett, Green Intentions: Creating a Green Value
Stream to Compete and Win. Productivity Press. Taylor & Francis Group 270
Madison Ave NY 10116. USA.

State true or false
ity
1. False
2. True
3. True
Am
4. True
5. True
Fill in the blanks

1. Transformation
2. Ghose
(c)
3. Dickens
4. Balanced
5. Intelligence

94 Green Computing
Unit -1.4: Environmentally Responsible Business

Notes
e
Objectives:
li n
●● Understand policies and practices in ERBS.

●● Learn about green values in practice.
On
●● Comprehend green IT metrics and measurements.
Introduction
“Nature shrinks as capital grows. The growth of the market cannot solve the very crisis
it creates.”
ity
- Vandana Shiva (Soil Not Oil: Environmental Justice in an Age of Climate Crisis)
iv ers
Un
ity
The policies, practices, and measures that come from the development of Green
Am
enterprise strategies are discussed in this chapter. These policies, practices, and
measurements are a crucial and fundamental aspect of an organization’s overall
Green programme. The development of green policies prepares a company to face the
inevitable obstacles that come with modifying its current operations.
While the Kyoto and Copenhagen climate change conferences did not result in
globally binding laws, they did have a direct impact on organizations’ green motivations,
dimensions, and subsequent green policy formulations. The use of macro- and
(c)
microeconomic levers is also discussed in this chapter to demonstrate their importance

in organizational decision-making, because, as Ghose and Billau (2011) point out,
current climate change thinking emphasizes the use of economic levers and associated
monetization to change energy consumption behavior.

Green Computing 95
As described in the previous chapter, corporation responds to this desire for

behavioral change by developing business strategies that influence the organization’s Notes
e
course. An organization’s development and validation of strategies is an important step
in its green transformative effort. Murugesan provides a good overview of these Green
li n
IT initiatives (2007). However, such tactics must be pushed down to the point where
the organization can act on them, i.e., monetization. Developing, defining, and refining
policies on carbon emissions is also a great method for the organization to get ready for
the laws, binding standards, and accompanying protocols that are likely to emerge from
On
upcoming global summits and agreements on global carbon management.
Since green policies coincide with lean business concepts and practices, as
outlined in this chapter, green business policies and practices are also relevant to a
lean firm. In response to a lean business programme focused at eliminating waste, for
example, a firm can adjust its procedures to reduce slack in its business operations. Not
only would a lean programme minimize waste due to reengineered tasks, but it would
ity
also lower the organization’s carbon footprint.
Alternatively, in response to changing client preferences for green products and

services, a firm may opt to modify its product design. The redesign of the product
will also help to reduce emissions because operating efficiency will be included into
ers
the product, as well as increased consumer pleasure with its use. Green policies,
as mentioned below, are inextricably linked to the business and are an essential
component of it.
Organizations address their green activities by developing sustainability policies

iv
and goals that match with corporate objectives, as indicated in Figure below. These
policies are then prioritized and put into implementation, with their effectiveness
compared to a baseline. These metrics are designed to track and report carbon
Un
emissions from a variety of sources within an organization, including personal

computers, data servers, networks, and the business processes that rely on these
devices.
The figure below depicts the evolution of corporate governance values and
application over the previous decade. Organizations are incorporating “green” features
to their corporate governance as their carbon footprints grow, resulting in “Green
ity
Governance.” Companies can use green governance to set policies and processes to
evaluate their present energy use as well as the environmental impact of their business
activities. IT governance is shifting its focus to using IT to enable green activities across
the enterprise, as seen in Figure below. IT activities aimed at improving corporate
Am
services and procedures, as well as the employment of virtualizing technology

(Murugesan, 2007) to improve energy efficiency, have a significant impact on the
organization.
(c)

96 Green Computing
Notes
e
li n
On
ity
ers
Green corporations based on green policies, practices, and metrics (shifting of IT
function).
These shifting viewpoints are depicted in the diagram above, which extend
corporate governance to green governance, IT governance to include IT’s role as a
green enabler, and routine IT management to Green IT management.
iv
Controls, policies, and practices that are supported by Environmental Intelligence
(EI) are included in green governance (Unhelkar and Trivedi, 2009b). EI was formerly
Un
described in the unit as the intelligent application of business techniques and

technologies that can help a company become a green company.
As a result, Green Governance blends EI with data creation and maintenance

lean process efficiencies. Green policies are either stated as high-level or abstract
policies that are worded by the company board, or they are electronically incorporated
in an e-web organization’s services protocols. The green organization’s policies are
ity
put into action through its practices. Practices, on the other hand, are the outcome of
a mix of good policies, as well as training, education, and the overall attitude of the
organization’s employees.
The implementation of green policies is a greater difficulty than the creation

Am
of green policies. Metrics will eventually be used to assess the success (or failure)
of practices. Green metrics can be used to assess not just the decrease in carbon
emissions per process, but also the leanness of business processes as a result of
process improvement. Carbon emissions management software that uses smart
metering is used to carry out these metrics and measurements in practice.
It is worth highlighting a substantial modern management insight into business

sustainability in the context of green policies and practices. According to Younessi
(c)
(2009), developing company plans and corresponding effective policies does not have
to be solely based on profitability, but must also take into account the time aspect. A
company whose strategies and practices are solely focused on “making money”

Green Computing 97
in the near term is more likely to lose sight of the wider picture in terms of long-term
profitability and sustainability. Long-term viability and sustainability can be achieved Notes
e
by policies that enable an organization to harness technologies while also taking into
account environmental factors.
li n
For example, mobility (Unhelkar, 2009a) technologies have enormous potential to
reduce human and material moves while also drastically improving corporate processes
from an environmental standpoint. Green policies must be developed in a way that
balances economic viability and environmental sustainability.
On
Every new idea, strategy, or lean business initiative is increasingly being examined
on its long-term viability and environmental responsibility.
Green IT not only affects how IT governance is executed in a company, but it
also leads to the development and execution of green programmes within the firm.
These green programmes can be based on one or more aspects of the overall policy,
ity
with the goal of putting them into action. When green programmes are created as a
result of policy implementations, information analysis tools, knowledge management
approaches, and environmental intelligence are all used.
The application of Green IT inside these green projects necessitates leadership
ers
and resources to be successful. At the technological system level, implementation
necessitates the generation and diffusion of data, information, knowledge, and
intelligence. Policy formulation and promotion are subjective (tacit), whereas policy
implementation is objective (explicit). Green policies and their implementation have an
implicit and explicit impact on an organization’s fundamental culture and belief system.
iv
Un
ity
Am
(c)
Green policies are implemented through practices, and proved through metrics.

98 Green Computing
Green programmes and projects are the consequence of an organization’s dedication

Notes to uphold its policies. The relationship between policies and practice is depicted in the
e
diagram below. Despite the fact that the policies are implicit, their implementation is
not. The positioning of measurements in the implementation of policies in practice is
li n
also represented in Figure below. With some constraints, existing approaches to policy
formulation and execution in an organization can be employed here. For example, along
with the cost element, the carbon factor is now included in policy wordings.
On
Metrics are used to determine whether a green programme has succeeded
in achieving a policy aim. The outcomes of the metrics would lead to changes,
modifications, or the cancellation and re-initiation of green programmes on occasion.
Attempts to transform policies into practices through green initiatives may result in the
policies themselves being modified on occasion. Any competent policy development
timeline should anticipate and account for this.
ity
Since “ICT examines more than just the technological system, or just the social
system, or even the two side by side; in addition it investigates the phenomena that
emerge when the two interact,” ICT services and products can enable smart development
opportunities for carbon emission reduction in business (Lee, 2009). “Green ICT,”
according to Unhelkar (2010), is “the deliberate application of technologies, strategies,
ers
and policies aimed to minimize the carbon footprint of the IT function inside the company,
as well as the use of IT to lower the carbon footprint of the entire organization.”

iv
Un
ity
Am
In practice, a policy is a high-level document that outlines what the organization will
(and will not) do when making business decisions. Green policies ensure that carbon
reduction is a key component of organizational decision-making. Green policies are
developed with significant input from the organization’s senior management and are
integrated into the company’s business plan. While the policies describe what is implied
in the ERBS through precise words, the green practices are the policies’ execution.
These policies and practices work together to guide the organization’s environmentally
(c)
responsible actions. These rules and practices, for example, aid in determining
the organization’s internal and external decisions. As a result, these policies and
procedures must be properly designed, validated, and integrated into the organization’s

Green Computing 99
strategy. The policies and procedures are based on a variety of sources both inside
and outside the company. A Green IT strategy based on technological dimensions, for Notes
e
example, will result in policies on server procurement, data center building selection,
and risk tolerance by data center directors.
li n
Environmentally friendly corporate practices come in a variety of shapes and sizes.
Figure below depicts some of these policies and their relative importance. The following
is a list of environmentally friendly company policies that should be considered while
On
developing organizational policies. The survey’s findings on the importance of various
environmental initiatives are also examined further down.
●● Purchasing environmentally friendly equipment and services, as well as converting

existing services to be environmentally friendly. A procurement policy mandates
that the organization establish rules for procuring new equipment or purchasing
new services from third parties. According to the graph below, 40% of respondents
ity
“agree” with the development of such a policy, while 15% “very agree” with
including such regulations for green equipment/services. Many private and public
sectors are incorporating environmentally friendly IT product purchasing into their
purchasing processes. The EPEAT and Energy Star standards, for example,
have been widely embraced by the federal, state, and local governments for
●●
ers
government purchases (Manuel and Halchin, 2010). The following environmental
objectives are part of the government procurement program’s aims.
Used materials and equipment are disposed of. Hazardous and toxic waste
disposal, particularly from computing equipment, necessitates careful policy
iv
consideration. In the graph below, about equal numbers of respondents “agree”
(34%) and “strongly agree” (32%) with having a policy for garbage disposal.
A waste management policy will also guarantee that garbage is managed in
Un
compliance with legal regulations. This strategy should be accompanied by

increased environmental awareness, which will inspire a shift in attitudes toward
waste reduction, reuse, and recycling. The amount of garbage generated by any
business is directly proportionate to its operations. As a result, this policy will be
tightly linked to the lean waste reduction policy.
●● Recycling and repurposing equipment. This policy reduces the disposal of
ity
equipment that may or may not be in working order. According to the graph below,
35% of respondents “agree” that policies for implementing equipment recycling
are beneficial, while almost half of them (19%) “Strongly” urge the creation and
implementation of such policies. If waste cannot be avoided, as many materials
as feasible should be recovered through recycling, according to the survey
Am
results. Adopting and executing equipment recycling policies will recover useable
materials and components, delay the replacement of working equipment, and raise
reuse knowledge.
●● Business policies that are environmentally friendly. Business procedures can
range from using low-cost resources like paper to high-cost ones like power. A lot
of energy is wasted throughout corporate processes, and that energy cannot be
(c)
recycled multiple times. As a result, measures aimed at reducing energy usage

in business operations should be included in corporate strategy. According to the
survey, roughly 44% of people would appreciate such a strategy because their
companies consider their energy resources as a source of strategic competitive

100 Green Computing
advantage. Twenty-one percent of respondents advocated for stringent

Notes enforcement of such policies.
e
●● Renewable energy sources are used. Solar power grids, nuclear power plants,
li n
and wind farms are all becoming more popular sources of renewable energy.
According to the survey, just 23% “agree” and 14% “strongly agree” that policies
for the use of renewable energy sources should be created. Organizations that
use solar energy have raised concerns about solar cells, their life, and sunshine.
The consistency of wind for continuous power generation was mentioned in the
On
case of wind power, while the management of pollutants was mentioned in the
case of geothermal energy. Further examination of the survey data reveals that
decision makers and quality managers strongly support alternative, or renewable
energy sources, but cost appears to be a major barrier to their adoption. As this
is being written, a tremendous earthquake and a Tsunami struck Japan’s east
coast, destroying the cooling systems of the Fukushima nuclear power facility. The
ity
near-repercussions meltdowns are having a global impact on the usage of nuclear
technology for renewable energy. It’s worth noting that 41% of respondents
disagreed with the policy for using renewable energy sources in company
processes (including severely disagreeing).
●●
ers
Awareness and a good outlook are important. Employee and user awareness
of carbon emissions, as well as a favorable attitude toward them, can result in
significant changes in the way the company runs. Is awareness something that
needs to be ingrained in the culture of an organization? Twenty-seven percent
of respondents “agree” and 18 percent “strongly agree” that policies should be
iv
implemented to increase public knowledge of environmental issues. These rules
that affect employees necessitate training plans and budgets, as well as human
resource support.
Un
ity
Am
(c)
Environmentally responsible business policies.

Green Computing 101
Lean Impact on Green

Notes
e
Rethinking and reworking the existing paradigm and processes can yield
environmental benefits. Eco-efficient and eco-innovative policies can help a company
li n
accomplish its sustainability goals. Policies for reduction, reuse, and recycling help
enterprises reduce their carbon footprints, and the survey results show that most
businesses are committed to implementing environmental policies. The support and
involvement of the organization’s leadership is the first condition for such dedication.
Green strategic concepts are brought to green policies by decision makers. Green
On
policies and practices can also be found in statistics on industry-specific climate change
and associated study of greenhouse gas emissions. Green IT projects are influenced by
resource allocation in an optimal manner, which is done in a lean business.
Green IT may simply be extended, understood, and deployed using lean principles
in IT. Understanding the product from the customer’s perspective, for example, will
ity
ensure that the product is readily accepted by the customer with little or no rework. As
a result of the product’s early acceptance, efficiency in product development translates
into a reduction in carbon emissions (or service). Steps that do not provide direct
value to the production process are eliminated when process optimization occurs
in a lean effort by business. However, due to the efficiency and effectiveness of the
ers
organization’s development, production, or supply process, modelling of processes,
critical examination of its steps, elimination and/or merger of steps—all of these
activities that form the basis of lean business principles—reduce carbon emissions.
Lean procedures in the United States are constantly working to eliminate waste
iv
and slack in the workplace.
Such lean programmes also provide staff with system-level support to assist them
in decreasing carbon emissions from their daily activities. The rules and regulations
Un
of the government concerning carbon emissions should also be communicated within

the organization. Employees who are aware of regulatory standards are more likely
to participate in and improve their processes as part of lean-green efforts, allowing
them and their company to meet the emission limitations set for their products and
processes. Customers, business partners, and support center workers all have a say in
what is expected of an organization’s Green IT policy. Customers are especially urged
ity
to participate actively in a lean company project.
The same effort can be used in the lean-green programme, where customers’
needs, wants, preferences, and timelines are canvassed. The following summarizes the
proper, formal, and successful application of environmental policies by an organization
Am
that successfully capitalizes on its “lean” effort:
●● Lean-green goal identification: These objectives go beyond the business

objectives to include carbon efficiency and waste reduction. All stakeholders
must be taken seriously by the leadership in order for the correct lean goals to be
identified. Customers, employees, and owners must all be involved in the lean-
green goal-setting process.
(c)
●● Product differentiation: In both the short and long term, the technique of price
and product differentiation in business can be used to green business (Younessi,
2011). In the long run, a movement from old corporate economic models to
new lean and green business models can be seen. From the standpoint of the

102 Green Computing
consumer, perceived variations in value lead to customers comparing a green

Notes product to a traditional product, or comparing the same green product from one
e
organization to another.
li n
●● Alignment with green enterprise goals: Assuring that the organization’s green
policies and practices are in line with the lean principles in use. It is critical to align
the organization’s lean-green practices with its business strategies and objectives.
Green policies and practices that are aligned will result in value creation, which
happens in a lean business as well.
On
●● Lean-green measurements: Lean metrics would show an organization how much
time and money could be saved by optimizing procedures. Lean-green metrics
can be used to determine not only cost reductions but also carbon reductions.
Furthermore, green measures (such as those addressed later in this chapter)
help to comprehend the potential increase in carbon emissions as a result of cost-
ity
cutting efficiency. Extending the life of existing equipment, for example, may be
a cost-effective decision, but it may not be a carbon-efficient decision because
the old equipment was not designed with carbon efficiency in mind. As a result,
all lean-green decisions and activities involving green business processes must
be supported by a set of measurable actions. Green metrics are used to measure
ers
Green preparedness and define goals. Setting arbitrary targets to become carbon-
neutral without regard for the industry in which the business operates can be
harmful to the organization. For example, carbon reduction goals that may be
possible in a service or technology organization may not pose the same problem
in practice as those faced by a manufacturing or mining firm. Each industry
iv
segment requires its own set of benchmarks and attainable objectives.
●● Lean-green structures and interactions: The way people and processes are put
together is defined by organizational structures. These structures include the
Un
organization’s hierarchies, their relationships, and the system support that goes
with them. The structures, processes, and functions of lean-green businesses
must all be considered. Detailed models of a lean-green organization’s entire
structure and relationships are required for a complete grasp of how sustainability
can be integrated alongside lean in such a business. An organization’s HR
structure, for example, will not be lean or green if it contains several, unnecessary
ity
layers of hierarchies between workers and managers. The issue of merging

a deep, hierarchical organization with a flatter management structure will be
eliminated, resulting in a lean-green value.
●● System support for lean initiatives: Multilayered systems for optimizing
Am
organizational processes must focus on the support needed to reduce carbon

effect at each layer.
●● Trivedi and Unhelkar (2009), for example, defined four layers: the business layer,
the carbon emission monitoring layer, the service layer, and the IT-infrastructure
layer. Each layer of this business strategy system focuses on mitigating and
managing the environmental implications of a firm’s processes, services, and
products, as well as making the organization lean.
(c)
●● Lean-green marketing: An organization’s green technology marketing efforts

must be in sync with its lean efforts. Green technology should be demonstrated
to improve or upgrade productivity in the United States. The benefit of carbon

Green Computing 103
reduction achieved by the adoption of Green IT technology, for example, can be

exploited through a lean marketing approach. Notes
e
●● Lean-green process quality and process improvements: Enforcing process
li n
changes in support of green initiatives has a parallel with enforcing process
changes in support of a lean business project. The carbon content of a process
is reduced as a result of decisions made in manufacturing, service, and marketing
to decrease waste and tighten the slack in a process. However, while using Green
IT solutions to improve processes, it’s important to make sure the technology is
On
integrated throughout the business layers. Separating the process from the
technology will not result in the required carbon reduction because technology
may not serve a specific business aim on its own and instead produce carbon with
no discernible value.
●● Lean-green business framework: Through the establishment of a lean business
ity
structure, enabler technologies such as Green IT can be identified, justified, and
applied. Green technologies can be used to: (1) assess and measure the extent
of a concept (e.g., the efficacy of a Green IT introduction project) within a specific
level of an organization or a specific process or project; (2) conduct a gap analysis
based on a comparison between the status quo as determined by an assessment
ers
and an optimal scenario, which can often be logically defined; and (3) set policies
and strategies for an organization with respect to the environment.
Carbon efficiencies are implicitly included in lean organizational policies. However,

in practice, they must be made clear by coupling them with green procedures and
iv
measurements. As a result, measures that measure an organization’s leanness must be
adjusted to reflect its greenness as well. These metrics are context-dependent and are
determined by the organization’s nature and type.
Un
Environmental Areas Covered

The breadth of coverage, the depth at which they operate, and the length of time
they have influence within the organization are all factors to consider when evaluating
policies and practices. These three areas of consideration in the creation of green
policies are depicted in the diagram below.
ity
These topics are summarized in the table below and explained in the sections that
follow.
●● Breadth of Environmental Policies (Areas Covered)

Am
One axis represents the breadth of environmental policies that span many aspects
of a corporation, such as its numerous departments, subsidiaries, and partners,
as shown in Figure below. Green policies, for example, may have an impact on an
organization’s inventory and manufacturing operations. Green policies may have a
somewhat “limited” impact on the company, as inventory reduction may not instantly
and necessarily affect the firm’s supply chain.
(c)

104 Green Computing
Notes
e
li n
On
ity
ers
Green IT policies impact in three ways (length, breadth, depth).
Alternatively, the scope of Green IT policy could include not only the organization’s
production of goods, but also its structure, infrastructure, and operational environment.
iv
Green rules will have a considerably greater influence on goods and inventory. The
greater the policy’s impact, the closer the company is to implementing a holistic Green
Un
IT strategy.
Policies, Practices, and Metrics
Policies Practices Metrics Tools

Breadth Departments and Number of Green activities Leadership
activities covered; activities; people per departments techniques;
ity
collaborative and partners administration

partners practicing them
Depth Described Reach — Carbon amount Smart meters;
intensity of influence of each per activity; CEMS
Am
activities activity; honesty implementations.

and seriousness
Length Period of green Sustained period Daily, yearly; Duration on
policy of practice by other time units; meters; time
implementation individuals and staggered calculators;
departments implementation KPIs.
periods
(c)
As a result, the importance of considering the entire organization and its breadth
while developing and implementing Green IT policies is stressed. As a result of
this evaluation, appropriate green programmes will be developed, as will the use

Green Computing 105
of analytical, modelling, and simulation tools for the study of environmental risk
management and better measurement accuracy. The more green policies are covered, Notes
e
the higher the organization’s prospects of success.
li n
This breadth of coverage, however, raises the risks involved with the green
transformation, necessitating more coordination among the four dimensions of change
as well as additional upfront expenditures. Table above shows the rules, practices,
metrics, and accompanying instruments (techniques) that are important when
On
assessing the scope of a green organization.
●● Depth of Environmental Policies (Intensity of Coverage)

Another axis depicts the scope of an organization’s environmental responsibility.
The depth of the indicator of the organization’s commitment to implementing and
enforcing policies. If, for example, a decrease in inventory is linked to a reduction
in waste and, as a result, a reduction in carbon generation, then efforts to reduce
ity
inventory will be concentrated in terms of participation, coordination, and application of
systems and tools to achieve that inventory reduction.
In large enterprises, a deep practice of policies is usually strongly supported by

Eco management solutions, which run on dedicated systems platforms and provide
individual and collective business operations. ers

not only assistance but also measurements and reporting of carbon performance for
Within the organization, complete descriptions, mapping, responsibilities, and

execution of roles, deliverables, activities, and tasks are included in the depth of
iv
coverage for each process. The breadth of green policy coverage also allows for more
detailed audits and feedback on the same process.
In addition, broad coverage of green policies and practices enables EI and

Un
corresponding environmental knowledge management systems, exchange of

environmental knowledge through common platforms, and collaborative settings for
decision assistance. Similarly, as an organization expands its Green IT coverage, the
development of environmental ontologies and their availability on environmental portals
for the company is facilitated.
ity
Table above shows the rules, practices, measurements, and accompanying

instruments (techniques) that are relevant when assessing the depth of a green
organization.
●● Length of Environmental Policies (Duration of Coverage)

Am
In addition, as shown in the graph above, the amount of time spent developing and
implementing Green IT policies is an important factor to consider.
Sustainable policies are those that, to put it another way, allow a company to be
in operation for a long time. The longer a company remains “in business,” the better its
chances of long-term success, including financial success. As a result, over time, a link
between environmental sustainability and profitability can be established.
(c)
Depending on policymakers’ awareness and emancipation, the relationship

between success and time has the ability to drive green business advantage. Table
above shows the rules, practices, metrics, and corresponding instruments (techniques)
that are relevant when determining the longevity of a green organization.

106 Green Computing
A three-dimensional axis can be used to evaluate policies and practices: coverage,

Notes depth of operation, and length of time. The number of departments/people collaborating
e
is indicated by the breadth. The depth of the “Green” activities reflects how intense
they are. The policy’s length refers to how long it has been in effect. In calculating an
li n
organization’s carbon footprint, these axes represent coverage, duration, and intensity.
Green policy formulation necessitates the ability of policymakers to consider future

strategies and make predictions about the firm’s future. When adding time into rules,
On
it’s crucial to think about the company’s long-term viability as well as the Green IT
initiative’s long-term viability. Green IT can transform an organization, but the relevance
of maintaining that transformed green state over time is only recognized when the
“length” is taken into account. Such lengths should, in theory, be equal to the length of
the organization itself, and are thus an important aspect of its long-term sustainability
strategy. Policy implementation, on the other hand, necessitates additional breaking
down and application with varied timelines to guarantee that they are presented to the
ity
organization softly and successfully.
The carbon footprint of an organization is ultimately made up of the coverage,

length, and intensity across all of its functions, as shown in the diagram below. Carbon
footprints are proportional to an organization’s work area and the type of business
ers
sector. A chemical industry that produces colors and fertilizers, for example, will emit
more emissions than the education sector.
Computers, printers, space heating and cooling, lighting, paper, personnel travel,
and communication are all factors that contribute to an organization’s carbon footprint.
iv
Emission reduction can be accomplished through making efficient use of available
resources. When it comes to carbon footprints, efficiency is measured in terms of
“intensity.” Intensities can be helpful measures, but they must be interpreted in order to
Un
obtain data. Intensities can be useful in predicting emission trends. In service-oriented

industries, for example, intensities may be defined as emissions per employee or per
square foot of office space.
Since large companies may own multiple facilities using different types of fuel,
emissions intensity in the manufacturing industry is invariably defined in terms of
ity
pollution per unit of electricity produced (e.g., CO2-e/kWh or some variation of these
units). Trends can be interpreted at the industry level. Their ownership may fluctuate
from year to year, resulting in drastically changing emissions-to-output ratios.
This footprint is calculated as a combination of carbon reductions attributable

Am
to effective Green IT activities across the organization’s length, width, and depth.
This measurement, as shown in Table above, allows the company to completely
comprehend and reduce its energy expenses, as well as optimize IT processes, boost
cooperation, and have more efficient interactions with suppliers and consumers.
As a result of a unified length-breadth-depth background, a lean, agile firm may be

measured to show its carbon reduction. Such a corporate commitment to environmental
awareness saves emissions while also significantly increasing brand value.
(c)
End-user working techniques, energy-efficient office environments, and lowering

back office and data center energy use are all examples of specific IT projects.
Efficiencies are also gained by implementing a unified approach to the procurement and

Green Computing 107
supply chain management process, which encompasses material selection, acquisition,

packaging, delivery, and disposal. Taking these possible benefits into account, CIOs are Notes
e
in a position to play a critical role in increasing brand value and competitiveness while
also meeting regulatory obligations.
li n
On
ity
ers
Carbon footprint of an organization is based on coverage, duration, and intensity.
iv
Un
ity
Am
Converting policies to practice becomes an urgent organizational action that may

be noticed in a short period of time. As a result, even though the strategies and policies
are designed for long-term organizational change, their impact in practise can be
recognized right away.
(c)
Green policies will be implemented by a combination of training, usage, incentives,

and the potential inclusion of penalty risks.

108 Green Computing
Younessi (2011) has created a matrix of several Green values that can be used
Notes to construct green policies. These are the values of utility, exchange, essentiality, and
e
longevity.
li n
In the table below, they are listed and expanded in the context of Green IT. The
assumption on which the value is founded, the elements that influence green values,
and a mention of the strategies to reach these values in green policy creation are also
given in this table.
On
In practise, the short-term operational tactics covered in previous units are simple
to apply.
Shutting down unused computers or minimizing the amount of paper printed are
two examples (e.g, discussion by Pratt, 2009). Tactical, one-year time frames have
the ability to translate into immediate measures such as implementing effective power
management, using energy-efficient lighting, reducing paper usage, and maintaining an
ity
appropriate room temperature (Murugesan, 2007, 2008a, 2008b). These fundamental
behaviors, on the other hand, have only a temporary and noticeable impact on the total
green transformation.
Type of
Green Value
Green utility
Premise of That
Value
Based on the
ers
Various Green Values Derived by Organizations
Factors Influencing
the Green Value
Quality;
Technique to Achieving
the Green Value
Trend analysis and
value demand for green differentiation; forecasting of green
iv
initiative marketing and data and information;
relevance of the optimization of green
green initiatives processes for quality
Un
Green Based on the green Elasticity; demand Forecasting, estimating,

exchange market and their and supply market and optimization of green
value structure structure; as impact markets
green products and
services
Green Based on social Economic and Forecasting, estimating
ity
essential values of the social environment and analysis of carbon

value organization and its that promotes data for trends in
partners (or demotes) the context of green
sustainability economy and society
Am
Green Based on Integration and Forecasting,

longevity sustainable time innovation or green optimization, and trend
value duration—future products, services, data analysis from Green
and systems IT systems perspective
The following are some examples of putting short-term policies into practise:
●● Computing power management: Upgrades to computer operating systems—

particularly desktops—can be made to enable automated shutdown or “sleep”
(c)
mode when the computer is not in use.

For example, all devices that have been idle for more than 30 minutes can
be pushed into sleep mode centrally, and those that have been idle for more

Green Computing 109
than 2 hours can be shut down centrally. There is a subsequent decrease

in power consumption without a decrease in performance. According to the Notes
e
US Environmental Protection Agency (EPA), using “sleep mode” on desktop
computers can save 60–70% of the energy used. It is expected to save up
li n
to $2 billion in power and cut carbon dioxide emissions by the equivalent of 5
million cars (CEC 2005).
●● Use a blank screen saver: The use of a blank screen saver with no moving
visuals can help you save money on electricity. This is owing to the monitor’s
On
low power consumption and limited interaction with the machine’s CPU. When
compared to sleep mode, there is still some carbon emission.
●● Limited printing: There are only a few copies available. One tactical strategy
to reduce emissions and waste is to limit the amount of pages printed per
employee each day. Similarly, double-sided printing, defaulting to draught
printing, and strict recycling can all help to reduce waste. Printing paper and
ity
ink are finally thrown away. Furthermore, the printing process consumes
energy, which contributes to emissions. Implementing this practise is aided by
an online report on employee printing page usage, which is also sent to line
managers.
●● ers
Another option is to use a centralized helpdesk service to print documents.
Reuse and recycling of equipment: While this is not an immediate tactical
practise, it can be implemented to all ICT devices from the organization’s
first day of Green IT commitment. A compromise must be struck between
iv
the equipment’s length (durability) and its continual power usage. Reuse of
equipment, even outside the company, can help reduce overall emissions
and should be incorporated into policies and practices. Environmentally
appropriate disposal is required for equipment that cannot be used, reused, or
Un
given.
●● Environmentally conscious procurement: Any new purchase must be
evaluated for energy efficiency. This energy efficiency must be measured
and certified to meet local and international standards. For us, equipment
selection should be based on cost as well as energy efficiency. All new
purchases should be Energy Star certified or EPEAT certified, and the Green
ity
IT programme committee must approve them.

●● Single machine: An employee is given either a laptop or a desktop computer,
but not both. However, there are a number of popular desktop machines that
can be found using standard desk concepts. While such practices would
Am
necessitate ongoing monitoring to ensure that they do not lead to a loss of

corporate efficiency and effectiveness, they are nevertheless worth exploring,
even if they sound radical at first.
(c)

110 Green Computing
Green Practice: A Balancing Act

Notes
e
li n
On
A green sustainable policy is defined as one that contains a “Green” aspect and
ity
aids in the long-term sustainability of a firm. A few things to consider while designing
such a policy include utility value, exchange value, essential value, and longevity value.
This theme goes through the green utility, exchange, and key values in great
detail. The table above (Various Green Values Derived by Organizations) demonstrates
ers
the importance of balancing green policies and practices inside a firm. Figure below
displays the balancing act that occurs between external and internal influences on
those who develop the organization’s policies. Green values and green costs (that is,
the costs involved with developing and implementing green policies) may occasionally
iv
compete with one another. As a result, as policies are drafted, it is necessary to
consider their balance.
Un
ity
Am
Development of green policies is a balancing act.

(c)
The requirement to decrease both energy use and expenses puts internal pressure
on the creation of these Green IT policies and practices. As a result, the internal
attention and worry can be justifiedly on the rising costs connected with green efforts.
Green Computing 111
Internally, the implementation of Green IT policy may result in significant modifications

to the organization’s basic IT infrastructure, such as its buildings, networks, and data Notes
e
servers.
li n
As a result, the implementation of these changes should be done in stages. Project
management and risk management strategies that are well-known and standard can be
applied here.
In fact, the balancing act also demands evaluation of the organization’s IT versus
On
non-IT assets. The organization must consider Green IT from both an IT and non-IT
perspective when formulating green policies and eventually applying green holistically.
While the overall impact of IT on greening efforts varies depending on the nature and
size of the company, understanding the balance of IT and non-IT assets is critical for
policy development and eventual implementation.
For example, in a manufacturing business, the plant and equipment used in
ity
manufacturing may not be IT-related, whereas in a service-based organization, such
as a bank or an insurance firm, IT equipment may be more prevalent. Both forms of
technology, as well as its users, contribute to environmentally friendly policies and
practices.
ers
The value-based approach, which we described previously, pertains to how
changes are prioritized in the organization. For example, a mix of utility, exchange,
and important values can indicate which Green IT practices should be prioritized (e.g.,
operational energy reduction, computing equipment refurbishment/renewal, or network
iv
upgrades).
Consolidation and virtualization of computer systems and servers, for example,

will necessitate modelling and comprehension of business processes and enterprise
Un
architecture E A. Similarly, changing the SCM to adopt new policies on procurement,

operation, and disposal of computing resources would necessitate step-by-step
adjustments. Branding, image creation, and marketing will all play a role in this well-
balanced performance.
A well-balanced Green IT policy acknowledges that profit and cost are still
important factors in business. As a result, professional costs are a part of this balancing
ity
act. The value-based approach, however, is not wholly dependent on the profit-cost
difference, as Younessi (2011) argues.
Freeman et al. (2007–2008) and Figge and Hahn (2005) have described and
expanded on the numerous values that companies must consider when calculating
Am
return on investment (ROI). Utility value (evaluated subjectively by customers and

related to the concept of product quality), exchange value (realized in the form of
income), and essential value (realized in the basic betterment of social conditions)
are the three types of value. These numbers, as shown in Figure above, have a direct
impact on the “delta” green value—that is, the difference between the organization’s
current green value and its future green value—and are a crucial component of the
balancing act.
(c)
The “delta” for both costs and values of the firm in terms of its sustainability
effort is expanded and enhanced by the length, depth, and breadth of Green IT
policy implementation. Consider the “utility” benefit of green technology, for example.

112 Green Computing
A successful green transformation can result in a marketing plan that positions the
Notes company as a market leader in green technology. It raises consumer perceptions of the
e
value of the organization’s green products and services. The utility value of this strategy
is subsequently translated into brand recognition based on an honest organization
li n
committed to authentic green ideals.
Within the industrial vertical and its market, this practice eventually transforms
into product and service distinction. This technique will help to mitigate the shocks of
On
transitioning to green production while also providing the company with a dynamic and
responsive business model to the market’s needs and wants for green products.
Sherringham (HRG) has also addressed and elaborated on the concept of value,
applying it to the Green IT industry in ways that go beyond its typical or fundamental
worth. While reengineering business processes and implementing green practices are
important, it is possible that the marketing benefits of being green are realized first.
ity
The costs, effort, and time for returns all necessitate balanced evaluation. Businesses
searching for a competitive advantage and a way to connect their customers are
increasingly focusing on their environmental credentials. The capacity for a company
to declare “it has Green IT,” “it uses Green IT to do good,” or “it is returning value to
the customer’s vested interest through the use of Green IT” are all significant tools
ers
that may be used in development, manufacturing, and marketing. The marketing and
business potential are practically infinite, ranging from charging a premium to have an
environmental footprint decreased to making gifts to community and environmental
organizations (Sherringham, 2011, HRG).
iv
Thus, the “worth” of goods and services in open markets is determined by the
exchange value of a lower emission. Practices across the organization’s length,
width, and depth (optimized and carbon-conscious design, development, storage, and
Un
distribution) contribute to a greater product or service exchange value. This better

exchange value at the product level eventually leads to a higher exchange value on the
stock exchange for the entire company.
Mobility and Environment

A Green policy’s application and execution is a delicate balancing act. This
ity
necessitates a thorough knowledge of the business process and enterprise

architecture. The return on investment (ROI) must also be considered while expanding
a green programme. Energy consumption, emissions, efficiency, and reputation should
all be taken into account. Even while renewable energy sources provide an alternative,
Am
they are still in their infancy and should not be regarded a viable option.
This discussion of policy creation and implementation in practice must take into
account mobile technologies. Mobility has a significant role to play in reducing carbon
emissions since it has the ability to provide location independence to most corporate
activities, hence reducing the need to travel. This conversation highlights some of the
benefits and limitations of using mobile technologies in business from the standpoint of
environmental sustainability.
(c)
Advantages to Environment
Mobility provides location independence and personalization (Unhelkar, 2009a),
two traits that can be used to improve business processes and increase revenue. As a
Green Computing 113
result, mobile technologies—including devices, networks, and content—play a critical

role in worldwide carbon reduction efforts. For example, mobility affects how individuals Notes
e
get information about their position, which minimizes people movement and, as a result,
has an impact on the environment. Another example is that of a small-screen mobile
li n
phone (which may or may not require batteries), which consumes far less energy than a
larger desktop device.
Similarly, there are effects on processes through the optimization of supply
On
chains, customer relationships, and financial systems; changes to employees’ and
their unions’ social networking styles; technical changes to the architecture and design
of software and enterprise systems to reflect environmental responsibility; and even
the way in which corporate sponsorships change due to the need for environmental
considerations. In mobile enterprise transformation and management, these varied
environmental effects of mobility have been discussed in depth (Unhelkar, 2009a).
ity
Mobile technologies can also help firms improve their sustainability efforts by
redesigning and reusing items and streamlining operations. Mobility must, of course,
be carefully incorporated into the strategy and implemented through policies and
practices. As previously mentioned, incorporating mobile processes that reduce
physical movement of men and materials, collaborative use of mobility in product
ers
recycling (including design), and making physical wired networks redundant within
the organization are examples of activities resulting from such green use of mobility.
Furthermore, wherever possible, both the technological and process dimensions of
green transformation urge the consolidation of mobile data centers as well as the usage
iv
of virtualization via mobility. As a result of the total wireless operation of company, less
physical movements and activities are required, power consumption is reduced, carbon
emissions are reduced, and time and space savings are realized.
Un
Challenges to Environment
Despite its apparent advantage, there are many interesting and unique challenges
to mobility when it comes to the environment. Consider how mobility makes it possible
for businesses and individuals to collaborate virtually. These virtual cooperation,
particularly between organizations, might provide managerial issues when it comes
to implementing environmentally friendly practices. Because virtual collaborations
ity
bring together different stakeholders with a variety of vested interests, this is the
case. While these parties work together to provide customers with unified services,
the collaborations themselves become quite complicated and dynamic. It is difficult to
identify the specific contributors to greenhouse gas emissions and pollutions in such
Am
collaborations, which are enabled by mobile technologies.
Users of mobile devices also have challenges from an environmental standpoint.

Because of their location independence, these mobile users are difficult to follow, which
makes tracking their environmental activities and quantifying the pollutions they may
have caused difficult.
Furthermore, mobile networks, mobile computers, and mobile devices demand

(c)
significant quantities of electricity. While the gadgets themselves are modest, their
numbers are rapidly increasing, particularly in the BRIC countries noted above. This
increased usage puts a strain on the electric system, which contributes to greenhouse
gas emissions and disrupts the natural balance of the environment. With a huge

114 Green Computing
number of mobile networks and servers, this disparity could get even worse. As a
Notes result, while incorporating mobile technologies into business, it is critical to consider the
e
transition’s environmental impact.
li n
Aside from technical balancing, careful “engineering” of an organization’s business
processes from an eco-friendly standpoint is also required. This effective engineering
of business processes can be accomplished by modelling the method in which people
and technologies are used to meet the process goals. The goals to be attained by
On
users with little impact on the environment, decreased waste, and greater productivity
can all be modelled into mobile business processes. Process modelling can play a
very creative role in an organization’s environmental performance by simply assisting
its users in doing things differently. However, past experience indicates that developing
such environmentally friendly business procedures can only be successful if they are
part of a larger environmentally responsible corporate plan.
ity
Relating Environmental Business Policies to Goals
Policies and their implementation are critical because they allow an organization
to fulfil its environmental objectives. As a result, policies must reflect the organization’s
green strategies in this area. Policies must also provide assistance and guidance in
ers
terms of prioritizing the actions that the company must do.
The findings of the poll on how these green policies assist a firm to prioritize its
environmental goals are shown in the graph below. The following is a more detailed
discussion of these findings:
iv
1. Energy Consumption: As numerous procedures inside the company are carried
out, energy is consumed. As a business goal, reducing energy usage must be
incorporated into policy development. Many opportunities exist, particularly at
Un
the corporate governance level, to adopt policy and practice changes that are
low-cost but result in carbon reductions. For example, the Carbon Trust (www.
carbontrust.co.uk) believes that most businesses in the service sector may save
20%–30% on their energy bills, while businesses in industry can save 5%–
10% by merely modifying user behavior and processes. Encouraging people
to change their habits can result in significant carbon reductions. The energy
ity
management activities, on the other hand, include analysis, improvement,

control, and monitoring.
User attitudes can be polled, assessed, and recommendations offered to the
organization’s decision makers. From design and specification to manufacture,
Am
quality control, installation, commissioning, and ongoing energy monitoring,

energy consumption can be lowered across the full lifecycle of an equipment
or product. According to the survey results presented in Figure below, around
25% of respondents do not believe that their organization’s energy use has
decreased. Whereas 38% agree and 26% strongly believe that and effort in
incorporating reduced energy use as a goal within their strategies is necessary.
2. Energy Efficiency: Energy efficiency and emissions reduction are critical to
(c)
a company’s long-term viability. Organizations that are developing a carbon

reduction strategy should think about energy efficient solutions, monitor,
assess, and manage their carbon emissions. Policies that improve company
processes must be implemented to lower carbon footprints. According to the
Green Computing 115
survey results presented in Figure below, about 10% of participants feel their
organizations do not have such rules in place to decrease carbon footprints, Notes
e
while 15% strongly agree that such policies should be implemented. In contrast,
22% of respondents were unable to properly express their support or opposition
li n
to the existence and development of such green policies and practices.
3. Operational Costs: These are crucial in all major company operations. Sales
and marketing, research and development, and administrative costs are all part
of the business’s operating costs. Reductions in these operational expenses
On
are inextricably linked to policies and practices aimed at lowering carbon
emissions. The survey results shown in Figure below (Green organizational
goals to be achieved through policy development) show that the majority of
respondents (about 65%) support policy implementations that reduce costs
while also reducing carbon emissions, whereas roughly 21% disagree or
strongly disagree that lowering operating costs will reduce carbon emissions.
ity
4. Organizational Reputation: As a goal connected with carbon reduction,
improving the organization’s reputation is a valid and important goal to have. In
a competitive market, a green endeavor might generate a much-needed brand
name. Green policies have a number of advantages for businesses, including
ers
improved public image, increased marketability, lower operating costs, and
improved employee morale. Apart from being environmentally conscious,
there are business potential in a green effort for us. Environmental and energy
efficiency activities can help differentiate products and services and build
consumer loyalty. Figure below shows that 18% of respondents are “neutral”
iv
towards incorporating strategies that boost an organization’s reputation. On the
other hand, almost 62% of respondents believe (agree to strongly agree) in
the formation of such policies, while just 2% do not agree with the value of
Un
successful green policies in brand creation.

5. Environmental Performance: Improved environmental performance as a global
business standard and foundation for competitiveness is becoming more a
requirement for companies. Compliance of IT with existing and future laws
results in increased environmental performance by the business itself. For
example, when a company complies with the European “Eco design for energy
ity
Using Products” (EUP) standard, it is able to compete on costs and other

performance indicators in addition to emissions. Another example is the UK
government’s goal of becoming carbon neutral by 2012. The UK government
has set new targets to cut greenhouse gas emissions by 26% or more by 2020,
Am
and by at least 60% by 2050. Lowering electricity usage, improving corporate

efficiency, and increasing competitiveness are all benefits of complying with
these regulatory standards. Implementing lean business techniques such as
improved business processes, lean working methods, and tight outsourced
services contracts helps to reduce emissions. According to the poll, a large
majority of respondents (62 percent) believe in creating goals that allow for
compliance with the regulatory standards of the specific countries or regions
(c)
in which the business works. Surprisingly, over 20% of the respondents were
undecided (neutral) on the importance of legislative compliance as a goal for
carbon reduction.

116 Green Computing
6. Green Sustainability: Such objectives must be incorporated into the

Notes organization’s general policies and practices. Businesses were able to improve
e
their performance by an average of 30%–40% in areas such as energy
consumption, recycling, and waste reduction, according to SSA & Company, a
li n
global operations consulting firm, saving those businesses tens of millions of
dollars annually by adopting Green policies in their businesses. About 65% of
respondents “agreed” to “strongly agreed” with the necessity to establish and
implement green policies in order to meet the organization’s sustainability goals,
On
while about 20% “disagreed” that such policies can truly assist an organization
reach its sustainability goals.
7. Increased Revenues: Green efforts may help to boost overall revenue, which
may then be used to give appropriate incentives for staff. Companies are
devoting more resources to adopting more Green standards in an effort to not
only minimize their carbon footprint, but also to increase re venue. Approximately
ity
5% of respondents agreed that successful policy implementation is important,
but a quarter of them (about 24%) disagreed that green efforts may boost
organizational profitability.
iv ers
Un
ity
Am
(c)
Green organizational goals to be achieved through policy development.

Green Computing 117
Renewable Energy Resources

Notes
e
Apart from analyzing the policies and procedures that are now in place within a
business, it is also important to analyze the impact of completely different types of
li n
energy that are being consumed. Will it make a difference in the way organizational
policies are formed if the energy is derived from coal instead of oil or gas? Should, for
example, organizational rules on carbon emissions take into account the fact that the
organization’s power is derived from brown coal rather than black coal (the former being
more polluting than the latter)?
On
These concerns lead to a discussion about renewable energy, including its sources
and applications. While using renewable energy is a low-carbon way to run a business,
not all renewable technologies are suitable for all situations or locales. Furthermore,
renewable energy may not be inexpensive in and of itself (as discussed in this
chapter in the previous section). As a result, boosting the use of renewable energies
ity
will necessitate the government and regulatory organizations playing a pivotal role in
modifying market levers through law and the usage of carbon offsets.
European countries, in particular, are at the forefront of green/renewable power

source experiments and deployment. For example, up to 40% of power in Germany and
ers
Spain is now green, with Germany relying heavily on hydroelectric power and Spain
on wind and solar. Companies like Iberdrola, a Spanish power behemoth, are leading
the charge in transitioning to green energy sources (Russell, 2009; Sanford, 2009).
While consumers may be unaware that the power sources are renewable, business
customers, in particular, demonstrate attention and concern by pledging to purchase
iv
only renewable green electricity.
Some of the most common renewable energy sources are depicted in the diagram
below. Different types of energy sources, such as nuclear, thermal, solar, water, wind,
Un
and biomass, can all be employed to support a green environment. This is because,
rather than focusing just on decreasing power use within companies, alternative energy
sources offer the chance to cut emissions at the source—during the energy producing
process. These renewable energy sources are expected to play a significant part in the
creation of an organization’s green policy. As a green initiative enabler, these renewable
energy sources should be included into the organization’s fundamental business
ity
strategies. Businesses can reduce their greenhouse gas emissions by using renewable
energy.
Renewable energy can be used by consumers, businesses, and organizations

to lessen the environmental impact of traditional electricity generation. Organizations
Am
can support green energy by obtaining renewable energy certifications. The impact
of renewable energy sources is usually seen through government regulations. The
government establishes regulatory guidelines to regulate and support energy providers.
As a result of energy suppliers implementing those standards, enterprises have the
option of sourcing from one or more energy providers.
(c)

118 Green Computing
Notes
e
li n
On
ity
Renewable energy sources need to be increasingly incorporated in green
ers
policies.
Mind Map for the Role of a Chief Green Officer (CGO)

The most senior individual in the organization responsible for green strategy is the
Chief Green Officer (CGO) or Chief Sustainability Officer (CSO). He or she is in charge
iv
of the formulation and upkeep of green policies. The green policy should be able to
demonstrate a positive return on investment (ROI).
Un
The formulation of environmental policies is a difficult task in and of itself.
It’s often just as difficult to put them into practice. The success of green
transformation and practice is contingent on a key role that ought to be discussed
here. The Chief Green Officer (CGO), sometimes known as the Chief Sustainability
Officer (CSO), is the organization’s most senior official, working at the board level
and in charge of green initiatives, policies, and governance. The CGO is responsible
ity
for the formulation and management of green policies that are important to the overall
business policies, along with the corporate board. In the first instance, the CGO is also
the person in charge of implementing green transformation. Makower and Pike (2009)
focused on the CEO’s demands for becoming green rather than what the CIO has to
Am
provide in terms of existing business analytics. The role of a CGO lies between that of
the CEO and that of the CIO, albeit the CIO may be required to undertake the CGO role
in some cases.
A CGO’s mind map is depicted in the diagram below. The four dimensions and
the drivers remain in the forefront of a CGO’s consciousness. These green drivers and
characteristics encourage the development of green initiatives, which then become
policies. Green IT policies are built with input from many departments as well as
(c)
external stakeholders such as consumers and suppliers. The capacity to justify the ROI
is provided by green metrics. In terms of technology, the CGO would work with the CIO
to maximize the potential of Environmental Intelligence. Metrics can also be utilized in
official reporting on an organization’s carbon performance and regulatory compliance.
Green Computing 119
Understanding this CGO mind map can assist in designing and directing an
organization’s green enterprise transformation. This mind map, on the other hand, Notes
e
must be built specifically for each organization, and elements that are unique to that
organization must be listed in it. Because this is a dynamic figure, the value of the
li n
pieces might fluctuate based on how an organization’s transformation occurs.
On
ity
ers
Mind map for the role of a CGO
iv
Environmental Practices
After a successful transformation, the CGO assumes responsibility for green
Un
enterprise transformation as well as continuous practice. A green organization can

adopt a variety of environmental practices, as shown in the diagram below. This survey
was used to determine the extent to which these environmental practices may be
adopted into a green organization and how easy it is to do so.
The results and discussion of the responses are as follows:

ity
●● Improvements to operational procedures to minimize carbon emissions: Any

organization’s operations include routine business activities and processes. To
create a healthy organization, improvements in operational practices should
be implemented. Using the appropriate level of modification to the operational
Am
programme to achieve environmental goals would increase service level

performance without putting undue strain on operational staff. According to
the survey, approximately 50% of respondents agree with this practice, while
approximately 24% disagree.
●● Changing the way a business runs to minimize carbon emissions: Changing
the way a business operates can help to create a better environment for a
green organization. In order to change business operations, the business
(c)
strategy must be altered. About 45 percent of respondents agree that strategic

adjustments should be made to change business operations, while 31 percent
disagree and 24 percent are undecided.

120 Green Computing
●● Expect changes in government rules relating to carbon emissions:

Notes Government standards should be altered to ensure that carbon emission
e
regulations are implemented by all organizations. Changes in government
standards are expected to be welcomed by 54% of respondents. Only 21% of
li n
respondents disagree that modifications in government standards should be
considered.
●● Influence government regulations related to the carbon reduction mission:
Government regulations should be incorporated into the chain depicted in
On
Figure below. The influence of governmental rules connected to carbon
emissions is considered a significant practice by around 41% of respondents
in the poll, while 25% disagree with the influence of governmental standards
toward green organizations.
●● As part of the procurement process, one of the major green practices is to
access new sources of finance, energy, and raw materials. This would aid
ity
in the creation of a green framework for a company. About 44 percent of
respondents support this practice, while 25 percent oppose it.
●● Improve risk management: It is critical to incorporate risk management
into any policy. Adapting the risk management system to the changing
●●
22% disagree.
ers
environment is necessary. More than half of the respondents (54%) think that
risk structures should evolve in response to environmental changes, while
Elevate the company’s reputation: Using green strategies will improve the
iv
company’s image. Reduce, reuse, and recycle approaches are being used
by organizations all over the world to reduce pollution and waste output.
These firms are earning a green corporate image in the market, in addition
to benefiting the environment. Green techniques, conservation, and reuse
Un
should be implemented as part of business strategy, according to 54% of

respondents. Green business strategies, according to these respondents,
are a driver for innovation, new market items, and eco-services, while 21%
disagree with their execution.
●● Identify new market opportunities (new market opportunities): In a competitive
market, adopting new marketing strategies might lead to the creation of a new
ity
market segment. Businesses are profiting on rising consumer demand for

ecologically friendly products by “greening” their activities. Businesses see
green products and services as a new market opportunity. Green business
is now a highly profitable segment of the business world, with a wide range
Am
of organizations ranging from prestigious multinational corporations to tiny,

locally based businesses. About 46 percent of respondents believe this
technique should be adopted, whereas about half of them (about 23 percent)
disagree.
●● Human resource management must be improved: Green initiatives and
their implementation necessitate improved human resource management.
Formal incentives should be offered to employees and contractors that use
(c)
green techniques and contribute to lowering carbon emissions. Guang (2008)

advocates for green labor-management interactions in which environmental
preservation is incorporated into green labor management and related
negotiations. About 58 percent of respondents support this possible practice
Green Computing 121
of incorporating environmental concerns into green labor management, while

18 percent oppose it. Notes
e
li n
On
ity
ers
Incorporating environmental practices in green organization

iv
Un
ity
Am
Mobility innovations have the potential to play a significant role in the reduction of
carbon emissions.
Mobile device customization and location independence can improve corporate

processes while lowering carbon emissions. Virtual collaborations benefit from mobile
technologies as well. Despite all of the benefits, it does present a few difficulties. The
cumulative emissions are increased by mobile devices, which are small yet have a big
(c)
number of them in use. It’s also becoming more difficult to pinpoint the exact contributor
with new collaborative working methods.

122 Green Computing
Management is compelled to measure everything.

Notes
e
As a result, in order to put an effective Green IT strategy into practice, strong steps
are required. These measures should explicitly identify reduction targets and strategies
li n
in areas such as energy savings, carbon emissions reduction, and recycling efficiency
improvements. Individual and subjective judgments, vacillating policy documents,
personal recommendations, and varying interpretations of experiments—all published
differently and across a variety of media—can be problematic for green IT programmes.
They must be correctly classified, documented, managed, and made available for
On
usage inside the company in a variety of formats that meet the user’s and situation’s
needs. There has never been a greater need for a robust Green IT metrics and
measurement programme. Metrics give a solid foundation for Green IT implementation
that involves all stakeholders, employees, and management, all of whom have different
viewpoints and concerns, and come from both inside and outside the company. While
many components of Green IT are universal, metrics can help firms tailor them to their
ity
own needs.
A green transformation programme benefits greatly from the measurement coming

from well formulated metrics. Individual and organizational measurements are provided
by such metrics, which also serve as important industry benchmarks and comparisons
in green transformation.
ers
between industries and industrial verticals. Green IT metrics serve an organization’s
essential requirements, which is to provide justification to business leaders for investing
As a result, Green IT measurements have emerged as a significant component of

iv
the entire green movement— particularly since these same measures are also utilized
by businesses to verify compliance with regulatory standards. As part of the green
transformation process, a Green IT framework becomes a tool, or a mechanism, that
Un
not only allows enterprises to quickly implement their Green IT plans, but also allows for
comparison, ROI demonstration, and compliance needs.
These comparisons pave the way for carbon reporting and trade in the near future.
If the business case is supported by quantitative data, the CEO of a firm is simpler
to persuade and, as a result, is able to persuade his or her board to pursue carbon
ity
projects.
It is impossible to stress the urgent need for carbon emissions data to be

calculated in detail, on a regular basis, and properly, and then analyzed, published,
and used for optimization reasons. Such data analysis can be utilized to determine an
Am
organizations and industry’s Green IT readiness and maturity, as well as at a worldwide

level (Unhelkar and Philipson, 2009). These factors motivate the company to begin
tracking carbon data and then using it persuasively to promote green investment
and actions. Data from green IT measurements can be utilized to establish a formal
business case for green transformations.
However, in order to make use of such information, it is necessary to measure it on

a regular and reliable basis, as well as to record, calculate, analyze, report, and apply it
(c)
for optimization.
Green IT readiness and maturity of an organization, its associated industry, and at

a global level can be determined using such green measurements/data and analysis

Green Computing 123
(Unhelkar and Philipson, 2009). Attitude, policies, practices, and technology are areas
that need to be understood and employed in quantifying an organization’s carbon Notes
e
footprints, according to Philipson (2010) and prior work by Molla (2009). Based on the
potential for correctly measuring emissions, governance and enablement of Green IT
li n
have also been suggested. The need for businesses to have trustworthy carbon data,
on the other hand, does not appear to be effectively serviced by current carbon metrics
and measurements.
On
Environmental metrics have reached a degree of maturity similar to that of
measures in the early industrial revolution, when new metrics and measurements had
to be produced quickly and standardized across the industry. The lack of actual carbon
metrics, as with other new techniques, precludes effective comparison, justification,
and optimization of an organization’s green credentials. This gap will be filled in this
debate. Green IT metrics must be created and validated as part of a green enterprise
transformation. First, these Green IT indicators provide a solid return on investment,
ity
allowing company executives to justify their investment. Second, an organization’s
performance will increasingly be measured in ways other than its financial statements.
Organizations will instead be required to publish their carbon performance in the same
way that they are required to report their financial success. Carbon measurement is no
ers
longer a “nice to have” component within an organisation due to the rising relevance of
carbon performance and the way it is incorporated into understanding an organization’s
overall performance. Customers can easily demand to see not only the monetary figure
on their invoices, but also a “Carbon” figure that shows the quantity of carbon emitted
during the manufacturing of a specific product or service.
iv
The specific ways in which Green IT metrics are useful to an enterprise are as
follows (Unhelkar, 2009b):
Un
●● Aids in the measurement of a product’s or service’s carbon footprint in an

organization, allowing for a nit-level measurement of the product or service,
which can then be summed to get at the entire carbon output.
●● Understanding the amount of carbon produced and, as a result, giving a
baseline for present and future carbon reductions Provide the capacity to
compare the carbon performance of one organization to that of another, within
ity
the same or separated geographical regions.

●● Allow for the marketing of products and services not just for cheaper costs
and higher quality, but also for less carbon emitted during their development
and distribution.
Am
●● Ability to meet regulatory requirements by measuring and reporting carbon

emissions Potential to trade carbon by measuring and storing credits
generated by improved carbon performance Opportunity to mature green
processes within an organization, allowing for increased optimization on the
green CMM scale.
Carbon Metrics Coverage

(c)
Any policy’s implementation relies heavily on measurement. We need

unambiguous tools to quantify energy savings and carbon emissions in green policies.
These measurements will eventually serve as industry benchmarks and crucial

124 Green Computing
comparison data. The essential tools and procedures are provided by the Green IT
Notes framework.
e
Carbon metrics span a wide range of activities, as seen in the diagram below.
li n
Measuring, monitoring, managing, mitigating, and eventually monetizing the
organization’s carbon emissions are all part of these operations. The current and future
condition of a green organization, as well as the degree of accomplishment in achieving
that state, are determined by the five “M”s of carbon metrics. The following is a list of
On
these:
ity
iv ers
Un
Coverage of carbon metrics.
1. Measure: Metrics are used to measure emissions, which is the most common
application of metrics.
This measurement is made possible by a variety of sensors, measurement platforms,
ity
monitoring and inventory systems, and inference methods. Measurement systems

are needed to create baselines and track changes in carbon storage and emissions
on a variety of sizes, from individual machines to huge industrial processes.
Improved measurement and monitoring technologies and capabilities can aid in
Am
identifying and guiding future technological development prospects. Metrics can only
be successful if they are created and tested for their validity. There are currently very
few metrics in the Green IT sector that are robust enough to be used throughout an
enterprise.
Furthermore, units for these measures do not exist in a standardized and widely
acknowledged form.
(c)
2. Monitor: The critical role of ICT in economic recovery is the key to unlocking the
Green growth opportunity, and defined measures are essential for net CO2
reductions. Following the development of the measures, they are utilized to track the
organization’s carbon performance. This monitoring entails constant measurement
Green Computing 125
with smart metering equipment, as well as the ability to track progress. Standards for
monitoring and verifying carbon emissions against a baseline must be defined ahead Notes
e
of time. Monitoring emissions and taking relevant actions is made easier with the
use of a reporting dashboard (Environmental Sustainability Dashboard). Software
li n
systems must be developed to guarantee that environmental data gathering is
treated as a routine element of business and that users receive regular and timely
feedback.
3. Manage: Taking the outcomes of the measuring and monitoring process and
On
determining what needs to be done to enhance the process based on the data.
Managing emissions entails making a commitment to limit the impact of company
on climate change, auditing emissions, and developing a goal strategy. By analyzing
performance and pushing carbon-reducing initiatives, the strategy must be integrated
into business policies.
ity
4. Mitigate: Mitigation (Molina et al., 2009) is a technique for lowering greenhouse gas
emissions. This can be accomplished by reducing their source through the sites
where they are sourced, or by enhancing the organization’s ability to dissipate or
sink emissions.
5.
ers
Mitigation aims to improve the process in order to achieve a long-term reduction in
emissions. Carbon emissions are thereby controlled through performance tracking
of reduction targets and improved energy efficiency once carbon footprints are
measured using sophisticated data collecting and modelling technology.
6. Monetize: Deals with transforming an organization’s increase in carbon performance
iv
into monetary value, such as through marketing, trading on the stock exchange, or
carbon trading. Developing energy-use strategies, as well as addressing common
misconceptions about the energy system. An organization’s human resources must
Un
be well-informed and educated on the subject of energy. This type of education

also aids in the development of support for energy-related policies and strategies.
Continuous monitoring of the business’s automation and behavior change can aid
in the establishment of new norms and legal precedents to further minimize the
sources and effects of the company’s greenhouse gas emissions. This will also
aid in the development of low-carbon alternatives in that industry. Environmental
ity
standards, such as ISO 14001, must be met by the standards and changes made
to the processes. Understanding the organization’s carbon obligation and clearly
managing carbon reduction investments, renewable energy credits, and energy-
efficient operations would help to reduce the intensity of carbon footprints (Unhelkar
and Trivedi, 2009a).
Am
The importance of these measurements varies according to the responses to our

surveys, as shown in the Figures below, which demonstrate the percentage importance
of emissions measurement for various industry sectors, which, as can be seen, varies
for mining, oil and gas, and so on. Also note how, in terms of percentage relevance
to emissions monitoring, the transportation industry places a high priority on carbon
measurements (67 percent), whilst financial services places the lowest priority on
(c)
carbon measurements (15 percent).
The proportional importance accorded to various industry sectors is interestingly

reflected in the actual emissions figures.

126 Green Computing
Notes
e
li n
On
ity
iv ers
Emissions monitoring by different industry sectors.
Un
ity
Am
Framework for Green IT metrics.

(c)
The manner in which these Green IT metrics are customized and implemented
in an organization is determined by the organization’s initial aims, drives, and the
challenges of attaining these metrics in the given context. The primary focus of this

Green Computing 127
section is on the context-sensitive nature of these measurements and how they might
be represented and controlled. Furthermore, the possibilities for implementing these Notes
e
measures, such as in IS design and management, green BPM, or other IT-mediated
design/monitoring settings, are highlighted here.
li n
Green IT Measurement Challenges
The current and future status of an organization is determined by five “M”s of
carbon metrics. Measurement is the most important “M” in green policy. This gives you
On
the measurements you’ll need to keep track of your statistics. Monitor: Following the
measurement, we must monitor the system in order to fine-tune the policy. Manage:
In order to optimize the process, we must manage the measured and monitored data.
Reduce greenhouse gas emissions by lowering sources or increasing sinks. Convert
the improvement into monetary worth for the organization by monetizing it.
ity
After discussing the Green I T metrics and measurements, it’s critical to recognize
and address the problems that businesses are likely to experience when putting them
into reality.
The following are the distinct obstacles and issues that organizations face while
using Green IT metrics and measurements:
●● ers
There are a lack of defined metrics and accompanying measurements
connected to an organization’s carbon performance, particularly at the end-
user and data centre levels. Carbon emission calculations, for example,
consider a variety of parameters such as electricity, cooling, floor space,
iv
carbon offsets or emissions, ROI, TCO, TCCO, and other IT data center
calculations. For different organizations and even departments within the
organization, each of these computations may differ.
Un
●● Inability to calculate carbon performance due to a lack of real-time data

and accompanying defined metrics. There is a high level of complexity and
difficulty in acquiring information, as well as a scarcity of reputable primary
and secondary data sources.
●● Lack of strong cost-benefit analyses that would illustrate the ROI on green
Initiatives to the corporate governance board and stockholders. The actual
ity
investment cost of implementing green business strategies has a number of

aspects that have yet to be discovered.
●● Inability to set together a measurement and optimization programme due to a
lack of knowledge and skills within the company. Most organizations now lack
Am
the methodology and data necessary to implement defensive and appropriate

power consumption and carbon footprint measurement programmes.
●● Lack of standards and agreements among a group of organizations belonging
to an industry group about what should and should not be included in carbon
emissions calculations (despite the ISO 14001 standard, the Scope 1, 2, and
3—as categories of carbon emissions—are still not standardized, and do not
include electronic waste disposal calculations).
(c)
●● Confusion around rules and regulations, as well as their deficiencies in

addressing an organization’s total and comprehensive carbon impact (as
against measuring only the operational emissions). There is no agreed-

128 Green Computing
upon benchmark for measuring carbon emissions; government support is

Notes insufficient, and there is a dearth of literature on environmentally responsible
e
business strategies.
li n
●● Lack of proper motivation to initiate and implement carbon reduction
measures, particularly at the top-end of the company leadership. The
organization’s top management is unaware.
●● There is a lack of understanding, awareness, and readiness to help.
On
Organizational commitment to cause is also absent. Unknown and/or
ambiguous value proposition for business through its green activities both
internally and externally, and the knowledge is not readily available in open
source libraries.
●● Uncertainty over how to incorporate the attitudes and viewpoints of
participating employees, as well as management, in measuring the green
ity
credentials of a company. Increased global collaboration among businesses
has resulted in perplexing carbon computations. Outsourced projects and
multinational work, for example, might lead to redundant or missed carbon
computations between partners.
●● Differences in carbon emissions calculations based on electricity consumed
ers
from various sources (Deshpande and Unhelkar, 2011). Power created by
fossil-fuel fired electricity plants, for example, must be assessed differently
from power generated by gas stations or renewable energy producers. It
adds a great deal of complication to the task of estimating emissions. In
iv
this context, it’s worth noting that popular models for computing electronic
equipment’s power usage are sometimes oversimplified. Some measures
don’t even account for fluctuations in usage or consumption based on the
condition of the equipment (busy or idle).
Un
●● Assumptions. It might be a logistical nightmare to track the actual power

consumption of a big number of electrical devices. In practice, green
strategies necessitate assumptions about the number of equipments and
their utilization patterns. These assumptions must be checked on a regular
basis. In addition, these assumptions must be rigorously generalized between
industries and even across regions. The Green IT metrics challenge includes
ity
scientific sampling, statistical methodologies for extrapolation, as well as

advanced metering and measurements.
Framework for Green IT Metrics

Am
There are a few unique obstacles in measuring green IT. Formal metrics and
accompanying measurement, comprehensive cost-benefits calculations, experience
and skills, standards and agreements, and sufficient motivation are all lacking. The
difficulties are exacerbated by an imprecise value proposition and perplexing rules.
When it comes to measuring and reporting carbon emissions, there is a pressing

need to do so, particularly among medium and large organizations. As previously said,
two significant aspects of carbon emissions stand out: the need to understand how
(c)
much carbon is generated by business activities and, more importantly, the lack of
consistent and detailed measurements. Furthermore, the support for these calculations
in IT systems is restricted. For example, at the time of writing, an official site (OSCAR)

Green Computing 129
that gives information on calculating carbon emissions offers an excel spreadsheet—

complete with a disclaimer! Notes
e
Similarly, we have a considerably less sense of the carbon emissions that occur
li n
as a result of our activities than we have of our power or water usage. An ordinary
home PC user, for example, is occasionally surprised to learn that his or her computer
generates anywhere from 0.4 to 1.6 tonnes of carbon per year (depending on how it is
being used).
On
Detailed metrics and measurement plan for carbon emissions need a framework.
The basic framework for monitoring carbon emissions is shown in Figure

Framework for Green IT metrics. The three scopes of carbon emissions (described
next) are included in the core of this approach. End-user devices, data centres,
lifecycles, and waste disposal are the four regions of the company where emissions
falling into the three scopes are measured. These carbon emission locations indicate
ity
what is measured. The means, or “how to” of carbon emission measurement—achieved
through systems, services, metering devices, and surveys—are on the periphery of the
framework. The structure shown in Figure Framework for Green IT metrics is the most
effective way to establish an effective carbon emission measurement programme.
ers
The scopes, as well as the numerous elements that show in carbon emission
measurements, are detailed in Figure below. The final output is measured in Tonnes
(and kilo tonnes = kT), with e CO2e serving as the basic unit of GHG measurement.
Terajoules are used to compute the corresponding energy consumption from which
iv
the emissions are derived (TJ). Costs that correspond to energy consumption and/or
carbon emissions are frequently available in an organization’s ERP systems—as shown
in Figure below.
Un
“Formal approaches to measuring Greenhouse Gases (GHG) starts with an

understanding of the six major types of GHGs—Carbon Dioxide (CO2), Methane (CH4),
Nitrous Oxide (N2O), Perfluorocarbons (PFC), Hydrofluorocarbons (HFC), and Sulphur
Hexafluoride (SF6). GHGs are measured in Tonnes (and kilo tonnes = kT). The energy
consumed in producing t hose GHGs is calculated i n Joules/Terra Joules ( TJ). When
it comes to calculating the total emissions for an organization, these six greenhouse
ity
gases emitted by the use of materials and equipment, and execution of various
processes by the organization need to be calculated and converted to CO2e (Carbon
dioxide equivalent). While CO2e comprises only 0.05% of the atmosphere, it is the one
that has tremendous detrimental effect and is, therefore, the focus of carbon metrics.”
Am
(c)

130 Green Computing
Notes
e
li n
On
ity
iv ers
Elements and scopes of Green IT metrics.
CO2 calculations must be separated into three different categories, or scopes,

Un
according to the National Greenhouse and Energy Reporting System (NGERS). These
emission scopes make it easier for them to calculate and report. Depending on their
features, these pollutants are classified as Scope 1, 2, or 3 emissions.
ity
Am
(c)

Green Computing 131
NGERS only mandates reporting on Scope 1 and 2 emissions at the moment.

As a result, most carbon emissions metrics are only relevant for these two types of Notes
e
emissions.
li n
Manufacturing, logistics, energy management, and waste management are all
areas of the company that contribute measurable GHG emissions. Data on carbon
emissions and carbon footprints is collected and kept in a database for later retrieval,
reporting, summaries, and editing.
On
Carbon metrics must finally measure and report TCCO (Total Carbon Cost of
Ownership) measures for various groupings of emissions and total them up for the
organization.
Measuring the Carbon Footprint of Your Organization

Figure below depicts the practical aspect of arriving at the organization’s carbon
ity
footprint.
In Figure given below, the carbon emissions metrics of an organization are

separated into two categories: static measures and dynamic measures. Only
the dynamic measures are taken into account in a typical Green IT metrics and
ers
measurement activity. This figure, on the other hand, contends that in order to arrive at
a comprehensive carbon footprint of an organization, it is necessary to integrate both
static and dynamic measurements of the business’s environmental performance. In
figure below, a “C” notation represents an organization’s overall footprint.
iv
The dynamic metrics in Figure below represent the amount of energy consumed
by the organization on a day-to-day basis. The dynamic measures fluctuate on a daily
basis and are made up of the organization’s emissions in its production line, service
Un
operations, and the impact of the individuals working inside the organization’s attitude
and conduct.
The dynamic measure is a continuous measure that must be computed over

a specific time period (e.g., one month, one year) to determine the organization’s
emissions. Scope 2 and Scope 1 are the most common emission scopes measured in
dynamic characteristics. Scope 2 is more common and easier to quantify because it is
ity
usually based on the organization’s power bills.
Static measurements are a set of criteria that are determined based on the
acquisition, design, and disposal of materials and equipment in an organization.
Furthermore, these measures include one-time purchases such as buildings,
Am
infrastructures, and other one-time purchases that are often made at the
commencement of a project within the company and do not alter over time. Carbon
emissions related with the construction of a data centre, for example, occur only once
during the data center’s construction. These emissions are caused by the structure, its
materials, and the installation of air conditioning, among other things. These are the
upfront, static emissions that must be estimated and added to the data center’s overall
emissions.
(c)
To arrive at the Total Carbon Cost of Ownership, the total static carbon emission
measures will be distributed throughout the life of an infrastructure or equipment
(TCCO).

132 Green Computing
Notes
e
li n
On
ity
ers Measuring CO2e.
Measuring Operational Costs in Your Organization

The dynamic measures mentioned in the previous section are primarily the
iv
organization’s operational carbon emission measures. This is because dynamic
measures include the carbon created when an item (such as a computer display, a
desktop server, or a network router) is operational or in use. These operational carbon
Un
estimations fluctuate from day to day and from equipment to equipment since the
manner an equipment is utilized is likely to alter on a regular basis.
As indicated in Figure below, an organization’s CO2e calculation is made up of

operational carbon produced by its business units (or divisions). Because this is an
operational carbon calculation, it includes not only the equipment but also the amount
of time it is in use. In Figure below, for example, the total departmental PC usage is
ity
estimated every month to calculate the yearly emission. Each department’s usage and
carbon calculation is made up of PC usage by each individual user in the department or
business unit on a daily basis.
As a result, the computation of operational carbon emissions will be a combination

Am
of the equipment in use and the various time periods for that use.
(c)

Green Computing 133
Notes
e
li n
On
ity
Typical breakdown in measuring carbon emissions (example of end-user
devices).

State true or false
ers
6. Mobility provides location independence and personalization, two traits that can be
iv
used to improve business processes and increase revenue.’
7. Converting policies to practice becomes an urgent organizational action that may be
Un
noticed in a short period of time.

8. A Green policy’s application and execution is a delicate balancing act.
9. Assuring that the organization’s green policies and practices are in line with the lean
principles in use. It is critical to align the organization’s lean-green practices with its
business strategies and objectives. Green policies and practices that are aligned will
result in value creation, which happens in a lean business as well.
ity
10. Green policies are developed with significant input from the organization’s senior
management and are integrated into the company’s business plan.
Fill in the blanks

Am
6. ______ only mandates reporting on Scope 1 and 2 emissions at the moment. As

a result, most carbon emissions metrics are only relevant for these two types of
emissions.
7. _______ (2008) advocates for green labor-management interactions in which
environmental preservation is incorporated into green labor management and
related negotiations. About 58 percent of respondents support this possible practice
of incorporating environmental concerns into green labor management, while 18
(c)
percent oppose it.

134 Green Computing
8. ________ and emissions reduction are critical to a company’s long-term viability.

Notes Organizations that are developing a carbon reduction strategy should think about
e
energy efficient solutions, monitor, assess, and manage their carbon emissions.
li n
9. The use of a __________ with no moving visuals can help you save money on
electricity. This is owing to the monitor’s low power consumption and limited
interaction with the machine’s CPU. When compared to sleep mode, there is still
some carbon emission.
On
10. Lean procedures in the United States are constantly working to eliminate waste and
slack in the ________.
Summary
●● While the Kyoto and Copenhagen climate change conferences did not result
in globally binding laws, they did have a direct impact on organizations’ green
ity
motivations, dimensions, and subsequent green policy formulations. The use of
macro- and microeconomic levers is also discussed in this chapter to demonstrate
their importance in organizational decision-making, because, as Ghose and Billau
(2011) point out, current climate change thinking emphasizes the use of economic
levers and associated monetization to change energy consumption behavior.
●●
ers
Since green policies coincide with lean business concepts and practices, as
outlined in this chapter, green business policies and practices are also relevant
to a lean firm. In response to a lean business programme focused at eliminating
waste, for example, a firm can adjust its procedures to reduce slack in its business
iv
operations. Not only would a lean programme minimize waste due to reengineered
tasks, but it would also lower the organization’s carbon footprint.
●● The implementation of green policies is a greater difficulty than the creation of
Un
green policies. Metrics will eventually be used to assess the success (or failure)
of practices. Green metrics can be used to assess not just the decrease in carbon
emissions per process, but also the leanness of business processes as a result of
process improvement. Carbon emissions management software that uses smart
metering is used to carry out these metrics and measurements in practice.
●● According to Younessi (2009), developing company plans and corresponding
ity
effective policies does not have to be solely based on profitability, but must also
take into account the time aspect. A company whose strategies and practices are
solely focused on “making money” in the near term is more likely to lose sight of
the wider picture in terms of long-term profitability and sustainability. Long-term
Am
viability and sustainability can be achieved by policies that enable an organization

to harness technologies while also taking into account environmental factors.
●● Green IT not only affects how IT governance is executed in a company, but it
also leads to the development and execution of green programmes within the
firm. These green programmes can be based on one or more aspects of the
overall policy, with the goal of putting them into action. When green programmes
are created as a result of policy implementations, information analysis tools,
(c)
knowledge management approaches, and environmental intelligence are all used.

●● Metrics are used to determine whether a green programme has succeeded
in achieving a policy aim. The outcomes of the metrics would lead to changes,
modifications, or the cancellation and re-initiation of green programmes on
Green Computing 135
occasion. Attempts to transform policies into practices through green initiatives

may result in the policies themselves being modified on occasion. Any competent Notes
e
policy development timeline should anticipate and account for this.
li n
●● In practice, a policy is a high-level document that outlines what the organization
will (and will not) do when making business decisions. Green policies ensure
that carbon reduction is a key component of organizational decision-making.
Green policies are developed with significant input from the organization’s senior
management and are integrated into the company’s business plan. While the
On
policies describe what is implied in the ERBS through precise words, the green
practices are the policies’ execution.
●● Rethinking and reworking the existing paradigm and processes can yield
environmental benefits. Eco-efficient and eco-innovative policies can help a
company accomplish its sustainability goals. Policies for reduction, reuse, and
recycling help enterprises reduce their carbon footprints, and the survey results
ity
show that most businesses are committed to implementing environmental policies.
●● Carbon efficiencies are implicitly included in lean organizational policies. However,
in practice, they must be made clear by coupling them with green procedures and
measurements. As a result, measures that measure an organization’s leanness
●●
ers
must be adjusted to reflect its greenness as well. These metrics are context-
dependent and are determined by the organization’s nature and type.
A green sustainable policy is defined as one that contains a “Green” aspect
and aids in the long-term sustainability of a firm. A few things to consider while
iv
designing such a policy include utility value, exchange value, essential value, and
longevity value.
Activity
Un
1. Identify existing policies in your organization that deal with the environment.
2. Identify the limitations and challenges of those policies that your organization faces
to implement environmentally responsible policies and strategies.
3. Create a list of new environmental policies that would be appropriate for your
organization.
ity
4. These policies should be based on the strategies developed in the previous chapter.
Update your business strategies on the basis of green policies that can be put in
practice. (Note: the actual process of policy formulation will take a few weeks, and
will be accomplished after internal discussions.)
Am
5. List the challenges your organization is likely to face in measuring carbon emission
data. This list should be based on various departments, their user devices, the data
center, and the supply chain processes.
6. Extend and apply the Green IT metrics framework to your organization.
7. Study the how, what, and why of carbon measurements in your organization. List
them for a specific “pilot” department.
(c)
8. List the current “as is” Scope 1 and Scope 2 emissions of your organization.
9. List the desired “to be” state of your organization through the management,
technology, process, and social metrics.
136 Green Computing
10. Apply the Green I T readiness index to ascertain the current Green I T maturity of
Notes your organization. Introduce relevant measures to help improve the green readiness
e
for the organization.
li n
34. What are the differences in focus between organizations a decade ago, in terms of
their governance focus?
On
35. How does a Lean organization correlate to a Green organization?
36. How would you go about drafting green policies from the strategies discussed in the
previous chapter? How would you convert those green policies in practice?
37. Discuss the coverage, duration, and intensity of CO2e measures.
38. Why formulation and application of Green IT policies are required to be in balance?
ity
What are the factors that vie against each other are required to be in balance?
39. Discuss the various renewable sources of energy. How do these different energy
sources impact the carbon emission calculations?
40. List and discuss any three elements in the mind map of a Chief Green Officer.
ers
41. Discuss two environmental practices that can be incorporated in a green organization.
Identify the challenges one would face in implementing these environmental
practices.
42. What are the five purposes of Green IT metrics?
iv
43. List, with examples, the “Why, What, and How” of a Green IT metrics framework.
44. Separate the static and dynamic Green IT measures and then show how the two can
Un
be used together (through apportionment).
Glossary
1. Carbon emissions: Pollution released into the atmosphere from carbon dioxide and
carbon monoxide; often produced by motor vehicles.
2. Carbon footprint: The amount of carbon dioxide produced by your lifestyle.
ity
3. Carbon offsets: Monetary purchase to counter the amount of carbon emitted into the
atmosphere rather than reducing carbon use.
4. Circular economy: A system dedicated to eliminating waste by reusing, sharing,
repairing, and recycling resources.
Am
5. Climate change: Significant change in climate including temperature, precipitation,

or wind that lasts for an extended period.
6. Green washing: Misrepresenting something as being “green” when it’s not
environmentally sound.
(c)

Unhelkar.

Green Computing 137
Further Readings
Notes
e
1. Arveson, P. (1998). Background And History Of Measurement-Based
Management. Accessed 3r d April, 2011.
li n
2. Aronson, J. (2008). Making IT a positive force in environmental change. IT
Professional, 10(1), 43–45. doi:10.1109/MITP.2008.
3. Atkins, T. and Ali, H. J. (2009). M obile strategy of strategic E-business
solution by Dr. Tony Atkins and Hairul, A. K., Nizam, P. G., Ali, H. J., chapter 3
On
in Handbook of Research in Mobile Business: Technical, Methodological and
Social Perspectives, 2nd ed., ed. B. Unhelkar. IGI Global, Hershey, PA, VSA.
4. Boutros-Ghali, B. (1995). Agenda for Peace. Paper presented United Nations
Conference on Environment and Development, Rio.
5. Forge, S. (2007). Powering down: remedies for unsustainable ICT . Foresight-
Cambridge, 9(4): 3–21. doi:10.1108/14636680710773795.
ity
6. Przybyla, D. and Pegah, M. (2007). Dealing with the veiled devil: Eco-
responsible computing strategy. Paper presented at the Proceedings of the
35th annual ACM SIGUCCS Conference on User services, Orlando, Florida,
USA.
7.
8.
ers
Rosen, M., Krichevsky, T., and Sharma, H. (2011). Strategies for a sustainable
enterprise. In B. Unhelkar, ed., Handbook of Research in Green ICT: Technical,
Business and Social Perspectives, pp. 1–28. IGI Global, Hershey, PA, USA.
Unhelkar, B. (2009b). Mobile Enterprise Transition and Management. Taylor &
Francis Group (Auerbach Publications), Boca Raton, FL, USA.
iv
9. Worthington, T. (2009). Green Technology Strategies.
10. Wills, B. (July 2009). Wills, Brett, Green Intentions: Creating a Green Value
Un
Stream to Compete and Win. Productivity Press. Taylor & Francis Group 270
Madison Ave NY 10116. USA.

State true or false
1. True
ity
2. True
3. True
4. True
Am
5. True
Fill in the blanks

1. NGERS
2. Guang
3. Energy efficiency
(c)
4. blank screen saver

5. workplace

138 Green Computing
Module -2: Green Assets and Modeling

Notes
e
Structure:
li n
2.2 Green Assets
On
2.1.4 Green Data Centers
ity
2.2 ers
Green Business Process Management
iv
Un

2.3 Green Enterprise Architecture
ity

Am

2.4 Green Information Systems
2.4.1 Basic Concept of Green Informaion System
(c)


Green Computing 139
Unit -2.1: Green Assets

Notes
e
Objectives:
li n
●● Understand basic concept of green assets.

●● Learn about green building and facility management.
On
●● Comprehend green IT hardware.
●● Analyze green data centers.
●● Evaluate data center building—design, layout, and location.
●● Learn about data strategy and the carbon emitting bit.
ity
●● Understand data servers virtualization.
●● Learn about cloud computing and data centers.
●● Comprehend smart meters in real time.
●● Analyze managing devices for central green services.
Introduction ers
When the soil disappears, the soul disappears.
- Ymber Delecto
iv
Un
ity
Am
This chapter examines an organization’s assets from the standpoint of their impact
on the organization’s overall carbon contribution. While these assets have been divided
into tangible and intangible assets for accounting purposes, they should be divided into
two groups in terms of carbon: the organization’s static, infrastructural assets (e.g., the
data centre) and its non-static assets (which are mobile, such as a laptop computer).
(c)
From their acquisition and installation until their disposal, these assets have an impact
on the organization’s carbon footprint. Eventually, smart carbon management of these
assets leads to smaller carbon footprints that may be traded, exchanged, and used
to boost the value of the company, its products, and services. This chapter discusses

140 Green Computing
asset management strategies that reduce carbon emissions by being environmentally

Notes conscientious, such as asset maintenance and replacement, computer virtualization,
e
and ethically right electronic waste disposal.
li n
An organization’s static, infrastructure part necessitates separate, special care.
The company’s long-term policies in terms of infrastructure asset ownership, design,
procurement, operation, and disposal all have an impact on its carbon footprint. This
is because infrastructure has a single-point decision-making point at the time of
On
procurement and/or construction. After the initial decision-making process is completed
and an asset is purchased, the only method to reduce its carbon footprint is to optimize
its functioning. While a static, structural asset is acquired or created, however, the
upfront decisions have a far longer and strategic impact on the organization’s overall
carbon footprint than when that asset is in service. As a result, procurement and
construction methods become increasingly important in debates on Green IT.
ity
Similarly, when an asset is sold, particular attention is required. It is so because
after it is withdrawn from an organization’s asset register, it may no longer produce the
carbon emissions it did while in service. It may give the impression that the asset is no
longer the responsibility of the business. Has that electronic (usually computer) item,
on the other hand, been ethically disposed of? Is lead or cadmium from a desktop box
ers
or laptop battery leaking into a community’s water supply? What method is being used
to dismantle it? Electronic trash disposal can be more expensive in a wealthy country
(some estimates range from 10 to 20 times) than in a developing country, owing to
the availability of cheap labor and less severe regulations. . These costs need to be
iv
factored in the overall green strategies of the organization. Ā is chapter delves deeper
into these organizational practices associated with the assets and infrastructure of the
organization.
Un
The strategies and practices of a green organization mentioned in the previous

two chapters must be translated into practise in terms of how it procures, uses, and
then disposes of these electronic assets. This chapter explains how to establish and
implement certain practices. For instance, this chapter expands on the concepts of
green data centre strategies and their execution. In practise, these principles apply
not just to the servers and their placement within the physical data centre, but also to
ity
the influence of one additional bit of storage on the data center’s overall design and
management.
This technique includes mapping a bit to the overheads. It produces in the data
center, as well as educating and training personnel on how to use databases. Following
Am
that, there is a discussion in this chapter about mobile devices and smart meters, which
play an important role in detecting and monitoring overall carbon emissions. The usage
of smart carbon measurement equipment can simplify and automate the calculations
and reporting of the organization’s carbon performance. Finally, the role of networks
and connected devices in sustainability is emphasized in this chapter.
An organization’s carbon footprint is much more than its carbon emissions.

Aside from emissions generated during the operation of its assets, an organization’s
(c)
carbon footprint is directly influenced by its asset acquisition and disposal policies
and practices. Fifty-three percent of survey respondents agreed that a comprehensive
lifecycle assessment of energy-consuming assets is necessary (40 percent agreed and

Green Computing 141
13 percent strongly agreed). It will be difficult to begin implementing Green IT without

such an assessment and inventory list. Notes
e
Take a look at the figures below, which is based on Trivedi and Unhelkar’s (2010)
li n
study. This graph depicts the relative importance of several organizational practices,
most notably those related to the organization’s assets, as accepted across the board.
While these practices were described in the previous chapter, this chapter places
a greater emphasis on the green practices related to the organization’s static and
On
mobile assets. These practices range from reducing the usage of peripherals and their
consumables such as paper, ink, or toners to procedures linked with the acquisition
and operation of high-power computing equipment, such as data servers, housed in
the organization’s data centers, as depicted in Figure. For most of these assets and
hardware-related elements contributing to carbon emissions, Figure below regularly
ranks high on the “agree” choice (40 percent–45 percent). Most respondents gave
“yes” to “very agree” scores to encouraging product innovation and environmentally
ity
conscious design, reviewing the lifecycle evaluation of energy-consuming equipment,
and optimizing the overall operations of the assets. In Figure below, efficient equipment
operation through training, lifecycle assessments, and proper maintenance has a
combined score of more than 75% for “agree” and “strongly agree.”
iv ers
Un
ity
Am
Green organizational-wide practices with emphasis on assets

(c)
Green assets and infrastructure are an important aspect of the organization’s

long-term strategy for reducing carbon emissions. On the left, examples of enterprise
infrastructure assets (both movable and immovable) are depicted. The three key

142 Green Computing
phases or activities related with the lifecycle of these assets are illustrated on the right
Notes side of Figure below: how they are established or procured, how they are operated
e
or run, and finally the strategies for their disposal or demolishment. Table following
summarizes these assets, which include the building, data centre, devices, and
li n
vehicles. Each of these three key infrastructure-related operations has the following
carbon consequences:
On
ity
iv ers
Green assets need to be organized in an efficient way throughout their lifecycle
Un
●● Establish (Procure) is concerned with the asset’s environmental credentials in

terms of its design and development. It is a one-time decision-making procedure
that determines the carbon efficiency of a particular asset. Consider the initial
design of a car engine or a mobile phone, both of which are carbon efficient.
When a company purchases an asset, it is a one-time factor. Similarly, the one-
off component that comes into play in the case of buildings is its architecture and
ity
design, as shown in Table below.

●● Operate (Run): The method in which the asset is operated has an impact on the
organization’s total carbon contribution. The duration of asset operation, such as
operating a vehicle for ten years or a mobile phone for two years, has an impact
Am
on the asset’s overall emissions over its lifetime. The asset’s user is responsible
for running (using) it in a manner that reduces its carbon footprint. This is a
continuous, everyday decision-making process for us.
●● Dispose (Demolish): This is the asset’s final phase, and it has an impact on an
organization’s entire carbon footprint. This effect is caused by the organization’s
decision to sell or demolish the asset. This is also a one-time decision with long-
term consequences for the ecosystem. For example, ethical disposal of desktop
(c)
and laptop computers is a hot topic for debate and action, especially in medium to
big enterprises, where policies may govern the asset’s end of use rather than its
actual dysfunction. As a result, procedures for recycling assets that have passed

Green Computing 143
their “use by” date for the organization should be reviewed and updated to ensure
that the assets are disposed of responsibly and with minimal environmental Notes
e
damage. Such policy changes will also make it easier to reuse and recycle items
before they are eventually disposed of.
li n
Types of Assets (Categories) and Their Impact on the Environment
Type of Assets Impact on Environment
On
Buildings and Long-term impact as major environmental considerations
Facilities (e.g., offices, should be during architecture and construction. Purpose
meeting rooms, of buildings, people movements, geographical locations
training centers, (weather), and durability of the building impact their overall
social rooms, sports carbon contribution.
facilities) Examples of one-off decision making in design include the
ity
materials used in the construction, the extent to which the
building is facing the sun, the wind directions, and the way
in which these natural light and natural cooling are put
together to reduce energy consumption.
Data Center (as

separate, dedicated
buildings to house
servers)
ers
This is a special purpose building to house data servers.
In addition to the standard building considerations, the
ratio between power usage by the servers versus the rest
of the power is a popular environmental consideration.
CRAC (Computer Room Air Conditioning) is a discipline
iv
in its own right that separates the cooling of the servers
from the air conditioning required in rest of the building.
Thus, building technologies together with data server
Un
technologies are put to use here to reduce carbon.
Devices (e.g., laptop, Design, development, procurement, operation, and usage

mobiles) of devices is considered here. Example of this includes
low-power consuming design for laptops and mobile
devices, efficient batteries for them, carbon-conscious
electronic chip design, biodegradability of materials used,
ity
and soon. Apart from the operational carbon generated bv

these devices, their disposal itself is an important issue.
Vehicles (e.g., cars, Direct fuel emissions, pollution level of the type of
trucks, corporate fuel, design of the engines, and so on. Procurement,
Am
vans, and buses) operations and disposal activities apply to vehicles used
by the organization. These vehicles produce the Scope
1 emissions. Fleet maintenance systems need to be
updated with carbon calculations. The kind of vehicle,
its design, how long it will be operated, and the method
of its disposal has to be considered. Vehicle emission
consideration is vital when considering the entire
(c)
organization. This table lists vehicles as an important

reminder. However, detailed discussion on vehicle
emissions is out of scope for this chapter.

144 Green Computing
The P-O-D (Procurement-Operation-Disposal) lifetime of an asset is green. The

Notes graph also shows that each phase of the P-O-D process produces carbon, which
e
affects the asset’s Total Carbon Cost of Ownership (TCCO) in different ways. As
a result, assets must be evaluated not just in terms of their current costs, but also in
li n
terms of their TCCO. The Gartner research consultancy popularized the idea of Total
Cost of Ownership (TCO) for ICT equipment (as reported by Kirwin, 1987). TCO is
based on the total cost of ownership of equipment over its entire life cycle, not just the
purchase price. It considers things like operating costs, maintenance, and upgrades. It
On
is realistic to estimate the TCO of computing equipment to be three times or more than
the original purchase price. Counting the complete carbon costs of an asset over its
lifetime, including its carbon content in manufacture, the carbon generated during its
operation, and the carbon produced in its disposal, is critical.
Many TCO calculations did not include the price of power to run the ICT equipment
until recently. This is due to low power costs and the fact that ICT departments and
ity
users are rarely billed separately for the electricity they utilize and have no visibility into
it (Philipson, 2010). However, when calculating TCCO, it is necessary to account for the
carbon produced as well as the expenditures associated with equipment. With smart
metering capabilities and carbon calculations throughout the life of the equipment and
ers
its disposal, TCCO can be enhanced. As data centre power usage rises, so does the
heat created by data centre CPUs. The power used in the cooling effort must also be
factored into TCCO (Philipson, 2010).
The Green P-O-D lifespan is developed further in the following sections of this
iv
chapter, and it is applied to buildings, data centres, and other electronic assets of an
organization.

Un
Buildings and facilities have an impact on a long-term carbon reduction strategy.

Consider, for example, Wal-Mart’s activities in this regard, as described on Wal-Mart.
com (2009). To decrease the heat created by direct sunshine, the roofs of most of its
warehouses are painted white. The cost of painting the roof is offset by a reduction
in cooling costs, as well as a proportional reduction in carbon emissions. Walmart,
ity
for example, installed LED lights in their freezer facilities instead of traditional
lighting to save money and minimize carbon emissions (WalMart, 2009). In 2007, the
company also offered an in-store education programme to urge customers to replace
incandescent light bulbs with compact fluorescent light bulbs (Sanders, 2008). Similarly,
solar panels have been rumored to have been put at Google’s US headquarters. In one
Am
day, these solar panels, which were installed on the roofs of eight buildings and two
solar carports, generated 5,327 kilowatt-hours of electricity from the sun. In terms of
environmental credentials, Google’s offices in Darling Park, Sydney, Australia, have
the highest 6-star ratings. These infrastructure initiatives are a mix of one-off strategies
relating to building architecture and design, as well as operational strategies dealing to
the usage of the buildings and amenities.
(c)
The organization’s physical buildings and facilities make up the bulk of its non-
movable assets. While buildings are rarely a direct part of I T, they are still a major
contributor to an organization’s carbon footprint. The material of the building, its air
conditioning, and related operational factors such as lighting and ventilation all influence

Green Computing 145
carbon generation from buildings. Businesses’ long-term carbon emissions are

influenced by the architecture and design of the buildings they utilize. While the majority Notes
e
of current Green IT attention has been focused on the operational aspects of these
facilities, the architecture and design of offices, factories, and related facilities (such as
li n
a sporting complex or a community room) play a critical influence in the organization’s
carbon footprint. The necessity and need to consider carbon issues up front, during
original procurement and/or construction of buildings and facilities, and then focusing
on its optimized operations is critical to a green enterprise’s holistic strategy. It requires
On
the construction industry to consider factors such as the type of insulation used, water
recycling systems, and the usage of natural light when calculating the TCCO for a
certain structure. These f actors would have an effect, either directly or indirectly, on
every preceding step taken into account. For example, during the daytime, the location
of an operational room, where staff is ideally positioned, should have natural and
sufficient sunshine, reducing electricity usage. Strategic features of environmental
ity
asset management include the use of translucent materials for dividers, a focus on
solar charging, and the utilization of solar equipment and cells. These principles, when
applied specifically to buildings, fall under the category of green facilities management,
which has the potential to generate significant long-term savings.
ers
When it comes to buildings that house huge enterprises’ data centres, the
entire perspective on their carbon productions flips to becoming IT specific, in
addition to office buildings and relevant manufacturing facilities. As a result, the data
centre component of Green IT touches on both building and IT management. The
management of data centres must be explored individually due to its importance and
iv
impact on the organization’s overall green credentials, as it has been done later in this
chapter.
Un

The architecture and design of IT hardware, as well as how it is acquired and
operated, are all aspects of Green IT. While operational energy consumption is
becoming more of a concern for computer manufacturers, what’s even more intriguing
is the influence that a good, energy-efficient design may have on a piece of hardware’s
overall energy consumption during its lifetime. Over the course of its lifespan, a
ity
purpose-built computer chip or an efficient laptop battery design may have a higher
influence on lowering carbon emissions than its function.
Rating Building Features to Environmental Factors

Am
Building Features Environmental fielevance Comments and Actions
Location Use of geographically specific Locating a data center in

natural resources such as cool Iceland can reduce the
weather, natural sunlight. cooling costs, effort and
corresponding carbon.
Architecture and To maximize the use of Windows facing sunlight;

(c)
design available natural resources for cross-ventilation; air and

the building. water cooling of data
centers.

146 Green Computing
Notes Construction Use of material (concrete, Use terracotta roof
e
carpets, terracotta) to instead of concrete.
compliment the location and
li n
design to ensure that the
material reduces wastage and
maximizes natural resources.
Livability People friendliness of the Optimizes the way in
On
(occupancy) building/ facility that has health which people use the
as well as aesthetic benefits. facilities.
A naturally Jit, cheerful
building will need less
power.
Visibility Promoting the physical building Ivy’s climbing on the
ity
as a place of attraction adds walls. Terrace gardens.
marketing value, as also
improved asset value.
ers
In the context of its Green P-O-D, the figure below outlines a range of Green IT
gear that would be of interest to an organization. These Green IT hardware elements,
as shown in Figure below, are affected in various ways by their P-O-D, as mentioned
in Table (Types of Assets). The following is a more extensive summary of an
organization’s IT hardware assets:
iv
●● Data servers: The actual machines and the specific premises in which they are
kept are dealt with by data servers. These servers also feature both wired and
wireless networks, as well as matching communications equipment, that emit
Un
carbon directly. The subject of data centres begins in the next section and
continues throughout the rest of this chapter.
●● End-user computers: laptops, desktops, their capacity, operational efficiency,
and disposal (particularly as the lifecycle of a computer is increasing shorter by
the day) must all be considered from a P-O-D perspective. While the hardware
manufacturers are responsible for the efficient design and manufacturing of these
ity
end-user devices, the user organization is responsible for the efficient operation
and disposal.
●● Mobile devices—the mobile gadgets and accompanying hardware (e.g., extension
cords), their batteries, including the recharging method and battery disposal, as
Am
well as policies and actions when the devices become obsolete (quickly). The
P-O-D of mobile devices is greatly influenced by the corresponding attitude of
their users. A perfectly functional mobile phone, for example, may be discarded
by a youthful user if it becomes out of style. As a result, a social issue plays a
significant role in the carbon behavior of these devices.
●● Peripherals: Printers, photocopiers, shredders, and other peripherals. These
electrical gadgets are extremely popular in Greenland. I T due to their large
(c)
numbers, potentially unnecessary misuse, and operational waste (such as paper,

ribbons, and ink) generated as a result, and the carbon connected with the
eventual disposal of these “rapid moving” things.

Green Computing 147
Notes
e
li n
On
ity
ers
Range of Green IT hardware generating carbon
iv
The procurement, operations, and disposal (Green P-O-D) phases of the lifecycle
affect the carbon emissions from each of these Green IT hardware groups described
above. Procurement focuses on well-designed, low-carbon emitting data servers
or monitors, purchasing them from a green supplier and packaging and delivering
Un
them in the most efficient way possible. For example, the energy efficiency built into
blade server design would be a one-time contribution in reducing the server’s carbon
emissions during its lifetime. The continual use of hardware in an efficient and effective
manner is referred to as operation. The end-attitude, user’s which is frequently
influenced by observable measures, plays a significant role in this. Finally, as we all
know, disposing of IT equipment necessitates careful consideration. To strengthen
ity
its disposal function, the I T department, like the building and facilities management
department, can focus on recycling, reuse, and “buy-back” programmes.
The Green P-O-D phases are followed according to the company’s policies.
While most respondents were concerned about the energy-saving capabilities of new
Am
hardware (43 percent agree, 18 percent strongly agree), it is interesting to note that the
counting and monitoring of ICT de vices from the standpoint of carbon emissions was
not happening in many firms. This response implies that the environmentally concerned
firm must embrace smart metering (described later in this chapter) as well as alter their
existing ERP systems to include carbon calculations against their IT assets.
Other responses, such as those to questions about data centre energy efficiency,
(c)
open source software, server virtualization, and replacing traditional hardware with
environmentally friendly devices, were as predicted. That is, roughly 60%–70% of
respondents agreed-to-strongly agreed with these Green IT practices, indicating a
strong desire among these professionals to move toward cost-effective computing.

148 Green Computing
Notes
e
li n
On
ity
Organizational policies and practices relating to Green IT hardware
2.1.4 Green Data Centers ers

The need for data centre capacity has been increasing around the world. As a
result, carbon emissions have been steadily rising. For example, the globe will need
iv
122 million servers by 2020, up from around 18 million in 2008–2009 (IBM, 2008;
Chuba, 2008). In addition to the annual increase of around 9% in server numbers, a
change in the kind of these server machines can be expected. This is because servers
will not only have to deal with more data, but they will also have to deal with more
Un
processing.
As previously said, data c is a major component of an organization’s overall Green

IT hardware assets. They host a set of massive computers and the organization’s
connected networks, forming the “heart” of most businesses. They store data and
information in the organization’s data warehouses, which are then housed within these
ity
data servers, which are then housed in the data centres. In practise, data servers can
be thought of as powerful computers with the ability to store and handle large amounts
of multiformatted data.
As a result, these data c entries are, understandably, an organization’s major

Am
power guzzler. This rise in demand for massive amounts of data storage, as well as
the demand for ever-faster processing, has resulted in increased carbon emissions.
Data, in its various multimedia formats, will have to be stored and made instantly
available upon request as Cloud computing progresses. Apart from business users
who must store data indefinitely to comply with legislation (such as the Sarbanes–
Oxley accounting data legislation), data consumers include school students working
on projects, doctors exchanging new techniques in treating patients, and social
users loading and watching video clips on YouTube. The demand for data storage
(c)
and processing is growing at an exponential rate. As a result, organizations that deal

primarily with content (e.g., entertainment, news) must improve the energy efficiency
of their data centres through innovative data management solutions. It entails locating

Green Computing 149
efficiency in the face of adversity. To keep up with quickly changing data needs, data
management solutions must be flexible. Data management that is dynamic and agile Notes
e
means being able to modify, update, backup, and mirror data as organizational needs
change.
li n
Innovation is essential, as well as data centre operational management
that is disciplined. In the case of data centres, costs and carbon emissions are
likewise inextricably linked. The architecture, design, construction, operation, and
On
decommissioning of green data centres includes the architecture, design, construction,
operation, and decommissioning of facilities specifically used to house servers. The
architecture, design, development, manufacture, procurement, installation, operation,
and disposal of data server machines and their accompanying paraphernalia—such as
monitors, printers, storage devices, and networking and communications systems—all
fall under the purview of green data centres.
ity
iv ers
Un
ity
Green data center influencing factors

Am
Figure above depicts the specific areas of a data centre that must be studied in
depth when talking about Green IT. These categories are enlarged based on the
previous discussion of an organization’s green buildings and facilities, and they must
be backed up with organizational and industrial data relating to carbon emissions from
buildings, racks of servers, and individual machines. The following are specific areas for
Green IT with relation to data centres, as depicted in Figure above:
●● Data center design, layout, and location: The data centre is housed in a physical
(c)
structure. This can be a single facility or a collection of buildings that house the
equipment but are geographically dispersed. The building’s architecture and
design (physical shape, naturally cooling and ventilation, natural light, ease of

150 Green Computing
access, and so on), as well as the geographical region (e.g., locating a data centre
Notes in Iceland) and the material used in construction (terracotta for roofing; painting
e
the roofs white) are all important factors to consider. The size and architecture of
server rooms, as well as the location of server rooms within the data centre, can
li n
all contribute to carbon reduction. For example, if the server room is exactly the
right size for the server, cooling efficiency will be maximized. These purpose-built
data centre facilities have a significant impact on a company’s green efforts.
●● Cooling, air conditioning, power supply, and power consumption are all terms that
On
are used interchangeably. This includes the server’s cooling procedures as well as
the actual building’s air conditioning. CRAC, as a specialized discipline, has a role
to play in this. Wherever possible, this also involves the utilization of renewable
energy sources (such as wind or solar). In addition, the impact of the physical
location of the cooling rooms that house the servers.
ity
●● Power management: Aspects of lighting and operation the number of workers
employed, as well as the opening and closing of doors. This would involve the
purchase and installation of environmentally friendly products (such as LED
light bulbs) as well as the utilization of environmentally friendly services. The
renewable energy source stated in the previous factor is also important in power
●●
management.
ers
Servers: Physical placement of the racks, their positioning (hot isle/cold isle), and
energy-efficient computing— the physical rooms in which they are placed, as well
as the architecture. Each server’s design—water cooled, air cooled, and other
iv
efficiency considerations—must be taken into account.
●● Data strategy: Security and backup are all part of a data strategy. Virtualization
on each server, as well as virtualization on several servers. Private cloud is
Un
the organization of a cluster of servers. Strategy for storing and utilizing space.
Virtualization tries to pool resources to deliver data centre services by combining
otherwise unused resources. Adopting virtualization strategies and developing
round-up virtualization architectures will enable companies to achieve greater
energy efficiency. Combining virtualization software like VMware and SWsoft
with consolidation analysis software like CiRBA can help people increase server
ity
production while maintaining the same level of dependability and usefulness

(Ryan, 2008). For greater control and insight into capacity consumption, new
server management tools have been developed.
●● Switchgears, routers, and modems are examples of network and communications
Am
equipment that can be used for both wired and wireless communications. The
data center’s carbon footprint is influenced by the number and capacity of these
machines.
These aforementioned data centre factors must be discussed with their financial,
attitude, and Total Cost of Carbon Ownership impacts (TCCO). The traditional linear
relationship between cost and energy may not be sufficient to elicit behavioral change.
(c)
Despite the high cost of energy, corporations rarely organize themselves so that
the individual paying for IT equipment also pays for the energy consumed by that
equipment.

Green Computing 151
Costs and carbon must be distributed appropriately between business and IT. Data
centres must be at the forefront of a significant consolidation trend that will aid in the Notes
e
management of existing or legacy data centres. Furthermore, it is possible to determine
and reduce overall carbon emissions from equipment by focusing on the TCCO rather
li n
than either initial procurement costs or merely operational efficiencies.
The relationship between DATA and DATA servers is just as important as the
relationship between servers and data centres. As a result, data centre carbon prices
On
must match data storage and utilization.
Actual data storage requirements are frequently linked with additional backup
storage as well as future storage requirements, as seen on the left in Figure above
(Green data center influencing factors). As a result, there are additional overheads
associated with backup storage and provision for future storage for every new byte kept
by the data centre, which adds to the data center’s otherwise nonproductive demand.
ity
Various features of these green data centre influencing components are further
addressed in the following sections.
ers
The data centre buildings are specialized structures that house the organization’s
big processing and communications equipment. The table above lists building features
and their environmental significance. Each of these elements affecting long-term carbon
generation must be taken into account in the data center’s content.
iv
The difficulty in dealing with data centres from a carbon standpoint originate from
the fact that data centre buildings are built with a 15–20 year ROI in mind, yet interior
equipment, data servers, and other computing equipment are often changed every
Un
3–5 years. As a result, the data centre building, along with the data center’s non-ICT
infrastructure, can easily (and frequently does) cost more than the data center’s ICT
equipment. This could be due to the legacy architecture and design of the infrastructure
and facilities, which may not have kept up with the latest server technology.
“Traditionally, the power required for non-IT equipment in the data centre (such as
that for cooling, fans, pumps, and UPS systems) comprised about 60% of total yearly
ity
energy usage,” according to Gartner. In many circumstances, most corporations’

newest data centres are seven or more years old, but the oldest servers in those same
data centres are less than five years old.” As a result, there is a mismatch between the
data center’s operational efficiency over its lifetime and the data server’s cooling tactics.
Am
As a result, older data centres may not be prepared to efficiently power and cool the
modern IT equipment (servers).
In order to meet the data center’s carbon efficiency criteria, it will almost always
be necessary to modernize the facility. Alternatively, the data centre may need to be
relocated to a building specialized to serving the server’s demands. These mismatches
between the building and the servers it holds necessitate a review of the structure’s
architecture and layout, as well as the amount of time it has been in use. The specific
(c)
design, layout, and placement considerations for data centres are listed below.

152 Green Computing
●● The building’s physical (geographical) location. It takes into account the weather
Notes patterns of the geographical location (such as hot or cold), the data centre
e
building’s closeness to water and air (for cooling), and the staff’s ease of access.
li n
●● The data centre is housed in this structure. This could be a dedicated stand-alone
facility, a purpose-built facility within a larger facility, or a retrofitted facility into
existing facilities. Whatever the situation, a number of characteristics of the built
environment, such as insulation, will have an impact on electricity consumption.
On
●● The source of power. Dedicated power sources are common in data centres, and
there are often multiple of them. Their effectiveness varies greatly. Data centres
can also generate their own power, and backup power supplies are popular in the
event of a power outage.
●● Lighting and air conditioning. Modern ICT equipment usually necessitates a
large quantity of cooling, either by air or by water. There are a slew of design and
ity
implementation concerns that have an impact on power usage. Lighting is also a
component in regulating the temperature of a room.
●● Virtualization of servers and storage. While this technique is intended to minimize
power consumption by reducing the overall number of devices, in fact, data centre
●●
ers
power consumption may increase as virtualized servers become more powerful
and consume more electricity.
New and emerging technologies are facilitated. Wireless connectivity, Cloud
computing-related communication, and other best practices should be
iv
accommodated in the data center’s design.

Un
The data strategy is inextricably linked to the data server strategy. Data strategy
refers to how data is used, stored, mirrored, secured, backed up, cleaned up, and
organized. It covers both external and internal data management approaches.
Techniques like data normalization and incremental storage are used to improve data
efficiency in relational database management systems.
Such approaches allow for the production of no redundant and flexible data
ity
structures that, when duplicated on a large scale, tend to conserve data storage space.
The quantity of data space needed in each “bit” of data would be affected by using the
correct data type.
The influence of a single bit on the corresponding increase in the utilization

Am
of storage space in the data centre is depicted in the diagram below. Every “bit”
contributes to the data center’s carbon emissions. Only that one bit is normally available
to the end-user. One more “bit” of data, on the other hand, isn’t just that. There are
numerous entities associated with data that contribute to the data center’s carbon and
data challenges. The following are the effects of one extra bit in a data centre on the
organization’s green performance:
●● Additional s pace provisioning is available for free. For example, for a frequently
(c)
utilized bit, an additional 0.7 bit (70 percent) must be set aside as “unused” space
that may be required promptly in the future.

Green Computing 153
●● Density and speed. Each new byte of data creates an implied need for computer
power. As a result, increasing data storage requires not only more room, but Notes
e
also more computing power. In addition, faster computer rates necessitate more
computing power.
li n
●● Backup. Every bit requires another bit or more of space for data backup.
As a result, backup consumes not just digital space but also communication
mechanisms, as this data must typically be stored away from the main data centre.
On
●● Mirroring. A bit may require a live duplicate of another bit (and that is more than
a backup). For mission-critical systems with security and safety concerns, this
live mirror copy would be required. Every data bit added in such systems has
significantly greater overheads than bits in noncritical systems.
●● Reliability and quality. Every new item of data increases the amount of effort
necessary to keep the data clean. Such data purification processes are likewise
ity
high in carbon. As a result, improving data quality and dependability can help the
organization’s carbon performance.
●● Safety is a priority. Every additional bit necessitates the provision of access
security. The effort required to examine and validate security access and security
●●
ers
levels can be carbon intensive, and this must be taken into account as data sizes
grow.
Provisioning is a term used to describe the process of putting together each
bit necessitates the provisioning of spare capacity, which necessitates the
iv
provisioning of spare room space, personnel, and infrastructure.
“[1 bit + m b it (additional) leads to → 1.m bit × n watts (direct energy need) →
leads to nxp watts (support energy-infrastructure) influences → People (attitude)]”
Un
The above calculation aims to summarize the influence of one additional bit on
the organization’s overall energy consumption. Provisioning requires an additional m
fraction of additional bit for each bit, as illustrated in the equation. This m percentage
may be more than 1.0 in mission-critical, security, or defence applications. As a result,
every bit has a power requirement, as well as a demand for supporting infrastructure.
The bit eventually continues to influence and is influenced by people’s attitudes (leading
ity
in the necessity for training and education).
In addition to the data server tactics covered thus far, intelligent IT governance
is required to enable incremental gains in data centre performance. IT governance,
with a focus on data centres, aids in the management of the total number of servers,
Am
their lifecycles, and the underlying server virtualization technologies. COBIT, ITIL,
CMMI, and Six Sigma are examples of governance frameworks that could be used to
improve server performance. Take, for instance, the implementation of ITIL. Hardware
procurement takes a long time in organizations that follow the ITIL standard (usually
a government department). Data centre directors can provision, acquire, and install
servers to avoid these issues. These servers would be prepared in advance, with the
necessary configuration and operating systems in place. This can result in excessive
(c)
and wasteful server uptime, as well as carbon emissions. ITIL, on the other hand,
can lessen the incidence of such anticipatory behavior provided it is implemented in
accordance with carbon control criteria.

154 Green Computing

Notes
e
Virtualization can be considered the most crucial of the many ways and solutions
explored in terms of efficient data server management. As a key strategy, data server
li n
virtualization entails the construction of multiple virtual servers from a single physical
server. Virtualization is well-known for its efficiency in utilizing hardware resources;
nevertheless, it also has a significant impact on lowering carbon emissions.
IBM has a $1 billion annual investment initiative that uses virtualization to
On
increase the energy efficiency of its data centres and those of its corporate customers
(IBM, 2007). Improved energy monitoring, advanced 3-D power management and
thermal modelling capabilities, better design techniques, cutting-edge virtualization
technologies, enhanced power management systems, and new energy-efficient liquid
cooling infrastructures are all goals of this data center-specific programme. These
initiatives can minimize carbon emissions by about 7,500 tonnes per year while
ity
simultaneously improving building (floor space) and data server (computer) use (IBM,
2007).
Data centres can condense their physical server infrastructure with virtualization
since several virtual servers can be housed on a smaller number of servers. As a
ers
result, power consumption is lowered, the number of servers is reduced, and the strain
on the data centre infrastructure is reduced. Virtualization, for example, minimizes the
requirement for data centre floor space, resulting in smaller buildings, fewer personnel
needed to run the centre, and less support jobs. Virtualization requires an operating
system that can distinguish between the underlying hardware and the software that
iv
runs on it.
The primary goal of virtualization software is to create several perspectives of

the same underlying hardware and operating system. Virtualization features are
Un
sometimes included into the operating system itself. Virtualization can be deployed
in a variety of methods and at various levels. Presentation virtualization (where users
have the impression of owning an application’s presentation when it is actually shared),
application virtualization (allows multiple users to use the same application), desktop
virtualization (applies server virtualization techniques to a local, desktop level), storage
virtualization (applied to databases), and network virtualization are among them (relates
ity
to the communications and networking equipment of the data center).
The various virtualization strategies are not mutually exclusive. Presentation

virtualization, for example, is closely related to application virtualization since it
allows users to access the presentation layer in a secure manner. The delivery of an
Am
application to the end-user in a virtualized environment independent from the underlying

operating system is known as application virtualization. When there are compatibility
difficulties between an application and the operating system, this method can also be
used to run several application versions.
Desktop virtualization would keep the user’s environment separate from the
hardware.
(c)
Operating systems may also provide session virtualization (as provided by Citrix) to
allow for the execution of several sessions on the same application and hardware.

Green Computing 155
Notes
e
li n
On
ity
ers
Data server virtualization
iv
Un
Cloud computing has a role to play in reducing carbon emissions. It must, however,
be a very well-balanced act. The cloud can assume responsibility for a company’s
carbon emissions outside of its walls. However, this does not always imply that the IT
industry has reduced its overall carbon emissions. A cloud, as a set of Internet-based
computer services, offers “a new consumption and delivery model for information
technology (IT)” (Mell and Grance, 2009). Consolidation and optimization of Cloud
ity
services, as a result of on-demand self-service, ubiquitous network connectivity,

location independent resource pooling, quick elasticity and provisioning, and pay-per-
use, all contribute to lowering the IT industry’s carbon footprint.
Cloud computing (Murugesan, 2011) offers enterprises significant opportunities to

Am
consolidate their hardware and data storage requirements. Cloud computing allows for
economies of scale that extend beyond a single data centre and a single company. This
is because Cloud computing offers the opportunity to not only consolidate service costs,
but also to shift carbon generation to a more centrally managed location where it can
be better regulated and optimised. According to Alford and Morton (2009), using Cloud
computing saves a company two-thirds of the cost of performing the identical workload
on a private, virtualized data centre.
(c)
The concept of Cloud computing is also used within businesses, particularly

in large, global corporations. This results in the organization’s applications, data
warehouses, and hardware being consolidated, resulting in a private cloud (discussed
by Velte et al., 2009). Cloud computing’s “software as a service” (SaaS) business model
156 Green Computing
allows organizations to use the Internet to access essential enterprise applications like
Notes customer relationship management (CRM) and supply chain management (SCM). As
e
a result, the cloud eliminates the requirement for these apps to be hosted in a private
data centre.
li n
With the convergence of both hardware and software applications, there are more
chances to cut carbon emissions. Furthermore, SaaS-based application payment
structures are typically dependent on consumption, similar to the standard monthly bill
On
received for utilities such as gas or electricity. The conventional data centre planning
that accounts for contingencies can be bypassed in favor of a cloud service provider’s
overall planning. As a result, future corporate development (including mergers and
acquisitions) can be planned without resulting in an excess of data centre capacity that
would eventually be unusable. The carbon savings that occur from not having a private
data centre can be enormous.
ity
Smart metres are metres that not only automatically detect electricity use but also
provide real-time feedback to users. These smart metres allow businesses the ability
ers
to monitor and take rapid action to manage their power consumptions, according to us.
Households and companies can be encouraged to monitor and minimize their power
consumption by including price information and showing trends and patterns.
Smart metres can transmit data for additional analysis in addition to gathering real-
time data from equipment in use (such as PCs and monitors at work and microwaves
iv
and dryers at home). As a result, smart metres can serve as the interface for
environmental intelligence (EI) applications. EI apps can deliver actionable information
to users by computing carbon data in real time and comparing it with other data such as
Un
weather trends, production planning, and HR.
Polices and Practice of Green P-O-D in the Context of Devices and Peripherals
Tactical Green IT Comments and Reasoning

Activities
ity
Eliminate the use of The amount of energy used by a monitor with an active
active screen savers screen saver is almost the same as the one doing
useful work. Therefore, active screen savers should be
eliminated.
Am
Implement active power Operating systems of end-user devices should be

management controlling the switching-off of the devices when not
in use. Hibernate feature is much more useful than
standby in this case. Furthermore, standby, hibernation,
and switch-off features for end-user devices should be
automatically configurable—enabling their shutdown
without user intervention, at given times, and reducing
(c)
the overall energy consumption.

Green Computing 157
Central management of Many large office environments (such as banks and Notes
e
machines insurance organizations) have thousands of computer
machines that can be managed centrally. At certain
li n
times, such as at night, these end-user machines need
not be even on standby power. Even if a fraction of these
machines are left on standby or running, they consume
power. Central management of these machines will
On
enable much better handling of their on- and off-times.
Specify low-power System specifications should be optimum. Over

consumption CPUs and specifications with rich functionality on a device draws
high-efficiency power more power even if the features are not all used.
supply units (80% Similarly, power supply units with corresponding power
conversion or better) surge protection need to be specified for the power
ity
requirements at hand. Efficient power supply units can
go a long way in reducing energy consumption.
Consider thick versus Ensure right balance between a thick- and a thin-client
thin client carefully architecture. While a thin client is less complex than a
ers
PC and contains fewer components. However, additional
energy is required to support the greater bandwidth
necessary for connection to its server as well as to run
the server and its supporting air-conditioning equipment.
iv
Use timer switches to Peripheral devices, such as fax machines, printers,
gadgets (e.g., printers) and copiers consume power even when on standby.
Improved switch-off mechanisms including timer
switches can reduce their overall carbon footprint.
Un
The use of timer switches to turn off such equipment

automatically has to be a mandatory feature of these
devices.
Printer setup Setting the printer, centrally, to a default feature of draft,

duplex, and grey scale can reduce the amount of ink and
ity
paper used by printers. Other procedural features such

as providing only a limited number of common printers
(rather than one per desktop), counting and providing
real-time feedback to users on their paper usage, and
reducing the printing to only legal and formal documents
Am
can produce significant carbon savings.
Device consolidation Consolidating the total number of electronic devices

and sharing such as PCs and printers is a part of tactical/operational
strategy. Such consolidation and reduction in numbers
will reduce not only the energy consumed by the devices
but also their support and maintenance effort. For
(c)
example, shifting from a PC to laptop, using the same

laptop in the office and at home and using integrated
mobile phones can all reduce emissions.

158 Green Computing
Green P-O-D and the Polices and Standards on Peripherals

Notes
e
Tactical Green IT Comments and Reasoning
Activities
li n
Open source Open source systems are much better positioned to support
system software an agile organization. Changes to business processes can
(ICT) and be handled easily by the underlying applications as they are
applications not restricted to a proprietary environment. Cloud computing
On
is likely to further add to the opportunities for open source
systems. Therefore, the relationship between open source
and carbon reduction is a positive one and should be
explored in the organizational policies on Green IT.
Device replacement Polices on device replacement should incorporate replacing

approach. conventional devices with environment-friendly devices. This
ity
replacement, however, should not be undertaken in one go—
but should be phased to coincide with the end of working life
of an equipment.
Attitude and practice Procurement, operation, and disposal of user devices are
Encourage product
ers
influenced by the attitude and practices of individuals.
Therefore, provide training to staff and support the practice of
Green IT.
This is an important consideration for manufacturers of

innovation and end-user devices. A carbon-efficient product design has
iv
environmentally tremendous opportunity to influence overall carbon reduction
conscious design over the life of the device.
Lifecycle Put together a maintenance program that also includes

Un
maintenance and preventative maintenance. Apply metrics to measure the

assessment emissions of a device over its entire lifecycle. This includes
calculations of the TCCO. Thus, a device that is produced
with less carbon emissions should also be measured for the
emissions it generates over its lifetime— and during disposal.
Maintain current Device inventories provide an understanding of not only the

ity
device inventory carbon-emitting devices that are in use, but also the ones
that are on standby or in the stores and not yet being used.
An improved understanding of the devices and their usage
can lead to a reduced inventory and corresponding reduced
carbon footprint.
Am
Green IT technical Apply standards such as the ISO 14001 family of standards
standards to reduce emissions.
Supporting ICT For every device within the organization, there are supporting
infrastructure infrastructure requirements. These include external cables,
routers, and repeaters. External to the organization are
the fiber optic networks, transmission towers, and related
communications infrastructures. Correlate the devices to
(c)
these external requirements. Reduction in the number of

devices can also reduce the infrastructure requirements.

Green Computing 159
Carbon data is also transmitted to the utility company that provides the electricity
or, more locally, to the business or householder. Smart metres can also automate the Notes
e
management of a single device or a group of devices. A smart metre, for example,
can be trusted to shut down a device when a particular amount of power has been
li n
consumed, in addition to providing real-time data on power consumption.
As a result, smart metres necessitate a supporting infrastructure that comprises

metre installation, configuration, and communication. Changes to the metre
On
configuration, activation and reading, and reporting mechanisms are all made easier
with this architecture. Smart metres, for example, can already be programmed to
generate hourly, half-hourly, or quarter-hourly readings. Increasing the frequency of
carbon data collection can help with monitoring and mitigation, but it will also add to the
infrastructure associated with the metres.
ity
Thousands of end-user devices, like as PCs and printers, will be present in most
large businesses (e.g., banks, airlines, and hospitals). The management of these
devices will not be left to individual users by Strategic Green IT. Instead, it’s becoming
ers
more common to manage these disparate devices through centralized green services.
The methods in which devices are employed for green services are shown in Figure
below. For example, all of the desktops or laptops in a large bank or insurance
company can be certified according to the company’s Green IT rules.
iv
Un
ity
Am
ICT devices as green enablers
This could include the deployment of software that allow for the operation of
thousands of PCs from a single server, consolidating and automating tasks such as
operating system upgrades and security management. Centralized management of a
large number of machines for an organization is expected to play a key role in reducing
an organization’s carbon footprint because it ensures consistency across all machines
(c)
in terms of power management software, low-level power settings, lower energy

configurations, and consolidated green procurement and disposal.

160 Green Computing
To remotely monitor and administer a cluster of computers, centralized services

Notes for managing computers can make use of environmental sensors and intelligent
e
controllers. In reaction to the occurrence of an event, a wireless smart metre, for
example, can generate an alert. To mitigate the event’s impact, centralized device
li n
management can take appropriate action—a combination of automated response and
personal intervention.
Smaller, smarter mobile devices can also help reduce emissions significantly. This
On
is because mobile devices can now support and handle asset management, marketing,
outsourcing, security and information sharing, and other location-independent corporate
collaborative operations. By allowing real-time access to the corporate system, this can
assure the performance and availability of the corporate system while also allowing for
simpler control of these smaller devices when compared to desktop computers. Mobile
de vices also reduces unnecessary human and material movement. Mobile devices,
on the other hand, may generate electronic waste due to the shorter battery life and
ity
the devices themselves. As a result, they should be introduced and used in a balanced
manner throughout the business.

State true or false
1.
ers
Green assets and infrastructure are an important aspect of the organization’s long-
term strategy for reducing carbon emissions.
2. Carbon data is also transmitted to the utility company that provides the electricity or,
iv
more locally, to the business or householder.
3. Smart metres are metres that not only automatically detect electricity use but also
provide real-time feedback to users.
Un
4. The concept of Cloud computing is also used within businesses, particularly in large,
global corporations.
5. Buildings and facilities have an impact on a long-term carbon reduction strategy.
Fill in the blanks

ity
1. __________ refers to how data is used, stored, mirrored, secured, backed up,
cleaned up, and organized. It covers both external and internal data management
approaches.
2. ___________ is well-known for its efficiency in utilizing hardware resources;
Am

3. __________ is the method in which the asset is operated has an impact on the
organization’s total carbon contribution. The duration of asset operation, such as
operating a vehicle for ten years or a mobile phone for two years, has an impact on
the asset’s overall emissions over its lifetime.
4. ________ allows for economies of scale that extend beyond a single data centre and
(c)
a single company.
5. _____________ is concerned with the asset’s environmental credentials in terms
of its design and development. It is a one-time decision-making procedure that
determines the carbon efficiency of a particular asset.
Green Computing 161
Summary
Notes
e
●● An organization’s static, infrastructure part necessitates separate, special care.
The company’s long-term policies in terms of infrastructure asset ownership,
li n
design, procurement, operation, and disposal all have an impact on its carbon
footprint.
●● The strategies and practices of a green organization mentioned in the previous
two chapters must be translated into practise in terms of how it procures, uses,
On
and then disposes of these electronic assets. This chapter explains how to
establish and implement certain practices.
●● An organization’s carbon footprint is much more than its carbon emissions. Aside
from emissions generated during the operation of its assets, an organization’s
carbon footprint is directly influenced by its asset acquisition and disposal policies
and practices.
ity
●● Green assets and infrastructure are an important aspect of the organization’s long-
term strategy for reducing carbon emissions.
●● The P-O-D (Procurement-Operation-Disposal) lifetime of an asset is green. The
graph also shows that each phase of the P-O-D process produces carbon, which
ers
affects the asset’s Total Carbon Cost of Ownership (TCCO) in different ways. As
a result, assets must be evaluated not just in terms of their current costs, but also
in terms of their TCCO. The Gartner research consultancy popularized the idea of
Total Cost of Ownership (TCO) for ICT equipment (as reported by Kirwin, 1987).
●● Buildings and facilities have an impact on a long-term carbon reduction strategy.
iv
Consider, for example, Wal-Mart’s activities in this regard, as described on Wal-
Mart.com (2009). To decrease the heat created by direct sunshine, the roofs of
most of its warehouses are painted white. The cost of painting the roof is offset
Un
by a reduction in cooling costs, as well as a proportional reduction in carbon

emissions. Walmart, for example, installed LED lights in their freezer facilities
instead of traditional lighting to save money and minimize carbon emissions
(WalMart, 2009).
●● The need for data centre capacity has been increasing around the world. As a
result, carbon emissions have been steadily rising.
ity
●● The relationship between DATA and DATA servers is just as important as the
relationship between servers and data centres. As a result, data centre carbon
prices must match data storage and utilization.
●● Actual data storage requirements are frequently linked with additional backup
Am
associated with backup storage and provision for future storage for every new byte
kept by the data centre, which adds to the data center’s otherwise nonproductive
demand.
●● The data strategy is inextricably linked to the data server strategy. Data strategy
refers to how data is used, stored, mirrored, secured, backed up, cleaned up, and
(c)
organized. It covers both external and internal data management approaches.

Techniques like data normalization and incremental storage are used to improve
data efficiency in relational database management systems.

162 Green Computing
●● Virtualization can be considered the most crucial of the many ways and solutions
Notes explored in terms of efficient data server management. As a key strategy, data
e
server virtualization entails the construction of multiple virtual servers from a single
physical server. Virtualization is well-known for its efficiency in utilizing hardware
li n
resources; nevertheless, it also has a significant impact on lowering carbon
emissions.
●● Cloud computing has a role to play in reducing carbon emissions. It must,
however, be a very well-balanced act. The cloud can assume responsibility for a
On
company’s carbon emissions outside of its walls. However, this does not always
imply that the IT industry has reduced its overall carbon emissions.
●● Smart metres are metres that not only automatically detect electricity use but
also provide real-time feedback to users. These smart metres allow businesses
the ability to monitor and take rapid action to manage their power consumptions,
according to us. Households and companies can be encouraged to monitor and
ity
minimize their power consumption by including price information and showing
trends and patterns.
●● Carbon data is also transmitted to the utility company that provides the electricity
or, more locally, to the business or householder. Smart metres can also automate
ers
the management of a single device or a group of devices. A smart metre, for
example, can be trusted to shut down a device when a particular amount of power
has been consumed, in addition to providing real-time data on power consumption.
Activity
iv
1. Identify the various Green assets for an organization.
2. Does your organization have a data center? Identify two important factors that are
affecting the carbon emissions of your data center.
Un
3. Update your Green IT strategy with approaches to improving data center building
based on the discussion in this chapter.
4. Apply data center strategies for carbon reduction such as server virtualization and
device optimization.
5. Identify the impact of asset management procedures on carbon reduction such as
ity
procurement of assets and asset disposal.

6. Incorporate smart meters in your EI implementation.
7. Incorporate green mobile in your EI implementation.
Am

1. What is the impact of the data center aspect of Green IT strategies on carbon
reduction?
2. Describe how organization’s Green IT strategies could be translated into practices
in terms of procurement and disposes of assets that leads to reduction in carbon
emission?
(c)
3. How an efficient use of Green assets could lead to reduction in energy consumption?
4. Describe how the building location, design, and architecture has a direct impact on
the overall carbon generated by the organization?

Green Computing 163
5. List, with examples, the factors influencing Green data centers.

Notes
e
6. What is just one extra “bit” for an end-user evolves into a significant overhead for the
organization. Discuss the various ways in which one bit influences the overall carbon
li n
footprint of the organization.
7. What is virtualization? What are the advantages and risks associated with
virtualization?
8. How can Cloud computing help reduce carbon emissions?
On
9. What is the role of smart meters in Environmental Intelligence?
10. Discuss in detail the role of green mobile.
Glossary
1. Benchmarking: Technique for quantifying, measuring, and comparing the performance
ity
of an organization with the industry standard.
2. Carbon Dioxide Equivalent: Carbon dioxide equivalent (CO2e) is the quantity of any
greenhouse gas that has the same effect on global warming as Carbon Dioxide itself
would have. In most carbon calculations, carbon dioxide (CO2) is used as a reference.
3.
4.
ers
Carbon Credits: Carbon credit refers to a unit (typically tonne) of carbon (or carbon
dioxide equivalent) saving that can be used, exchanged or traded.
Renewable energy: Electricity from replenishable sources such as geothermal,
hydropower, solar, and wind.
5. Environmental Intelligence (EI): An intelligent use of business tools and technologies
iv
that can lead an enterprise to a green enterprise.
6. Green networking The practice of selecting energy-efficient networking technologies
and products, and minimizing resource use.
Un
7. Cloud computing: A new computing or IT paradigm in which computing resources

– computing capacity, storage and applications – are delivered and consumed as a
service accessed over a network. It is easily scalable and highly flexible, and users
pay for the services they use.
8. Data strategy: it refers to how data is used, stored, mirrored, secured, backed up,
cleaned up, and organized. It covers both external and internal data management
ity
approaches.
Am
Unhelkar.
Further Readings
(c)

164 Green Computing
2008, 11(3), 2008.

Notes
e
li n
(8), August, 2007.
6. Barnes, R., 2006. Evaluating Risk Appetite: A Fundamental Process of
On
Enterprise Risk Management. Standard and Poor’s.
7. Bhardwaj, A., Kumar, V., 2011. Cloud security assessment and identity
management. In: IEEE Proceedings of 14th international Conference on
Computer and Information Technology.
8. Carroll, M., der Merwe, A.V., Kotze, P., 2011. Secure cloud computing. In:
Information Security South Africa (ISSA), Johannesburg, August 15–17, 2011,
ity
pp. 1–9.
9. Chorafas, D.N., 2011. Cloud Computing Strategies. CRC Press, Boca Raton,
FL. Cloud security alliance, 2009. Security Guidance for Critical Areas of Focus
in Cloud Computing.
ers
10. Cloud Security Alliance, 2010. Top Threats to Cloud Computing V1.0. Twenty
Critical Security Controls for Effective Cyber Defense: Consensus Audit
Guidelines (CAG),
11. Federal Information Processing Standards Publication, FIPS PUB 199:
iv
Standards for Security Categorization of Federal Information and Information
Systems.
12. Chuba, M. (2008). Gartner Survey Suggests Extensive Data Center Expansion
Un
Plans Are on the Horizon. Stamford, CT: Gartner.

State true or false
1. True
ity
2. True
3. True
4. True
Am
5. True
Fill in the blanks

1. Data strategy
2. Virtualization
3. Operate (Run)
(c)
4. Cloud computing
5. Establish (Procure)

Green Computing 165
Unit -2.2: Green Business Process Management

Notes
e
Objectives:
li n
●● Understand basic concept green processes: individual, organizational, and

collaborative.
On
●● Learn about green BPM and standards.
●● Comprehend green IT governance.
●● Analyze green business processes—incremental complexity.
●● Evaluate green business applications.
ity
●● Learn about modeling green business processes (UML, BPMN).
●● Understand green mobile business process.
Introduction
ers
Just understand the natural way of things, and do not go against nature, because
going against nature creates all sorts of problems. - Master Osho
iv
Un
ity
Am
(c)
Green business process management (Green BPM) is concerned with the

total management of an organization’s internal and external processes from a green
standpoint. BPM is a well-known industry practice that includes business process

166 Green Computing
modelling, reengineering, and optimization, as well as business process measurement,

Notes merging, and elimination. This chapter expands on and focuses on the process
e
aspects of an organization to outline ways in which transformation can occur. Chapter
3 (3.1.6 Green IT Business Dimensions) previously highlighted the four dimensions
li n
of green transformation (technology, people, processes, and economic aspects of
the organization), and this chapter extends and focuses on the process aspects of
an organization to outline ways in which transformation can occur. The discussion in
this chapter is based on the assumption that if a company changes how it does things
On
because it is good for business, it can save a lot of carbon. The carbon savings from
the other aforementioned dimensions are not discounted by such a hypothesis. A
greening effort is largely reliant on activities, tasks, their sequencing, and their utility to
company goals, similar to the Lean approach to business optimization.
Green business processes are defined as business processes that are necessary,
efficient, effective, agile, and measurable in the context of a company. Table below
ity
summarizes the process qualities that are important in creating a good process.
In this chapter, processes and their aforementioned characteristics are investigated

in greater detail. A process must be defined and understood in order to undertake his
investigation and follow it with a green process of information. A process, in this sense,
ers
can be defined as the “how” things are done within and by an organization. As a result,
processes are the “how” part of an organization’s operations. These processes include
the manner in which a machine is operated, the manner in which a customer is served,
the manner in which human relations are administered, and the manner in which a
iv
company conducts sales and marketing activities. Other instances of an organization’s
“how” are how a customer withdraws cash from a bank, a traveler purchases an
airline ticket, and a patient is admitted to a hospital. These are common instances of
business processes that are extremely complicated and linked with other processes,
Un
technologies, and people in reality. As a result, modelling and examining them in depth
reveals priceless potential to reduce the organization’s overall carbon emissions. In
the green process optimization exercise, processes are tested for their requirement
in the first place, then improved for efficiency, then made more efficient and agile,
and last quantified to determine their carbon contribution. During a green enterprise
transformation, this type of process investigation leads to several chances to improve
ity
and optimize operations.
It’s worth noting that focusing on carbon reduction from a process standpoint
indicates that this effort would be autonomous in some ways from changes to the
organization’s hardware and applications. While technological and personnel changes
Am
are unavoidable in a comprehensive enterprise transformation, it is critical to note that

significant benefits can be realized just by changing the way things are done in the
business.
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Green Computing 167
Basic Process Characteristics and Corresponding Green Connotation

Notes
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Process Description (Lean Careen Business Connotations
Characteristic Business)
li n
Necessary Challenges the need (or the Eliminating an unnecessary
process. in (he first plate. process (not involving in value
There is no point in making creation) will also eliminate its
a process efficient and carbon contribution.
On
effective if it is not creating
business value.
Efficient Models the process to study Aims to reduce the carbon

its various activities/tasks. generation within the process by
Challenges, automates, and optimizing and/or eliminating the
merges activities to ensure activities/tasks within the process.
ity
they are performed with the Technology is used by being
best tools, technologies, and embedded in the process.
people.
Effective Ensure that the process is Substantial wasteful cur bun is

actually achieving the goals
it is mean! to achieve. A
process that is otherwise
efficient and agile, but
ers
gene rated by a p recess that
is not effective—as it does not
achieve business goals. Also, a
process that is repeated more
does not achieve business than once in order to produce
iv
goals is not considered as the desired effect is a carbon-
effective. inefficient process.
Un
Agile Deals with the ability of An agile process will change

the process to change easily and effortlessly in response
itself in response to (or in to changing external situation.
anticipation of) external and The agile virtue also renders the
internal changes affecting process green, as it can change
the organization. Deals with minimum carbon generation.
with the dynamicity of the
ity
process.
Measurable Enables monitoring, control, In addition to the standard

and ascertaining the process measures, such as
success of its optimization. cost, time, and quality, now
Am
Ongoing management of the “carbo n content” of a

process performance is also process is measured. This helps
supported. in identifying the slack and
optimizing it.
For example, in the cash withdrawal procedure, efficiency can be accomplished

from a carbon standpoint by not printing a physical receipt; or by using operations
(c)
research methods to reduce the time spent in line for a physical cash withdrawal. While
process reengineering and associated process management have been a component
of company strategies for more than two decades, that knowledge and expertise is
applied to organizational processes from a green viewpoint in this chapter. This chapter

168 Green Computing
expands on the concepts of BPM to become a Green BPM, a lean business process to
Notes become a lean-green business process, and BPR to become a Green BPR.
e
li n
Individual, organizational, and collaborative reengineering of business processes
is required to reduce their carbon content. As the business advances from individual
processes to departmental and organizational-level processes, these levels become
On
increasingly strategic, requiring more time and effort.
Collaborative processes cut across various organizations and systems, making

reengineering them in the perspective of carbon reduction even more difficult.
The diagram below depicts the various levels of processes within an organization,
as well as the actors who play those roles. Individual, organizational, and collaborative
ity
processes all need to be carefully evaluated throughout GPR. Changes might be
tactical (with immediate effects) or strategic (with long-term effects). Individual
procedures, in general, are tactical and deliver immediate victories, such as people
turning off their computers when they are not in use. Changes in collaborative
processes have a ten-year impact on the liver’s long-term outcomes. Modeling and
ers
optimizing collaborative processes takes more time and effort, as well as involving more
people and systems.
It is necessary to comprehend and relate the organization’s core functions as

well as peripheral activities to the carbon contents. The hazards of modelling and
iv
optimizing core operations from a carbon standpoint are higher than those of peripheral
processes. A hospital, for example, has a core expertise in treating patients. A hospital
is frequently paired with pharmacies for drug distribution and pathology laboratories
for patient testing. These pharmacy and pathology processes work in tandem with
Un
the fundamental activities that deal with patient treatment. From a carbon standpoint,
the core and peripheral or supporting processes must be modelled, measured, and
optimized. A hospital, for example, cannot afford to change its patient-related core
procedures, even if they are carbon-intensive, if they put the patient at risk. As a result,
before every stage in the process is changed or abolished, it must be thoroughly
investigated.
ity
The table below highlights these processes and outlines the major aspects to
consider while dealing with the carbon aspect of them. Processes can vary greatly
in terms of importance, technology support, and the end-goals they achieve for the
company. Processes should ideally be identified and modelled from beginning to
Am
end. In fact, layers inside processes will exist, especially in large firms, leading to the
concept of composite processes—processes having sub processes and sub processes
including activities.
Furthermore, Green BPR must address the business rules built inside the
business processes. For example, regardless of the carbon content, existing business
procedures related with, say, a cash withdrawal process that requires two pieces of
(c)
identification must be followed. Modeling, researching, and modifying the actions of

the process might improve the way the rule is implemented (for example, matching
signatures with stored electronic signatures or validating pin-codes).

Green Computing 169
Notes
e
li n
On
ity
reengineering.
ers
Individual, organizational, and collaborative green processes and their
During a Green BPR exercise, all of these business processes must be carefully
iv
evaluated at the individual, organizational, and collaborative levels within the
organization. These processes are listed, ranked (prioritized), modelled, optimized, and
either kept or deleted during this e valuation. These procedures are depicted on the
right in Figure above, since they apply to all processes in the company. These phases
Un
can be further explained in terms of Green BPR as follows:
●● Listing: All procedures inside an organization are listed. This is a preliminary list
that will be refined as the green transformation project progresses. Based on
major operations of the company such as manufacturing, inventory, supply chain,
customer relations, finance, and HR, a list can be developed based on the value
ity
generation of the business and categorized into primary, secondary, or supporting

processes. Levels can be assigned to each collection of processes, such as end-
to-end processes, sub processes, activities, and tasks. Each process in the list can
have a description of what it does or which organizational goal it helps to achieve.
Am
●● Ranking: The carbon criteria can be used to rank the processes contained inside
the process list. While traditional BPM exercises evaluate processes based on
variables such as cost and effectiveness, Green BPM ranks processes based on the
amount of predicted carbon they produce. While this estimate may seem shaky at
first, as the firm moves forward with its Green BPM project, it can readily reevaluate
its carbon estimations. This rating is intended to help people understand which
processes should be given top priority in terms of green reengineering.
(c)
●● Modeling—accurate modelling of processes is required for process reengineering.

If a company has already completed a BPM exercise, it should have access
to process models for all major processes. If this is not the case, the green
transformation project can begin by modelling the processes that scored highly in

170 Green Computing
the previous step. Process modelling is a broad topic in and of itself; nevertheless,
Notes it has been explored here in the context of Green BPR. U ML (especially in its
e
use cases and activity graphs), user stories, BPMN (business process modelling
notation), and I DEF (Integration Definition) are all well-known methodologies
li n
for process modelling. For process modelling, any of these techniques, or a
combination of them, can be utilized.
●● Optimizing: This step is about optimizing, the study of the processes that are
modeled from their carbon effect. As a result, each activity in the process model
On
can be investigated, and the carbon generated within each activity may be
calculated. However, that activity can be modified to decrease carbon emissions,
supported by technologies and systems to further reduce emissions, or removed
if it is deemed superfluous. Process optimization is a critical component of the
Green BPM exercise, and it must be done in conjunction with other aspects of the
company.
ity
●● Retaining—processes that have been studied and optimized will contribute
less carbon to the atmosphere. These are the processes that can be kept and
optimized on a constant basis. These procedures will also be the organization’s
essential business processes, which must be maintained to the highest standard
●●
ers
feasible. As a result, the rankings for processes that must be retained will be high,
and the optimization process will be iterated two to three times.
Removing—the BPM exercise will also discover processes that are redundant/
duplicated, or are so inefficient in terms of carbon that they must be replaced.
iv
These are the business procedures that will be phased out of the system. Before
any processes are deleted, the impact of their removal must be assessed across
all other dimensions. In practice, it is also revealed that some activities, usually
manual procedures, which were carried out without the full knowledge of the rest
Un
of the company will be removed. However, because they lack suitable process
models and accompanying technologies, informal processes are the most difficult
to eradicate.
Green Process Categories and Their Carbon Impact

ity
Green Process Key Factors That Comments

Categories influence Carbon
Individual Attitude, Training Personalized processes are influenced

by attitude and training. Motivation of the
Am
individual may be based on personal value

system, personal reward, and growth.
Organizational Policies, Rules, KPIs Dynamic creation and management of

business rules that optimize processes.
Metrics are crucial to demon-strate the ROI
on investment for green enterprise.
Collaborative Portals, Forums, Collaborative processes transcending

(c)
Standards organizational boundaries. Portals

containing green knowledge, regulations
across regions.

Green Computing 171

Notes
e
BPR entailed reorganizing the business along process lines with the help of
technology in order to improve business performance several times. Green BPR use
li n
the same BPR techniques to investigate the prospect of lowering the organization’s
carbon footprint by multiples. This multiple carbon reduction will be accomplished
not just by improving existing operations, but also by establishing a new business
architecture that may not require all of the existing activities. GPR may make
On
significantly more effective and efficient use of organizational resources by reviewing
business rules, using systems and apps, and inviting customers to participate in this
project. With Internet-based procedures, for example, not only may queuing times in a
line be decreased, but waits can also be eliminated, lowering the overall carbon content
of the operations and the organization’s footprint.
Green BPM can be done in a variety of ways and with a variety of tools and
ity
methodologies. BPR innovation is a synergy of business process thinking and the tools
and techniques that go with it. Inn ovation, Ken Orr (2007) described the concepts
and strategies involved in business process thinking, including the major strands of
business process thinking. This debate also includes technical techniques that are
closely related to BPM, such as service oriented architecture (SOA). The relationship
ers
between SOA and BPM becomes increasingly important in the green enterprise space
since changes to processes to make them green cannot be accomplished without the
information and enterprise architecture. In their Cutter article, Michael K. Guttman
and John H. Parodi also highlight the potential confluence of the BPM, SOA, and
iv
MDA models. Convergence not only leads to efficiency and effectiveness, but also to
business success. Because each of these traits is significant from a green standpoint,
they serve as justifications for Green BPM/Green SOA. Green BPM continues to
be a subset of Green BPR. Excellence in Green BPM is built on an organization’s
Un
understanding and execution of reengineering and process management concepts, with

an emphasis on carbon reduction and cost reduction.
The key to putting Green BPM into reality is to look at the organization as a
whole, including its people, processes, and technologies. The diagram below depicts
several characteristics or layers of an organization, each of which has its own set
ity
of procedures. The end-user can be seen using the device, which is coupled to a
presentation process.
The business or system level processes then support this.

Am
Applications, corresponding data warehouses, and eventually technical

infrastructure such as data servers and communications networks support business
processes. During the Green BPM effort, each of these technologies and people
involved in the processes are affected. Because a comprehensive Green BPM
combines technology-enabled but business-driven process management, this is the
case. Another key feature of Green BPM is the application and usage of standards for
process improvement, governance, and even project management, as shown in Figure
below. The following are the key features of using these standards in Green BPM:
(c)
●● TQM, Kaizen, and Six Sigma are all methods for optimizing and improving
business processes. As a result, product quality will improve, and
organizational performance will improve. The business efficiency measures

172 Green Computing
developed as a result of these quality management methodologies can also

Notes be used to improve the organization’s carbon credentials.
e
●● As a result of increased production capacity, efficient business processes
li n
may also provide the potential to produce a larger amount of goods. However,
caution must be exercised to ensure that increased production does not
jeopardize the process’s environmental credentials.
●● Process reengineering allows for the customization and personalization of
On
products to meet the needs of customers. Again, caution must be exercised
to ensure that personalization does not result in the addition of carbon to the
process.
●● The internal organizational structure is also optimized as a result of process
reengineering. It entails relocating and repositioning individuals.
●● The consumer can now effectively create his or her own product and service
ity
that is tailored to a specific need thanks to communications and IT; dynamic
development of products and services is the outcome of Internet-based
communications, which must be considered into the Green BPM.
●● Knowledge management allows you to keep track of customer references,
●●
ers
and it can now be used to manage customer preferences and process
performance.
Integration of underlying applications and systems facilitates process
integration. Customers have a lot of options when it comes to meeting their
specific demands thanks to integrated processes. Simultaneously, such
iv
integration opens up possibilities for overall carbon reduction.
●● Outsourced processes are another example of the possibility of reducing
overall carbon emissions. Outsourcing vendors’ processes are frequently
Un
tuned for a specific purpose (Unhelkar, 2008), which results in carbon

efficiency.
●● Knowledge of the customer, suppliers, and manufacturing process can be
leveraged to strategically structure the organization’s manufacturing, call
centre assistance, and other assets to achieve maximum green potential.
ity
Am
(c)

Green Computing 173
Notes
e
li n
On
ity
ers
Applying business, governance, and project management standards to green
business processes.
Green BPM makes it possible to leverage user-driven processes to reduce

iv
the organization’s overall carbon footprint. Is influence is based on consumer input
and criticism about business procedures. Customers are eager to provide input into
business operations that will assist the company improve its green credentials if given
Un
the opportunity.
Customers should not be regarded “external stakeholders” throughout the

reengineering of business processes toward green processes, but rather welcomed to
participate in the modelling, optimization, and management of the processes. From a
green standpoint, the following are some of the most essential aspects in customer-
ity
driven reengineering:
●● Establishing constant communication with clients in terms of their specific

requirements. Customers’ needs can be identified in advance, allowing
for more efficient and effective provisioning, decreasing the carbon costs
Am
associated with unplanned provisioning of customer requirements.

●● Creating and measuring customer focus groups that can then participate in
green strategy planning sessions and green policy creation. It can be done
both in person and over the internet. An online cooperation that results in an
asynchronous discussion group can provide important insight into present and
future customer green expectations.
●● Customers’ input can lead to the provision of training packages that make it
(c)
easier for customers to use such processes. Customer education and training
can also lead to more effective usage of green business procedures, which
make use of technologies and positive attitudes to reduce carbon emissions.

174 Green Computing
Is it possible to employ organizational processes more effectively through

Notes education and training?
e
●● Customer service evaluation and feedback. The use of real-time carbon
li n
indicators in conjunction with a business process (such as smart meters) can
have an immediate impact on customer behavior.
Green BPR can be aided and supported by information and communication

technology, particularly apps and systems. This assistance is provided, for example,
On
when a specific stage in the process is automated utilizing a software service or a
network device. Even if the introduction of network and communications technology will
streamline the process, there will be carbon overheads in the network and computer
infrastructures, necessitating careful consideration. When reengineering efficiency
necessitates technical assistance, the possibility of increasing carbon generation exists
and should be taken into account.
ity
Reengineering of processes also leads to changes in existing organizational
processes, which necessitate a thorough awareness of the potential for disruption. The
way the company interacts with customers, the way the internal business is organized,
and the prospective modifications to the operating platforms are all examples of these
ers
changes. Green BPR can entail the use of virtualization technologies or the introduction
of a new technology into the process with the goal of lowering its carbon footprint.
However, because most practical business processes are highly complicated and have
associated infrastructure, there is a risk of increased carbon in the absence of thorough
modelling and research of processes.
iv
Consider how organizational services are remodeled and delivered, for
example. The overall services offered may be lowered as a result of Green BPR
effort. Alternatively, new green services with appropriate infrastructure and support
Un
requirements could be established. As a result, even when virtualization is used,

there are hazards associated with an increase in carbon emissions. Similarly, if only
carbon performance is considered during Green BPR, there are hazards to customer
happiness.
Every green process optimization must be carefully weighed to account for the
technology-process nexus. Business process modelers must examine the performance
ity
of ICT applications in the context of customer satisfaction ratings. It is critical to address

the GPR’s risks in order for it to succeed.

Am
ITIL, as a best practice framework for describing an end-to-end service

management environment, can play a significant role in the development of Green
IT business rules and policies. Green business standards, for example, can be
incorporated into ITIL’s service management. This would lead to more efficient and
effective IT service management, as well as the application of green metrics to the
services and internal and external reporting on carbon content. By bringing together the
service goals, policies, norms, and practices from each, ITIL may assist in mapping IT,
(c)
business, and green strategies.
As proper business governance, including performance governance, project

governance, change governance, and IT governance and control, is applied to
Green Computing 175
green process management, it matures. Incorporating green components into the

organization’s existing governance structure is a great place to start. This can take the Notes
e
form of changing the business process architecture, the business score card, and the
business rules for better management.
li n
When these policies are put into practice, they demand organizational compliance
in order to achieve a green result. This opens the door to modernizing corporate and IT
governance standards and applying them to green compliance. Legislation, regulation,
On
industry standards, contract agreements, and internal regulations are all brought
together in a synergistic way by governance standards. These standards also provide
a framework for BA to capture and define requirements from a variety of internal and
external sources on an ongoing basis, addressing compliance requirements at both the
enterprise and project levels.
Green business policies necessitate business norms. These business rules are
ity
either electronically implanted or manually observed. These business rules have a
broad impact on both manual procedures employed by humans within the organization
and software systems and applications with business incorporated business rules,
according to us. Whether or not business rules are embedded within the application
software, they nevertheless have an impact on the requirements. As a result, policies,
rules, and requirements must all be linked.
ers
External business processes are likewise subject to these business standards,
ensuring that external and, in particular, collaborative business processes are carbon
compliant. The Information Technology Infrastructure Library (ITIL), also known as
iv
Infrastructure Management Service, is the most commonly used governance standard
when it comes to buildings, data centres, communications, and network infrastructure
(IMS). In the context of Green IT process and management, the five core publications of
Un
ITIL (ITIL, 2009) are briefly reviewed below.
Business Policies, Rules, and Process Requirements
Green Business Corresponding Business Green Business Purpose

Policy Rule Description
Carbon con All deployments must be Ensures lhat the green solutions
ity
lent of solutions preceded by the evaluate themselves are not carbon intensive.
cannot exceed alternatives for reducing Servers and data center infrastructures
current levels the solution’s total power should not add to the carbon footprint
consumption. that exists.
Am
Apply automation Power management Prevent waste of energy by shutting

in all power systems to be used off, hibernating, or putting systems
management in all organizational on standby. Centralized device
environments. management is of immense value here.
Reduce data Make extensive use of Effective reduction in emissions due to

center carbon Cloud computing to shift the consolidation of data center resources
data center activities and on the Cloud.
resources.
(c)
Increase carbon EPEAT style labeling of Carbon value calculations appearing

awareness in products and services on products and services can assist Ihe
products and resulting from the customers in choosing products that are
services organization. low in carbon.

176 Green Computing
Business Introduce KPI for all major Assists in understanding, benchmarking,

Notes
e
processes activities and processes and improving green performance
to be carbon in the organization; apply for each iteration of activities and
responsible metrics to measure process processes.
li n
outcome for carbon.
Reuse and Reuse equipmens through Reduces not only emissions during Ihe
recycle their entire lifecycle, ihen life of the equipment, but also reduces
recycle. electronic wastage toward the end of
useful life.
On
●● Service Strategy: provides direction on how to explain and prioritize the
investments in services made by service providers and their consumers (Addy,
2007). Service strategy should include a “Green” factor, which can influence how
an organization’s IT services are delivered, and this is even more important now
that the green factor has been established. Is service strategy has an impact on
ity
both service providers and service consumers? In this situation, green business
processes can be described using use cases or user stories to specify the rules
that must be followed during the execution of those processes. For example, to
determine the quantity and breadth of services, green business priorities and
technical estimates might be integrated. As previously indicated in the context of
●●
ers
connected standards, an organization’s service strategy can be based on SOA
and contain web services—which, in turn, would have embedded rules during
service cooperation (Unhelkar, Ghanbary, and Younessi, 2009).
Service Design: Through a catalogue, Service Design gives help on the design
iv
of new or modified IT services. Each service’s design can be based on Green
IT rules and practices, guaranteeing that the systems and applications that use
these services have an implicit green aspect. Customer feedback can be included
Un
into these service designs to ensure that they meet the growing demand for
green services. Furthermore, green service designs will ensure that providing the
necessary level of service does not have a negative impact on the environment.
Here, both functional and nonfunctional (or operational) aspects of services are
addressed in order to reduce their carbon footprint.
●● Service Transition—facilitates the transition of a service to the operational
ity
sector of the business while taking into account environmental considerations.

It necessitates careful planning and managed service adjustments. It’s a unit-
level change to the organization’s overall changes in business processes, with a
delta move toward “Green.” A service transition to a green service, according to
us, entails changes to operations that rely on technical web services to achieve
Am
process objectives. Green business standards will now be included in formal

service transitions based on ITIL, which will improve overall carbon performance.
These measurements can also be used to track and manage services.
●● Service Operation: When environmental factors are taken into account, the service
becomes operational and is referred to as “Green Service.” These are often the
web services-based activities of a business process, and as a result, their carbon
footprint during operation must be monitored. The ITIL guidance for monitoring
(c)
and recording failures during service operation can be extended to assess the
service’s carbon footprint. ITIL includes identifying and fixing service failures while
they are in use, as well as swiftly restoring service operation to a user. As a result,

Green Computing 177
ITIL may be used to measure, understand, and improve the carbon emissions
generated by such services. Notes
e
●● Continual Service Improvement—offers direction on the items that must be
li n
regulated and measured in order to improve service quality, particularly from
a green business standpoint. ITIL’s Continual Service Improvement focuses
on maintaining a dialogue between IT and business management. This type of
conversation would also provide metrics for service availability, reliability, and
performance, as well as reporting. Because continuous service improvement and
On
maintenance can result in highly efficient services with the smallest carbon impact.
Developers should be able to make continuous enhancements by isolating and
updating services on a “need” basis, resulting in minimal carbon losses.
ity
The four elements of green business transformation (economic, technical, social,
and process) influence the design of green company strategies and policies, as shown
in the diagram below. These policies and their accompanying regulations are then
applied to the organization’s procedures. Individual, organizational, and collaborative
processes were discussed earlier in this chapter. The categorization of processes is
processes, which sought a finer categorization. ers

based on Unhelkar’s (2003) and Unhelkar and Murugesan’s (2010) original work on
The diagram below shows how these processes are becoming more complicated,
as well as how lean and agile principles may help businesses stay sustainable at the
iv
operational and collaborative levels.
Un
ity
Am
Green business strategy drives incrementally complex GPR
The rising complexity of these green processes is depicted in Figure below. These
processes are also covered in the context of mobile green processes later in this
chapter.
(c)
●● Broadcast processes: When it comes to one-way broadcast processes, which

are commonly utilized by companies to market and advertise their products,
these are the easiest to understand, model, and optimize. Reducing the “bells
and whistles” around the actual contents, need-based broadcast, and keeping
178 Green Computing
the contents direct and brief are ideal ways to reduce the green contents of
Notes these broadcast procedures.
e
●● Informative processes: The informative category’s green element stems from
li n
the fact that the recipient of the product of his informative process is already
familiar with the organization.
●● These useful tools provide information on carbon emissions each day,
per asset, and so on. By merely seeking the bare minimum and necessary
On
information, such a receiver can contribute, if in a modest way, to carbon
reduction.
●● Transactive processes: Electronic commerce processes are those that
need a three-way interaction between the vendor, the customer, and the
payment facility (such as PayPal or Visa credit). Because numerous parties
are involved and the transaction is recorded electronically in a secure and
ity
also mirrored format due to its higher value (including the accompanying
legal responsibilities), the carbon content of a transaction is higher than the
previous two procedures. It increases the amount of “bits” to be saved on
servers and, as a result, the total stress on the organization’s data servers.
●● Operative processes: These are more complicated processes that deal
ers
with the organization’s internal operations. As a result, they encompass
HR, inventory management, and time management. These processes also
involve the organization’s supply networks, procurement, and, eventually,
disposal operations. Because the organizational inventory of equipment and
iv
materials falls under these activities, the carbon content connected with these
operational procedures can be significant. The only method to increase the
carbon performance of operational processes is to use rules-based modelling
and optimization.
Un
●● Collaborative processes: When multiple organizations interact with one

another through collaborative web-based procedures, the carbon generation
is not only significant, but it is also becoming increasingly difficult to track
because the organizational borders of these processes are exceedingly
hazy. When collaborative corporate operations are carried out electronically
via web services, the level of complexity is so high that determining the
ity
true carbon content that can be attributed to single, participating firms is

impossible. This is especially relevant when determining Scope-3 emissions,
because organizational borders are hazy in collaborative procedures. As
a result, determining if a Scope-3 emission from one company is truly a
Am
Scope-1 emission from another becomes difficult. Despite these obstacles,

collaborative procedures provide a unique perspective on carbon reduction.
This is because collaborative procedures, as outlined by Unhelkar and Tiwary
(2010), have the potential to save carbon by preventing the reinvention of
essential business tasks. Name and address, for example, can be acquired
as a service from a third-party supplier, eliminating the need to develop
software to store names and addresses in the systems of each collaboration
(c)
participant. Although collaborative processes are referenced again later in

this chapter in the context of mobile green, it is a topic that warrants further
analysis and inquiry.

Green Computing 179
Notes
e
li n
On
ity
ers
Increasing complexity of green processes
iv
Most green business processes will require green systems and software to
support them. Understanding the relationship between processes and applications is
Un
critical because changes to processes will necessitate modifications to the systems

and applications that support them during BPM exercises. Figure below depicts the
link between green business processes and the corresponding organizational levels,
systems, and applications. Figure below, for example, depicts how the broadcast,
informative, transactive, operative, and collaborative processes influence business
applications like financial management information systems (FMIS), enterprise
ity
resource planning (ERP), supply chain management (SCM), and customer relationship
management (CRM). There are many more specialized and in-house built custom
applications that are industry specific and are affected by GPR in addition to these.
Am

Modeling, quality of service (QoS), and goal documentation are all important
aspects of green business applications. QoS is particularly essential because it
can not only improve the user experience but also be legally obligatory in several
circumstances. Most crucially, the better the QoS, the less the need to repeat the
procedure, resulting in a direct reduction in carbon emissions.
(c)
Process modelling is a critical stage in process optimization. There are several

different approaches to process modelling. If, on the other hand, process modelling

180 Green Computing
is based on constraints, it must start with a business process architectural view of the
Notes enterprise architecture—which might be based on the value chain notion. The value at
e
the end of the process in Green BPM is not independent of the carbon created. As a
result, carbon must be considered at each stage and for each process in all process
li n
models. As a result, each process must be modelled in an optimum manner, with
the fewest possible activities and tasks that are related to one another and meet the
process goals while reducing carbon emissions.
On
Process modelling standards such as the UML or the BPMN’s process-specific
notations can be used to model processes. Process modelling notations are available
through process modelling tools (Unhelkar, 2003) and can be utilized in a team
structure where a group of BAs can work together to generate and optimize process
modifications.
ity
iv ers
Un
ity
Relating green business processes to systems and applications

Through location independence and customization, mobile technology can be
Am
applied into business processes to improve carbon efficiency. From mobile-broadcast

to mobile-collaborative, this integration of mobility must be done in a way that increases
the complexity of those mobile processes.
Unhelkar (2009, METM) discusses how to use mobile technologies into the
business processes of a company that is undergoing a green enterprise transformation.
From an environmental perspective, is green mobile business was defined in the
context of the four aspects established earlier in Chapters (economic, technological,
(c)
process, and social issues). These dimensions, which make up the core of any
enterprise transformation, are also included in the ERBS (Unhelkar and Dickens, 2008).

Green Computing 181
The impact of each of these characteristics on green mobile business processes is

discussed in this section. These four dimensions function together in an organization’s Notes
e
environmentally conscious strategy and are thus not a separate and isolated part
of the business. As previously noted, the way in which mobile green processes are
li n
implemented by incorporating mobility into business processes is also based on the
increasing complexities of the processes. The broadcast, information, transactional,
operational, and collaborative business processes are all included. Understanding
this growing complexity also opens up the possibility of reducing the carbon content
On
of these processes through the use of mobile technologies. Increasing transaction
complexity also suggests the possibility of reducing that complexity and, as a result,
lowering carbon emissions in those operations.
●● Mobile-Broadcast—by utilizing mobile technology, one-way information can be

sent to a huge number of people who may or may not be registered as users.
For example, sending traffic flow information to a group of mobile devices in
ity
a certain area is an example of broadcast mobility. The possibility of rerouting
traffic during a congested period has significant carbon implications (as
discussed by Bhalla and Chaudhary, 2011).
●● Mobile-Informative—mobility gives the company the ability to share
ers
environmental information with its numerous stakeholders. There is the
potential to collect content on carbon emissions, temperature levels, and other
factors from the organization’s activities and disseminate it via mobile devices.
The informative era of mobility allows for real-time updates to regulatory
agencies’ benchmarks on allowable amounts of carbon emissions for specific
iv
businesses.
●● Mobile-Transactive—Collection, compilation, and reporting of environmental
data using handheld mobile as well as stationary but wireless devices are
Un
all examples of mobile-transactive utilization. Wireless devices, for example,

could be used to measure the temperature of a furnace or an engine. This
data is then examined and put to use in order to manage, monitor, and control
the system in question. Mobile or wireless devices’ transactive capabilities
can thus be put to good use in measuring and monitoring carbon emissions,
as well as reporting on those emissions to internal management and external
ity
regulatory bodies. Transactive mobility has a larger chance of positively

impacting the environment than informational mobility in the United States.
●● Mobile-Operative—use allows the company to model and optimize its internal
operations in order to achieve environmentally friendly outcomes. People
Am
management that reduces unnecessary movement, virtualization of teams

to enable dispersed team members to get together without travelling, and
enabling internal inventory management processes that reduce the burden
on the environment, as well as reporting and optimization of these internal
processes, are examples of such initiatives. Mobile telecommuting is a major
issue for business mobile-operative use, in which workers are not have to
be physically present at the company’s facilities. Employees have access to
(c)
environmentally intelligent systems that can assist them in carrying out their
day-to-day tasks in an environmentally sustainable manner.
●● Mobile-Collaborative—in which organizations are influenced by their business
partners’ environmental policies and strategies. As a result of its influence, a

182 Green Computing
cluster or group of enterprises develop ecologically friendly practices that are

Notes not confined to the confines of a single company. Instead, mobile collaboration
e
has an impact on the entire “ecosystem” of organizations that work together
and communicate via mobile. Environmental intelligence collaboration is also
li n
a futuristic topic.
After discussing the constantly growing complexity and impact of mobility on the
environment, the four dimensions are examined in this part from an environmental
On
mobile perspective.
Environmental–Economic Mobile Use

The economic impact of mobility must be considered in this context in terms
of its environmental impact. The economic reasons for migrating to and managing a
sustainable mobile business, for example, might be extended and analyzed in terms of
ity
the economic reasons for switching to and managing a sustainable mobile business.
Costs and competitiveness are major economic considerations for mobility transitions,
and they have a link to environmental concerns. In the short term, focusing on
environmental issues can give the perception that they will incur expenses (such as
costs related with recycling gadgets or costs associated with altering mobile business
ers
procedures). These costs, on the other hand, translate to goodwill and, as a result,
client retention and growth over the long term.
Economic attitudes also transfer into environmental attitudes at the individual

level (for example, not discarding old, out-of-date, and outdated mobile devices but
iv
repurposing those mobile devices or their parts).
Aside from the mobile devices, there are costs connected with developing and
implementing environmental plans, as well as expenditures related with maintaining
Un
them through environmental programmes within the company. Furthermore,

participating mobile enterprises must take into account economic aspects, such as their
own budgets and desire to invest money on environmental issues.
Organizations are eager to promote their “green awareness” by allocating a portion

of their profits to environmental projects. For example, iPrimus’ Green Broadband is a
green project that invites users and service providers to join in tree-planting efforts to
ity
offset greenhouse gas emissions for a monthly fee of less than a dollar.
Environmental–Technical Mobile Use

Every year, millions of new mobile phones are purchased around the world for a
Am
variety of reasons, including social motives for the adolescent market (Unhelkar, 2009,
METM). Mobile devices are hazardous to the environment both during production and
disposal (Unhelkar and Dickens, 2008).
Manufacturers of mobile devices may play a major role in reducing the

environmental impact of their products by ensuring that they are free of hazardous
materials including brominated flame retardants (BFRs), PVCs, and heavy metals like
(c)
lead, cadmium, and mercury. Manufacturers may increase the reuse and recycling
of their mobile devices starting with their design, including the use of efficient and
responsible take-back and recycling that can be put to good use by users.

Green Computing 183
Mobile phones that can be recycled more effectively at the end of their lives are
better for the environment than those that can’t. It is also possible to employ regulatory Notes
e
techniques for product reuse and recycling.
li n
The concept of reuse is also used to the design and distribution of mobile gadgets
by environmentally conscious mobile firms. Technical designers strive to make mobile
devices that have as little environmental impact as possible. Is it possible to create a
mobile phone that is ecologically responsible, lowering the number of materials needed,
On
minimizing the impact of those materials, and so boosting the efficiency of using mobile
phones with customers?
Nokia has released a model named the “3110 Evolve,” which is marketed as
having a “bio-cover”—the phone’s casing, which is made of 50% recycled material,
and packaging made of 60% recycled material. Furthermore, in addition to the phone’s
specifications, this Nokia phone model includes a high-efficiency charger and an
ity
environmentally friendly user interface. The “Sunfl ower Phone” by Green Mobiles,
which was introduced in the United Kingdom and promises to be biodegradable since
it has a built-in plant seed that would sprout once the phone is buried in the ground, is
one example.
ers
Aside from mobile devices, environmental concerns must be addressed through
the efficient use of other mobile gear like as base stations, transmitters, and computer
servers that enable mobile apps. An environmentally responsible mobile infrastructure,
for example, will include the proper placement of mobile transmission towers to ensure
the least amount of environmental impact on people and forests. Due to the challenges
iv
of environmental considerations, the intrinsically complex issues of mobile infrastructure
planning require greater analysis.
As a result, mobility infrastructure planning becomes a critical technical part of a

Un
mobile organization’s environmental planning. Such infrastructure planning extends

beyond a single organization and becomes an important component of governmental
or regulatory initiatives. Taking into account the impacts of the transportation system
on environmental and social quality is a major challenge in the design of systems and
architectures (Borriet al., 2005).
ity
Environmental–Process Mobile Use

As previously stated in this chapter, how businesses function can have a significant
impact on the environment. Business process modelling, analysis, and optimization
must all be done from a mobile standpoint. The potential for mobile devices to reduce
Am
people movement is evident; nevertheless, this potential must be weaved into an

organization’s green business operations. A mobile worker who can get the information
he needs from wherever he is reduces physical and vehicular movement, making
company processes more environmentally friendly.
Wireless capabilities can also be used by business intelligence (BI) procedures to

implement, operate, and sustain environmentally intelligent business systems. IT has
been thrown into the spotlight as a critical component in attaining strategic business
(c)
objectives, and mobile BI undoubtedly plays a crucial part in accomplishing these goals.
As a result, in order to maintain and sustain the overall ecosystem, IT must have its
own set of mobile BI capabilities (Imhoff, 2005).

184 Green Computing
Enterprises are trying to employ mobility to extend BI solutions that coordinate

Notes decision-making in the office, in the field, and at home. Environmental intelligence is a
e
branch of business intelligence that applies to the real world (EI). Users get real-time
access to essential business applications, analytical apps, decision-making systems,
li n
performance queries, and consumer data thanks to mobility. As a result, businesses
are turning to mobility solutions to expand their business intelligence (BI) solutions
to include and coordinate decision-making at the office, in the field, and at home,
resulting in community benefits. These enhancements allow businesses to achieve an
On
environmental edge by maximizing their mobile labor and field.
The B I users (executives, analysts, financial planners, strategists, and field

workers) with mobility can take advantage of their time and location-free connectivity
to reduce movements. Mobile technologies and EI are being used by companies
with a large number of mobile sales and service staff in areas such as retail, financial
institutions such as banks, healthcare, and manufacturing to increase data and
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information access to mobile workers.
iv ers
Un
ity
Example existing digital library—core business processes

Am
Environmental–Social Mobile Use

Mobile technologies’ social aspects, particularly their gadgets and social networks,
interact with the environment in a variety of ways. The capacity to send customized
messages, for example, can be used to raise environmental awareness among certain
people. Mobile enterprises can also take on additional social duties by investing in
communities that can benefit from assistance in learning, working, and thriving in a
(c)
“green” environment. Mobile enterprises can also encourage mobile networking among
users who are concerned about environmental issues. Green blogs, for example, can be
put up by all transitional organizations as an integral element of their green endeavors.
Blogs, wikis, and discussion forums can all be effective tools for raising and spreading
Green Computing 185
environmental awareness. The open exchange of information between participants and

readers can become a significant aspect of public discussion on environmental issues Notes
e
(Dicum, 2006). “Climate change has become a significant concern,” says Alex Steffen,
founder of one of the most frequently read green websites. Green construction, green
li n
fashion, and green product design all pique people’s attention.” These social networking
opportunities should be encouraged and supported by mobile firms, allowing users and
consumers to express their opinions and share creative green ideas.
On
Example—Digital Library GPR
Take, for example, the reengineering of a digital library’s processes. Clients
approach the library through the loan process, and vendors keep the library’s offerings
up to date. A full process flow of a digital library is depicted in the diagram below. The
procedure can be divided into two domains: internal and external. The internal business
process includes demand estimation, purchasing, catalogue management, storage
ity
management, delivery management, and disposal. The external process includes
systems such as web search, physical search, loan service, return management, and
delivery management. Apart from that, there are similarities between the reservation
and circulation management processes. Some of these components can be deleted or
consolidated after a thorough examination.
ers
In practice, process reengineering revolves around three key elements: roles,
activities performed by roles, and technologies that enable the activities. Client,
supplier, and owner of organizational processes that are all concerned with carbon,
for example, are all possible roles. Check-in and check-out of things given directly to
iv
clients are examples of activities. As part of Green BPR, these are the phases that are
combined or eliminated. The supporting technology can eventually migrate from the
local data warehouse to Cloud computing, for example.
Un
The physical search on the external process, for example, can be substituted with
an overall search system. Storage, reservation, and loan processing are all intertwined
systems with many components that overlap. These could be designed as a single
central system to manage all of these processes if intelligent reengineering is used.
The centralized system might be maintained in-house, outsourced to third parties, or
implemented on the cloud. As a result of these diverse computing equipment being
ity
disposed of, a high-end energy conservation panel may be applied to the remaining
equipments, resulting in decreased carbon emissions.
The services may also be offered to other digital libraries if they were delivered
Am
to an external agency or to a cloud environment. It has the potential to minimize the

number of systems used by particular libraries while also lowering total carbon
emissions.
Finally, this chapter on green business processes concludes with a straightforward

yet well-known example of a digital library that lends or sells digital media for
amusement or educational purposes.
The goal of these examples is to demonstrate how a change in process can

(c)
minimize the carbon footprint of an entire company.

186 Green Computing
Notes
e
li n
On
ity
iv ers
Un
ity
Am
(a) Digital library GPR. (b) Digital library GPR—results.
The present digital library’s key processes deal with content vendors and clients.
To serve clients, content vendors provide digital content, while the library manages
the catalogue and digital content storage. The Green BPR’s digital library is the centre
of our attention in this situation. The digital library is responsible for acquiring digital
(c)
content, managing inventories, ensuring delivery, and providing loan services. In the
existing processes, some of these are in manual and physical form. The first stage of
GPR is to model existing processes in order to offer a comprehensive perspective of
the digital library.
Green Computing 187
Before beginning to optimize those processes under the GPR effort, the model is
studied and essential business rules are documented. Notes
e
Green business policies will aid in the rewrite of business standards governing
li n
digital library processes. The core process c a b e re-engineered once the policies and
procedures have been documented and the relevant performance indicators have been
established. The figure depicts considerable process automation and a reduction in the
number of annual procedures. All of these processes should be monitored using key
On
performance indicators (KPIs) that are linked to broader business KPIs. These KPIs will
enable the business to gain a better understanding of the carbon footprint generated
throughout the processes, as well as aid to develop and green the digital library.
These green core digital library processes could be matched to the Green BPM
variables. The carbon footprint of storage facilities, for example, can be lowered by
implementing a smart inventory management system. Enabling online search and loan
ity
services can help to cut transportation and, as a result, carbon emissions. The digital
library’s adoption of Cloud computing can also help to reduce the amount of carbon
produced by information storage and processing. Green BPR will also make it easier for
people (clients, vendors, and society) to adopt and follow green business practices.
Conclusion
ers
The management of business processes is a vital component of an organization’s
operation.
Reengineering the business process can assist in identifying numerous factors that
iv
can improve the organization’s overall efficiency. Incorporating a “Green” component into
the BPM can have a significant environmental impact. There are numerous benefits to
eliminating duplicate stages and integrating multiple components into a unified system.
Un
As a result of the removed and consolidated systems, the amount of money invested
in the business process decreases. The organization’s maintenance costs are also
reduced when it outsources. In addition, the introduction of mobile devices for remote
computing might provide a number of benefits. This might be used for better process
management and reductions in carbon emissions with appropriate strategic planning.
ity

State true or false
6. The concept of reuse is also used to the design and distribution of mobile gadgets by
environmentally conscious mobile firms.
Am
7. Technical designers strive to make mobile devices that have as little environmental
impact as possible.
8. The key to putting Green BPM into reality is to look at the organization as a whole,
including its people, processes, and technologies.
9. Green business policies necessitate business norms. These business rules are
either electronically implanted or manually observed.
(c)
10. Individual, organizational, and collaborative reengineering of business processes is

required to reduce their carbon content.

188 Green Computing
Fill in the blanks

Notes
e
1. _____________ use allows the company to model and optimize its internal operations
in order to achieve environmentally friendly outcomes.’
li n
2. ___________, is the study of the processes that are modeled from their carbon
effect.
3. ___________ mobility gives the company the ability to share environmental
information with its numerous stakeholders. There is the potential to collect content
On
on carbon emissions, temperature levels, and other factors from the organization’s
activities and disseminate it via mobile devices.
4. __________ refers to the trading of permits or savings accrued by one organization
or country associated with carbon reduction with another organization or country,
thereby enabling them to achieve carbon reduction obligations.
ity
5. The carbon criteria can be used to rank the processes contained inside the process
list. While traditional BPM exercises evaluate processes based on variables such
as cost and effectiveness, ___________ ranks processes based on the amount of
predicted carbon they produce.
Summary
●●
ers
Green business process management (Green BPM) is concerned with the
total management of an organization’s internal and external processes from a
green standpoint. BPM is a well-known industry practice that includes business
iv
process modelling, reengineering, and optimization, as well as business process
measurement, merging, and elimination.
●● Green business processes are defined as business processes that are necessary,
Un
efficient, effective, agile, and measurable in the context of a company.

●● Individual, organizational, and collaborative reengineering of business processes
is required to reduce their carbon content. As the business advances from
individual processes to departmental and organizational-level processes, these
levels become increasingly strategic, requiring more time and effort.
ity
●● During a Green BPR exercise, all of these business processes must be carefully
evaluated at the individual, organizational, and collaborative levels within the
organization.
●● BPR entailed reorganizing the business along process lines with the help of
Am
technology in order to improve business performance several times. Green

BPR use the same BPR techniques to investigate the prospect of lowering the
organization’s carbon footprint by multiples.
●● Green BPM can be done in a variety of ways and with a variety of tools and
methodologies. BPR innovation is a synergy of business process thinking and
the tools and techniques that go with it. Inn ovation, Ken Orr (2007) described the
concepts and strategies involved in business process thinking, including the major
(c)
strands of business process thinking.

●● The key to putting Green BPM into reality is to look at the organization as a whole,
including its people, processes, and technologies. The diagram below depicts
several characteristics or layers of an organization, each of which has its own set
Green Computing 189
of procedures. The end-user can be seen using the device, which is coupled to a
presentation process. Notes
e
●● Green BPM makes it possible to leverage user-driven processes to reduce the
li n
organization’s overall carbon footprint.
●● Green business policies necessitate business norms. These business rules are
either electronically implanted or manually observed. These business rules have
a broad impact on both manual procedures employed by humans within the
On
organization and software systems and applications with business incorporated
business rules.
●● Service strategy should include a “Green” factor, which can influence how an
organization’s IT services are delivered, and this is even more important now that
the green factor has been established.
●● The four elements of green business transformation (economic, technical, social,
ity
and process) influence the design of green company strategies and policies.
●● Process modelling is a critical stage in process optimization. There are several
different approaches to process modelling. If, on the other hand, process
modelling is based on constraints, it must start with a business process
ers
architectural view of the enterprise architecture—which might be based on the
value chain notion. The value at the end of the process in Green BPM is not
independent of the carbon created. As a result, carbon must be considered at
each stage and for each process in all process models. As a result, each process
iv
must be modelled in an optimum manner, with the fewest possible activities and
tasks that are related to one another and meet the process goals while reducing
carbon emissions.
Un
●● Wireless capabilities can also be used by business intelligence (BI) procedures to

implement, operate, and sustain environmentally intelligent business systems.
Activity
3. List the existing processes in your organization. Divide the list into individual/single
user processes, departmental-organizational processes, and the ones that go beyond
ity
an organization and into the collaborative space where multiple organizations are
involved.
4. Apply a “rough” Green IT metric to ascertain the amount of carbon each of these
processes are generating.
Am
5. Focus initially on the departmental-organizational processes as that is where the

maximum carbon value will be derived.
6. Rank the processes based on their carbon generation—highest carbon generators
being listed on the top.
7. Categorize them as broadcast, informative, transactive, operative, and collaborative
processes.
(c)
8. Undertake process modeling of the top five “transactive” business processes using
BPMN, use cases or any other appropriate mechanism.
9. Step through each activity/task of the process. Reengineer the processes to optimize
them by combining activities.
190 Green Computing
10. Eliminate activities that do not add value to the goals—or replace them with system
Notes supported services.
e
11. Identify the individual processes (such as ones carried out by staff members) that
li n
are carbon intensive. These may also be categorized as operative processes that
deal with the operations of the business.
12. Model and optimize them by studying each activity, task, and deliverable within the
process.
On
13. Collaborative processes are the most challenging of all. In the initial attempt at
Green BPR, collaborative processes should only be modeled as far as possible.
Once collaborating partner organizations are on board, collaborative BPR can be
applied to these processes from a carbon reduction/elimination viewpoint.
ity
1. What is Green BPM? Discuss the role Green BPM plays in the reduction of an
organizational carbon footprint.
2. What are the characteristics of a process and how do they apply to a green process?
3.
4.
ers
Explain how you understand individual, organizational, and collaborative processes.
Discuss why individual green processes are short-term strategies, whereas
collaborative green processes are long-term strategies.
Discuss how “Green” BPR can improve organization’s efficiency and aid in achieving
better carbon efficiency.
iv
5. What is the relevance of process modeling in Green BPR? What techniques you
would use to undertake green process modeling?
Un
6. Take any one phase of ITIL. Discuss how it is applied in the context of a green
initiative.
7. Discuss how to employ mobile technologies to reduce paper-based work and how to
reduce the carbon footprint with careful planning.
8. What are the advantages of Cloud computing in the context of Green IT? What are
the challenges and risks associated with Cloud computing in the same context?
ity
Glossary
1. Carbon Neutral: Carbon Neutral refers to an organization or its activities that ensure
a zero balance between the carbon it emits and the corresponding offset it creates
Am
through one or more activities such as using renewable energy source and buying or
trading carbon credits.
2. Carbon Offset: Action—typically payments—by organizations generating carbon, in
lieu of directly reducing the emissions (e.g., planting of trees by an airline).
3. Carbon Trading: Carbon trading refers to the trading of permits or savings accrued
by one organization or country associated with carbon reduction with another
(c)
organization or country, thereby enabling them to achieve carbon reduction

obligations.

Green Computing 191
4. Environmentally Intelligent System (EIS): A management tool enabling an organization

of any size or type to identify and control the environmental impact of its activities, Notes
e
products, or services to improve its environmental performance continually and to
li n
implement a systematic approach to setting environmental objectives and targets, to
achieve these and to demonstrate that they have been achieved.
5. Environmentally Responsible Business Strategy (ERBS): A business approach that
incorporates environmental factors in it.
On
6. Green Audit: Assesses a company’s environmental credentials and its claims for
green products, processes, and services. Green audits ascertain whether the
company’s products and processes are truly as they claim to be. Green audits of IT
systems also help determine the accuracy of measurements and reporting. Green
audits help address the accusation of green washing.
7. Green Business Architecture: A four-layered architecture that deals with keeping
ity
organization’s environmental footprint small; reducing waste; measuring, monitoring,
mitigating, and monetizing the carbon emissions.
8. Green ICT Framework: A taxonomy that takes the many different components of
Green ICT and relates them to each other.
1.
ers
Green IT Strategies and Applications using Environmental Intelligence by Bhuvan
Unhelkar.
iv
Further Readings
Un

ity
2008, 11(3), 2008.

(8), August, 2007.
Am

6. Xanthopoulos, S., 2010. On Risk Appetite. University of the Aegean, Summer
School 2010 - “Enterprise Risk Management for Actuaries”, Karlovassi, Samos,
June 29 - July 2, 2010, Samos, Greece.
7. Murugesan, S., 2008. Harnessing green it: principles and practices. IT
(c)
Professional 10 (1), 24–33.

8. Mell, P., Grance, T., 2009. The NIST Definition of Cloud Computing, Version 15.
National Institute of Standards and Techonology, Gaithersburg.

192 Green Computing
9. Rittenberg, L., Martens, F., 2012. Enterprise risk management: understanding

Notes and communicating risk appetite. Committee of sponsoring organizations of the
e
tread way commission.
li n
10. Cloud Security Alliance, 2010. Top Threats to Cloud Computing V1.0.

State true or false
On
6. True
7. True
8. True
9. True
10. True
ity
Fill in the blanks
1. Mobile-Operative
2.
3.
4.
5.
Optimizing
Mobile-Informative
Carbon trading
Green BPM
iv ers
Un
ity
Am
(c)

Green Computing 193
Unit -2.3: Green Enterprise Architecture

Notes
e
Objectives:
li n
●● Understand views of green enterprise architecture.

●● Learn about green enterprise architecture: concept.
On
●● Comprehend green IT and organizational systems.
●● Analyze green portals in green enterprise architecture.
●● Evaluate aspects of green solutions architecture.
●● Understand an example of green enterprise architecture.
ity
Introduction
iv ers
Un
ity
I, Cyrus, the Emperor of Persia, say . . . Who keeps the earth cleansed, Appreciates
rain, Respects Mother Nature and her kindness . . .
Am
- Cyrus the Great; circa 600 BC, first Zoroastrian Persian emperor
This chapter examines enterprise architecture (EA) in the context of a company’s

green ambitions. All other architectures that make up a part of the organisation are
grouped under the EA. These architectures are designed to provide stability and agility
to the business. These architectures are also crucial in helping the firm to achieve its
own objectives. As a result, despite the existence of several general EA frameworks,
(c)
the majority of real EA is organisation specific. The Enterprise Architecture (EA) defines
the relationships between the various domain architectures, as well as how the various
architectures interact with one another and contribute to the broader enterprise (Rosen
et al., 2011, HRG). When these architectural links are examined and developed in light

194 Green Computing
of their underlying carbon implications, the result is a Green enterprise architecture

Notes (GEA). As a result, a GEA is an EA that provides a solid foundation for a company to
e
alter its systems, applications, and processes in order to support a green organisation.
li n
GEA extends enterprise-level architectural concepts to provide a long-term, strategic
foundation for modernizing existing systems, procuring future systems, and integrating
them into the green organization’s day-to-day activities. A GEA is also important in
defining the technological parameters under which the organisation must operate.
Existing organizational systems and procedures will face hurdles in the absence of such
On
limits, particularly when they must be integrated with new Green information systems
(GIS). This chapter delves into these issues in detail.
The organisation can define, assess, measure, analyze, report, and monitor the
systems and processes that explicitly deal with Green IT using an EA-based approach.
This architectural approach to Green IT not only provides limits, but it also leads to the
development of common terminology that bring clarity, comprehension, and consistency
ity
to the green corporate endeavor. As a result, taking an architecture approach inside
the Green IT paradigm might help an organisation implement sustainability in a more
integrated way. Rosen et al. have also described in detail the positive value and
influence of EA on an organization’s long-term initiatives. Extending an EA to a GEA
●●
ers
and then using that GEA as a foundation for greening an organization’s systems,
applications, and processes provides the following benefits:
An awareness of the organization’s current technological capabilities and

restrictions, as well as its existing systems, applications, and procedures.
iv
●● The link between current EA systems and emerging Green IT systems and
applications.
●● Synergetic alignment of existing and new infrastructure, operations, systems,
Un
and applications with each other and with the organization’s environmentally
responsible business strategy (ERBS).
●● Developing and describing generally used terminology, semantics, and
business rules related to the corporation and its green programme.
●● The creation of specific Green IT frameworks, which are based on well-known
architectural frameworks, is developed or built from the ground up, according
ity
to the needs of the business.

●● Providing inputs from different elements of an organization’s carbon
performance and bringing together previously fragmented information in a
knowledge base—leading to environmental intelligence (EI).
Am
●● Provide a foundation for improvements to the organization’s large

applications, such as CRM, SCM, HR, and financial applications, with a focus
on SCM.
●● Reduce the hazards of introducing new carbon content (such as carbon
emissions and regulatory benchmarks) into the organisation.
●● Incorporate service oriented architecture (SOA) and web services (WS) into
green systems as easily as possible.
(c)
●● Investigate the possibilities of Cloud computing in Green IT, which will not only
reduce carbon emissions but also source and deliver carbon content from
sources other than the organization’s own systems.

Green Computing 195
●● Enable the creation of GIS portals with associated models for green content
producers and consumers. Notes
e
●● Business intelligence (BI) evolution toward EI using data, information,
li n
processes, and knowledge associated with organizational systems.
●● Through architectural models, transforming green contents and processes into
collaborative green processes that extend beyond organizational borders.
●● Enhancing existing enterprise knowledge and incorporating emerging
On
technologies (such as C loud, SaaS, SO A, and Web 2.0) into the growing EI.
An “enterprise” is a high-level, strategic vision of the company, whereas

“architecture” refers to an organized framework for resource analysis, planning, and
development. Business functionality or application logic is made available to SOA users
or consumers as shared, reusable services on an IT network. In both technology and
process dimensions, an EA-based approach to Green IT helps decrease risks. This is
ity
because a GEA aids in visualizing the influence of new carbon data, processes, and
services on the organization’s existing systems. A GEA provides a solid foundation for
the creation of GIS and portals.
Green Enterprise Architecture

ers
A GEA’s goal is to develop an understanding of various perspectives on business,
technology, and the environment in which the company operates. This knowledge also
iv
helps to mitigate the dangers of the green transformation. Creating such an EA would
necessitate a thorough understanding and modelling of the organization’s business and
technological spaces. A model of how information is used by the business, for example,
Un
might be included in an EA.
This model could be a flow chart or, at a higher level, a basic block diagram.
Similarly, the solution architecture would represent the organization’s technological
space. Green resources, networks, their speeds and bandwidths, as well as content
and applications, would all be included in this solution paradigm. The GEA sets
organizational and technical constraints on the architecture of information and solutions.
ity
Zachman and TOGAF are two EA frameworks that provide a practical approach
of integrating technology and business together and a comprehensive manner of
modelling a company. The Zachman architecture, for example, provides a cleanly
set out 6 rows by 6 columns picture of a business. This perspective might be used to
Am
comprehend a firm that is experiencing transformation. In addition, TOGAF provides a

technical architectural foundation for green transformation.
As a result, the GEA can be composed of well-defined and reusable business

and technical components that are assembled to manage quickly changing external
business. Understanding and integrating heterogeneous enterprise applications (that
contain internal historical code and/or new software components that could be sourced
as services and collaborative apps from business partners) is especially helpful with
(c)
a GEA-based approach to Green IT. Data integration, process integration across

many systems, collaboration between internal and external business applications,
and extension to real-time information via mobile technologies and systems are all

196 Green Computing
outcomes of this. The end result is a unified corporate picture that can be updated and
Notes fine-tuned for a green firm.
e
Interfaces with the organization’s clients, suppliers, and other trading partners are
li n
also included in a GEA.
The technical Interfaces (Green web services) as well as people-to-people

interactions are included in these interfaces (Between business leaders, and also
workers). Suppliers and partners of the company must follow all environmental rules
On
and regulations just as much as the company itself. However, it might be difficult for a
company to enforce compliance on its suppliers at times. A GEA can be used to help
suppliers comply with regulations and standards by providing technical assistance (e.g.,
training, CEMS implementation, policy interpretation). A good GEA also aids clients
by providing them with the necessary Green web service interfaces, advertising the
organisation, and assisting corporate customers in setting up their own GEA.
ity
Views of Green Enterprise Architecture
iv ers
Un
ity
A complete GEA includes an awareness of the organization’s multiple perspectives

and interrelationships. Figure below depicts the different architectural perspectives,
as well as the main functions and roles that are responsible for those views. e Green
information architecture (GIA), as depicted in the upper half of Figure below, focuses
Am
on information capture and supply models for both external and internal partners in the
business area. In this area, the information architect and the business analyst establish
and model the information needs.
From a business standpoint, the GI A describes the company. This design is

based on the “problem space’s” business requirements and takes into account the
organization’s strategies and policies (Unhelkar, 2003).
The GIA identifies the fundamental functional requirements that are modelled
(c)
within the context of the enterprise’s Green IT strategy, processes, applications, and
IT governance. As a result, a prioritized set of functional and operational requirements
for the green transformation programme would emerge. Green solution architecture,

Green Computing 197
which appears in the lower half of the architectural spaces, is concerned with the
technological design and development of systems. This responsible for the models Notes
e
and implementation of content, networks, and applications, as well as their testing and
deployment.
li n
The solution architect is primarily responsible for this area, which is supported by
systems analysts and developers. Finally, the all-encompassing GEA, shown in the
background in Figure below, sets the constraints for all systems and applications. The
On
information and solution architecture models are also influenced by the GEA. These
three are the organization’s basic enterprise architecture views. There are many more
architectural views of the organisation available. Different architectural domains, such
as business architecture, information architecture, application architecture, technology
architecture, and operational architecture, have been outlined by Rosen et al. (2011,
HRG).
ity
They’ve also introduced a performance architecture, which is supposed to cut
across all other domain architectures for the sake of enterprise responsibility and
continuous improvement. All of these architectures are covered by the overall GEA,
which includes constraints, limitations, and requirements for each of these architectural
domains. The GIA domain, for example, deals with the organization’s needs and
ers
capabilities, the technical-solution space with the implementation of green portals
and data warehouses, and the background-enterprise space with the integration
and constraint models that are also superimposed on the information and solution
architecture in Figure below. THE architectural work is aided by the project manager
iv
and quality manager, who assist in the formulation and scoping of Green IT projects, as
well as the use of relevant and developed standards and processes.
Un
ity
Am
Various views of a comprehensive Green enterprise architecture: Business,

(c)
technology, and enterprise spaces.

198 Green Computing

Notes
e
The GEA is not a stand-alone organisation. A GEA affects both the GIA in
the business world and the GSA in the technical world. It deals with restrictions,
li n
compliance, integration performance, and security challenges. As a result, GEA
activities cover the problem, solution, and background space.
The figure below expands and groups the various activities that make up the
enterprise’s overall green architecture. The needs are the activities that deal with the
On
business and information aspects of the organisation; the ones that are in the solution
space are related to the data and applications; and the overall GEA that provides
limitations and is in the background space. However, it should be noted that the GEA
depicted in the background of Figure below is not a different entity.
ity
iv ers
Un
Categories of requirements in the various green architectural spaces

ity
The GEA is influenced and influenced in the background by the GIA and the GSA
from the problem and solution space, respectively.
The GIA provides the foundation for you to create enterprise applications,
processes, and content. The master data semantics, including green data, are defined,
Am
and operational and analytical information are modelled in this architectural space. The
business, information, and enterprise domains all have requirements that influence the
information architecture. The context for supporting integration across diverse apps is
provided by this information architecture.
The method of capturing and modelling requirements is also outlined in the

information architecture.
In addition, the information architecture maintains a repository of overall

(c)
applications and their interrelationships. A thorough understanding of these

interrelationships can aid in the elimination of redundancy and, in the long run,
contribute to resource reduction.

Green Computing 199
●● Customer requirements for green products that are based on the needs and
desires of the customer for good products and services. Notes
e
●● Green marketing guidelines that highlight the company’s environmentally friendly
li n
products and services.
●● Green supply chain process requirements that interface with suppliers’ systems,
as well as green technical requirements that outline the technologies required to
manage the Green IT effort.
On
●● Green facilities management criteria that specify the infrastructure of buildings and
facilities, as well as the method for measuring and lowering carbon emissions. The
design and construction of facilities are critical in this situation.
●● Metrics for the environment and measuring requirements that specify the elements
to measure report. Green recycling and e-waste management regulations for one-
time asset disposal.
ity
In the information realm, the GSA encompasses the models of technologies and
infrastructure required to support applications, operations, and reporting requirements.
Distribution, scalability, dependability, device support, security, and application
ers
integration must all be addressed in the architecture of these solutions (Rosen et al.,
2011). Infrastructure is a major source of carbon emissions as well. As a result, the
solution space use of IT to reduce emissions and lower the IT domain’s emissions is a
two-pronged strategy.
●● Green data centre design and solutions are concerned with IT-specific
iv
architectural and facilities requirements.
●● Green content techniques influenced by backup, mirroring, and other factors.
Un
●● The communication hardware is provided by green networks and architecture

solutions.
●● GIS programming solutions with a focus on green data and solutions.
Constraints, compliances, integration, performance, and security are all addressed

in the background space architecture. This establishes a standardized method for
ity
defining, collecting, analyzing, and reporting metrics (e.g., KPIs at the business level,
paper usage at the application level, and server and power usage at the technology
level).
●● Green enterprise-level constraints that span across both information and solution
Am
●● Green compliance requirements that are dictated by the regulatory portals

●● Green systems integrations (SOA based)
●● Green performance (KPI that are related to all dimensions
●● Green security deals with carbon data, storage, transmission, and its interfaces
with other data
(c)

A GEA gives many perspectives on the organisation and its systems. These
perspectives reflect the impact of changes in one part of the business on other areas

200 Green Computing
and systems. This perspective allows for a more comprehensive knowledge of the
Notes charges’ implications, lowering the risks connected with changes to the organization’s
e
systems and operations as a result of green efforts.
li n
The diagram below expands on those effects and illustrates the significant areas of
an organization’s systems that have been affected by changes brought on by Green IT
operations. The impact of Green IT transformation on the organization’s infrastructures
and portals is also summarized in the diagram below. The typical IT systems affected
On
by the modification are shown on the left in Figure. Existing systems that need to be
changed, as well as the changes associated with the new GIS’s implementation, are
included.
A good GEA is a mechanism for incorporating the changes related with Green IT
transformation into the systems and processes on the left in Figure below. The following
are the system changes:
ity
iv ers
Un
Green enterprise architecture helps in handling the impact of Green IT

transformation on the rest of the organizational systems.
ity
Organizational Systems
These are the organization’s basic systems, which are mostly internal. The normal
CRM, SCM, and Payroll programmes, for example, must be updated with the new
Am
carbon data and integrated with the GIS/CEMS. These integrations are made possible
through SOA.
External Systems
These are not only external systems to the organisation; they’re also external
interfaces to organizational systems. These external systems and interfaces are part
of the green organizational portals that connect to the regulatory portals, as well as the
(c)
collaborative services that the organisation offers and consumes.

Green Computing 201
Infrastructure
Notes
e
These are the servers and communication networks.
In contrast to buildings and facilities, these are the organization’s IT-specific
li n
infrastructures.
They are being updated to replace existing carbon-intensive equipment and to

serve as a foundation for GIS/CEMS communication and integration.
On
The many IT areas that need to be managed when an organisation embraces
Green IT are shown on the right in Figure above. The following are some of them:
●● Conversion of some existing data to ensure that it is compatible with the new
carbon data. Some apps and user interfaces may also need to be converted to a
new format (e.g., XML interfaces that have to now deal with carbon data exchange
with other data).
ity
●● Data integration with applications, as well as data integration across apps,
including existing business applications and new carbon-specific applications.
●● At the technological level, there are standards for web service interfaces, and ISO
●●
business processes.
ers
standards apply to systems at the organizational level. Technical standards help
with data conversion and interfaces, while business standards help streamline
Testing of new applications and their interfaces, which necessitates a set of

carbon test data in order to verify the systems’ functionality and operational
iv
characteristics, as well as their integration.
●● Deployment of new applications, especially since CEMS are most likely to be
SaaS-based cloud deployments.
Un
●● Contracts that implement SOA and SLA policies. When green organisational
portals interact with other external portals of cooperating organisations and
regulators, electronic contracts become more prominent.
●● Users and support people for the new green apps should be trained on how to
use their metering capabilities, record and analyse carbon data, and spot trends in
ity
carbon emissions.

A portal is an electronic interface that allows an organisation to communicate with
Am
the outside world.
The carbon statistics and information will be the focus of a green portal. Portals
give organisations access to the information they need to collaborate with other
organisations, government agencies, and standard bodies (tasked with benchmarking
and regulating carbon emissions).
This section examines the design and usage of Green ICT portals, as well as
(c)
the information that results from them. Deshpande and Unhelkar (HRG, 2 011) have
explored many areas of green portal data and information collection. The first is a list of
potential green information sources. The scale of this green information that is available
at any given time is the second aspect.

202 Green Computing
The third factor combines the accuracy and usefulness of the information provided
Notes to the organisation in issue. After acquiring the necessary data, it must be processed
e
and made available to management, employees, and customers, all while keeping in
mind their distinct viewpoints.
li n
Green ICT portals can gather (source) and distribute information in a variety of
ways.
Distributed problem solving and production models are used in outsourcing, in-
On
sourcing, and “crowd-sourcing.”
The external and internal aspects of these data collecting and dissemination
techniques for an organisation are depicted in Figure below. External agencies,
technologies, and ontological elements would support a Green ICT information portal’s
data collection strategy—outside of the company. The internal strategy for carbon data
for the portal will include internal stakeholders, solution space technologies (such as
ity
SOA and WS outlined earlier), and access media.
iv ers
Un
ity
Elements of a Green ICT information portal. (Based on Deshpande, Y. and

Am
Unhelkar, B., Information systems for a Green organization. In B. Unhelkar,

ed., Handbook of Research in Green ICT: Technical, Methodological and Social
Perspectives, pp. 116–130. IGI Global, Hershey, PA, USA, 2010.)
Figure below depicts the evolution of these tactics into the Green ICT information
portal. The portal is displayed in the centre, with information sources and destinations
on either side. The information from external sources is represented on the left side of
the gateway in Figure below. These are the portal’s content sources. In Figure given
(c)
below, the internal sources and destinations for information correspond to the right side
of the site. Content consumers who, in turn, give internal information are referred to as
these. The arrows indicate the direction of information flow into and out of the portal.

Green Computing 203
Green materials are dynamic, rapidly changing content that is typically shared
among many agencies and media both within and beyond the company. ICT groups, Notes
e
governments, business, research organisations, and standard-setting bodies are
examples of such organisations.
li n
Companies like Intel, IBM, Microsoft, Oracle, and Google, as well as professional
bodies like ACM, BCS, and IEEE, are among the organisations that provide and use
carbon data. Sources of “government” could be local, state, or national. “Research
On
centres” include general research institutes with specific Green ICT initiatives, as well
as specialist research institutions focusing on Green ICT, such as GreenGrid, or more
general ones, such as the IPCC. For the Green IT portals, “standards bodies” cover
standards as well as regulations dealing with carbon data.
ity
iv ers
Un
ity
Inputs and outputs in a Green ICT information portal. (Based on Deshpande, Y.

and Unhelkar, B., Information systems for a Green organization. In B. Unhelkar,
ed., Handbook of Research in Green ICT: Technical, Methodological and Social
Am
Perspectives, pp. 116–130. IGI Global, Hershey, PA, USA, 2011.)

The GSA creates a technology synergy that allows for more efficient use of IT
resources. Thus, the resources are used efficiently, and these IT resources, in turn,
create the foundation for improving the efficiency of the rest of the organization’s
(c)
equipment and operations.
Sherringham (HRG, 2011) went over the influence of Green IT solutions on the
green enterprise in great depth. Internal carbon recording, external carbon reporting,

204 Green Computing
and implementation of green IT solutions are all covered under green IT solutions.
Notes Technology-based opportunities for new green services, including SaaS-based
e
solutions, collaborative green services, and technology-based chances for new green
services. Figure below depicts these on the left.
li n
The enterprise’s solution space employs a variety of technologies to address
the aforementioned impact. By offering the appropriate interfaces and models, GEA
makes it easier to incorporate technology into Green IT solutions. Virtualization, Cloud
On
computing, real-time decision making, smart network management, self-healing,
alignment, integration, and optimization are all shown in Figure below on the right
(extending Sherringham, HRG, 2011).
ity
iv ers
Un
ity
Various aspects of a Green solutions architecture
The solutions space has its own internal Green IT framework, which encourages
solutions architects and systems analysts to continue to find new and emerging
Am
technologies, model them to examine their ramifications, and eventually incorporate

them into the organization’s overall architecture. The identify-modify-incorporate phases
have an impact on all solution space technologies. The following sections go over e se
technologies in more detail:
Cloud Computing
As previously said, the Cloud is a significant technology in the solution market.
(c)
Cloud computing is already in use, but there are still a lot of new features to it. The
identification and implementation of Cloud-based solutions result in an immediate
reduction in major data centre carbon emissions. This is because, thanks to the Cloud,
data and programmes that were previously stored and executed on data servers are

Green Computing 205
now able to cross organisational boundaries. The organisational data, as well as new
and updated green solutions, have been data is stored and executed externally. Notes
e
In the solution area, cloud computing reduces the organization’s carbon footprint
li n
by allowing it to focus on the remaining end-user computer devices. However, because
this solution moves infrastructure outside of the organisation, the total emissions,
when measured jointly between the Cloud and the business, may still be significant.
As a result, in a Cloud computing scenario, it is critical to clearly define and document
On
the sharing of carbon emissions resulting from this infrastructure change in the
service contract. The overall reduction in carbon can only be determined when the
carbon obligation is divided appropriately among the consumers and providers of
Cloud computing. However, because the Cloud unifies infrastructure across multiple
enterprises, it ensures service delivery and risk sharing, ultimately resulting in a green
advantage.
ity
Virtualization
Virtualization, on the other hand, as part of the solutions architecture, enables
the consolidation of data centre hardware, lowering the organization’s overall carbon
emissions. As the name implies, virtualization produces many operating perspectives
ers
on the same physical computer, resulting in a significantly lower utilisation of hardware
than if the servers were all physical. Virtualization carbon performance criteria should
be identified, recorded, and measured in accordance with the organization’s overall
green plans and objectives. A green solution design, on the other hand, will ensure
that the specific virtualization technologies can coexist with the new, SaaS-based
iv
implementations of the new systems.
Smart Networks
Un
Automated devices, complex switch management, streamlined network operations,

and real-time reporting of network performance are all used in smart networks and their
management. The delivery of goods at a lower cost and with a smaller environmental
footprint is ensured through efficient network operations.
The ability of these networks and communications devices to self-diagnose

ity
is another exciting advance in both wired and wireless network architecture. As a

result, these networks are able to fix their linkages and continue to operate without
interruption. Sherringham (2011, HRG) emphasises how updating an organization’s
communication networks may ensure service delivery, reduce operating costs, and
reduce environmental impact.
Am
Incorporating the networks’ self-healing capabilities into the green solutions space
gives chances for network efficiencies in operations, lowering the organization’s overall
carbon emissions.
Real-Time Decision Making

In the solution area, real-time decision making is based on the accurate availability
(c)
and delivery of information in the context of the user’s requirement. Mobile technology,
devices, and applications are largely used to convey information in real time (Unhelkar,
2009).

206 Green Computing
Incorporating mobile computing capabilities into the GSA has two unique but
Notes connected benefits: (a) it improves the real-time component of decision-making. This
e
type of decision-making also allows employees to devote more time to value-added
services. Travel times are shorter, which has a positive environmental impact; and (b)
li n
the ability to understand and interpret carbon data and information is improved, which
can be utilized to fine-tune the organization’s performance in real time to minimize
carbon emissions.
On
Alignment
Data, processes, and interfaces alignment is an architectural issue in the solution
space that focuses on decreasing friction between and within systems. As a result, ideal
Green IT solutions can be understood as a collection of inconsistencies, processes, and
interfaces.
ity
Ghose and Biliau (2011, HRG) have expanded on these concepts of alignment
by demonstrating how an optimization architecture can aid an organization’s carbon
footprint reduction efforts. They went on to say that they needed to know how to
evaluate (or monetize) the trade-offs between an optimizing factor’s local goals and the
organization’s overall (carbon mitigation) goal. This component focuses on modelling
ers
and studying the influence of changes in data, processes, and interfaces in one aspect
of the system on the remainder of the system and organisational functioning. To have
the desired positive impact of carbon reduction, green IT solutions must be aligned
with current organisational structures. If Green IT systems are not aligned, the friction
indicated above will occur, resulting in a waste of organisational energy.
iv
Optimization
Alignment is closely related to optimization, and it deals with the alignment of
Un
solution technologies including servers, applications, and databases. The GSA defines
optimization as the selection of feasible alternative solutions that are aligned with
the organization’s carbon footprint reduction goal. In the sake of the global goal, us
optimization incorporates techniques to incentivize an agent to adopt behavior that is
possibly suboptimal compared to its own aims (Ghose and Billau, HRG, 2011).
ity
Integration
This is a major activity in the green solutions space that spans two technological
areas: (a) carbon data integration with green services and interfaces within an
application; and (b) application-to-application integration. Integration in the GSA is a
Am
comprehensive process that necessitates separate discussion as the next step.

An example of GEA is shown in the diagram below. This is an example architecture
that incorporates a company’s business, technology, process, and people dimensions.
The drivers and transformation dimensions for Green IT make up the business layer.
(c)
On the left, you can see the legislative requirements for carbon emissions that directly
affect the company layer.

Green Computing 207
Figure below depicts the corporate decision-making, environmental data collecting

and processing, the influence on systems, supply chains, and people, as well as the Notes
e
emissions monitoring layers. The WS and infrastructure layers support the elements
of a GE A, as shown in Figure. These technical layers are nevertheless influenced by
li n
policies, practices, and procedures.
The adoption of environmental principles and practises, the development of

environmental skills and protocols, and the facilitation of fresh CEMS application
On
opportunities are all covered by this example architecture. Such GEAs include
provisions for environmentally sensitive business principles inside company processes.
Figure depicts the multiple strata of such architecture, which Unhelkar and Trivedi
examine in depth (2009).
ICT plays a critical role in developing systems/technologies that systematically and

continually manage energy usage, inform businesses about energy consumption, and
ity
enforce environmentally conscious consumption. The input-analysis-output activities,
which are technically enabled by the emissions monitoring layer, are visible in Figure
below. (CEMS).
The smart metering devices depicted on the top left side of Figure are typically
ers
mobile devices. These smart metres must be connected to the machinery whose
emissions must be detected and monitored on a regular basis. Smart metres serve
as the foundation for a lifecycle assessment of an item and can result in beneficial
adjustments in how that item is used in terms of carbon emissions.
iv
Finally, the GEA makes it possible to link corporate infrastructure challenges to E I.
With the help of a GE A, the hardware, networks, public infrastructure, and third-party-
owned infrastructure are all identified, understood, and positioned in such a way that
they are most carbon and cost effective.
Un
These infrastructure elements may, on occasion, be beyond the organisational

boundary and hence not easily interchangeable. Furthermore, a GE A provides input
and advice for EI data, services, and interfaces quality assurance and quality control
(testing). This is because a strategy for absorbing modifications, testing those changes,
and planning the deployment can be developed based on the design. A GEA can also
ity
help in comparing and contrasting differences between EIS-specific apps and other
business applications. However, EI applications are not as prevalent as other business
apps today, making comparisons and audits difficult.
Am
(c)

208 Green Computing
Notes
e
li n
On
ity
ers
An example of ERBS architecture. (Based on Unhelkar, B. and Trivedi, B., Merging
web services with 3G IP multimedia systems for providing solutions in managing
environmental compliance by businesses. In Proceedings of the Third International
Conference on Internet Technologies and Applications (Internet Technologies and
iv
Applications, ITA 09), Sep. 8–11, 2009, Wrexham, North Wales, UK, 2009a).

Un
State true or false
1. A GEA’s goal is to develop an understanding of various perspectives on business,

technology, and the environment in which the company operates.
2. A GEA affects both the GIA in the business world and the GSA in the technical world.
3. GEA makes it possible to link corporate infrastructure challenges to E I.
ity
4. Data, processes, and interfaces alignment is an architectural issue in the solution

space that focuses on decreasing friction between and within systems.
5. Distribution, scalability, dependability, device support, security, and application
Am
integration must all be addressed in the architecture of these solutions.

6. A portal is an electronic interface that allows an organisation to communicate with
the outside world.
Fill in the blanks

1. ___________ evolution toward EI using data, information, processes, and knowledge
associated with organizational systems.
(c)
2. The ________ defines optimization as the selection of feasible alternative solutions

that are aligned with the organization’s carbon footprint reduction goal.

Green Computing 209
3. __________ carbon performance criteria should be identified, recorded, and

measured in accordance with the organization’s overall green plans and objectives. Notes
e
4. In the solution area, ________ decision making is based on the accurate availability
li n
and delivery of information in the context of the user’s requirement.
Summary
●● GEA is an EA that provides a solid foundation for a company to alter its systems,
On
applications, and processes in order to support a green organisation. GEA extends
enterprise-level architectural concepts to provide a long-term, strategic foundation
for modernizing existing systems, procuring future systems, and integrating them
into the green organization’s day-to-day activities.
●● The organisation can define, assess, measure, analyze, report, and monitor the
systems and processes that explicitly deal with Green IT using an EA-based
ity
approach.
●● An “enterprise” is a high-level, strategic vision of the company, whereas
“architecture” refers to an organized framework for resource analysis, planning,
and development.
●●
●●
ers
A GEA’s goal is to develop an understanding of various perspectives on business,
technology, and the environment in which the company operates. This knowledge
also helps to mitigate the dangers of the green transformation.
A GEA can be used to help suppliers comply with regulations and standards by
iv
providing technical assistance (e.g., training, CEMS implementation, policy
interpretation). A good GEA also aids clients by providing them with the necessary
Green web service interfaces, advertising the organisation, and assisting
corporate customers in setting up their own GEA.
Un
●● A complete GEA includes an awareness of the organization’s multiple perspectives

and interrelationships.
●● The GIA identifies the fundamental functional requirements that are modelled
within the context of the enterprise’s Green IT strategy, processes, applications,
and IT governance.
ity
●● A GEA affects both the GIA in the business world and the GSA in the technical
world. It deals with restrictions, compliance, integration performance, and
security challenges. As a result, GEA activities cover the problem, solution, and
background space.
Am
●● The GIA provides the foundation for you to create enterprise applications,
processes, and content. The master data semantics, including green data,
are defined, and operational and analytical information are modelled in this
architectural space. The business, information, and enterprise domains all
have requirements that influence the information architecture. The context
for supporting integration across diverse apps is provided by this information
architecture.
(c)
●● A portal is an electronic interface that allows an organisation to communicate with

the outside world.

210 Green Computing
●● The carbon statistics and information will be the focus of a green portal. Portals
Notes give organizations access to the information they need to collaborate with
e
other organizations, government agencies, and standard bodies (tasked with
benchmarking and regulating carbon emissions).
li n
●● External agencies, technologies, and ontological elements would support a Green
ICT information portal’s data collection strategy—outside of the company. The
internal strategy for carbon data for the portal will include internal stakeholders,
solution space technologies (such as SOA and WS outlined earlier), and access
On
media.
●● Green materials are dynamic, rapidly changing content that is typically shared
among many agencies and media both within and beyond the company. ICT
groups, governments, business, research organizations, and standard-setting
bodies are examples of such organizations.
ity
●● Sherringham (HRG, 2011) went over the influence of Green IT solutions on the
green enterprise in great depth. Internal carbon recording, external carbon reporting,
and implementation of green IT solutions are all covered under green IT solutions.
●● Virtualization as part of the solutions architecture, enables the consolidation of
ers
data centre hardware, lowering the organization’s overall carbon emissions. As the
name implies, virtualization produces many operating perspectives on the same
physical computer, resulting in a significantly lower utilization of hardware than if
the servers were all physical.
iv
●● Alignment is closely related to optimization, and it deals with the alignment of
solution technologies including servers, applications, and databases. The GSA
defines optimization as the selection of feasible alternative solutions that are
aligned with the organization’s carbon footprint reduction goal.
Un
Activity
1. Organize a workshop to review your existing EA.
2. Create/cross-check inventory of your BI system suite.
3. Plan to modify/update existing data within BI suite to incorporate carbon calculations
ity
(this will be more than just a database update). New applications/modules may get
added to your existing systems.
4. Create the outline of a green information portal. Identify the elements specific to the
portal for your organization.
Am
5. Create a strategy for integrating your SCM system.

6. Identify areas to modify in existing data structures to accommodate new carbon data
elements.
7. Convert existing organizational data to accommodate external carbon data such as
regulatory requirements and standards.
(c)

1. Explain the various types of Green architectures within the enterprise, such as
information architecture and solutions architecture.

Green Computing 211
2. Describe the importance of GEA in an organization transformation to a green

organization. Notes
e
3. Explain how a Green systems architecture evolves from a basic to a linear and
li n
eventually a collaborative process-based architecture.
4. What comprises green contents? What are the sources and the users of green
contents?
5. What is a Green ICT information portal? Discuss the important elements of the inputs
On
and outputs of a green portal.
6. Discuss the role of EI together with Cloud computing. What are the various people to
system interactions facilitated by EI?
7. Explain the role of SCM systems in the GEA.
8. Describe how carbon emissions could be reduced by extending SCM with mobile
ity
technology.
9. Discusses your current organizational portal. What challenges you expect to face
when you add sources and provisioning of carbon data to this portal?
10. Give an example of green enterprise architecture.
Glossary
1.
ers
Green ICT (or Green IT): The study and practice of using computing (ICT) resources
efficiently so as to reduce their carbon impact on the organization’s performance.
iv
Thus, Green ICT includes technologies, tools, and techniques to reduce carbon
emissions through reduced power consumption.
2. Green ICT Framework: A taxonomy that takes the many different components of
Un
Green ICT and relates them to each other

3. Green Policies: Provides environmental parameters to reduce the environment impact
of business operations and promote sustainable development to the organization.
4. Green Web Services: The web services that endeavor to play a significant role for
measuring the carbon footprints of a business and thus help the enterprise to take
ity
effective action to shrink the carbon footprints.

5. Carbon Credits: Carbon credit refers to a unit (typically tonne) of carbon (or carbon
dioxide equivalent) saving that can be used, exchanged or traded.
Am
Unhelkar.
Further Readings
(c)

212 Green Computing

Notes with ICT, cutter it journal, vol 21, no 2, February 2008, cutter consortium, April
e
2008, 11(3), 2008.
li n
(8), August, 2007.
On
6. Azvine, B., Cui, Z., Nauck, D. D., and M ajeed, B. (2006). Real time business
intelligence for the adaptive enterprise.” Paper presented at the E-Commerce
Technology, 2006, Ā e 8th IEEE International Conference on and Enterprise
Computing, E-Commerce, and E-Services, San Francisco, CA, USA.
7. Clark, T. D. J., Jones, M. C., and Armstrong, C. P. (2007). Ā e dynamic
ity
structure of management support systems: theory development, research
focus, and direction. MIS Quarterly, 31(3): 579–615.
8. Kimball, R., Reeves, L., Āornthwaite, W., and Ross, M. (1998). Ā e Data
Warehouse Lifecycle Toolkit: Expert Methods for Designing, Developing and
9.
ers
Deploying Data. John Wiley & Sons, Inc. New York, NY, USA.
Rosan, M., Krichevsky, T., and Sharma, H. (2011). Strategies for a Sustainable
Enterprise. In B. Unhelkar, ed., Handbook of Research in Green ICT: Technical,
Methodological and Social Perspectives.IGI Global, Hershey, PA, USA.
iv
10. Sherringham, K. and U nhelkar, B. (2011). S trategic business tr ends in the
context of green ICT. I n B. Unhelkar, ed., Handbook of Research in Green ICT:
Technical, Business and Social Perspectives, pp. 65–82. IGI Global, Hershey,
Un
PA, USA.

State true or false
1. True
ity
2. True
3. True
4. True
Am
5. True
6. True
Fill in the blanks

1. Business intelligence (BI)
2. GSA
(c)
3. Virtualization
4. real-time

Green Computing 213
Unit -2.4: Green Information Systems

Notes
e
Objectives:
li n
●● Understand basic concept of green information system.

●● Learn about phases in a GIS development and deployment.
On
●● Comprehend features of GIS.
●● Analyze modeling a GIS architecture.
Introduction
In all affairs it’s a healthy thing now and then to hang a question mark on the things
ity
you have long taken for granted.
- Bertrand Russell
iv ers
Un
This chapter explains how to create a general Green information system (GIS).
A green information system (GIS) is a system dedicated to the administration of
ity
carbon data. As a result, a GIS serves as the foundation for the organization’s carbon
data measurement, monitoring, and reporting. As a result, this system is critical to an
organization’s environmental strategies. The design and development aspects of such a
GIS are the topic of this chapter. To distinguish this discussion of green system software
design and development from the general list, the system is referred to in this chapter
Am
as GIS (rather than Carbon Emission Management Software [CEMS]).
GIS can be complex or simple, and it can work at several levels. The majority
of GIS are web services-based and available as SaaS. Philipson has put in a lot of
effort into researching, compiling, analyzing, and listing around 60 vendors who offer
over 100 GIS solutions. These CEMS products, which range from spreadsheets and
free online calculators to large vendors and consulting firms offering entire green ERP
(c)
solutions, have been aggregated on CEMSUS.

214 Green Computing
2.4.1 Basic Concept of Green Information System

Notes
e
li n
On
ity
ers
A GIS (also known as a CEMS or EIS) is a software system that helps a company
implement environmentally responsible business strategies (ERBS). As a result, this
system must cover the entire length, breadth, and depth of the company’s structural
and dynamic aspects. Some aspects of this system are similar to those of any other
iv
software system: it has underlying carbon emissions data gathered from the devices
that emit that carbon, processes and applications to help analyze.
A generic GIS should be built and developed in such a way that it can be trusted
Un
and used across various industries. A decent GIS should also be able to support the
product service and infrastructure industries.
The construction of a GIS must also account for interfaces with current software
packages (such as ERP programmes that provide customer relationship management,
CRM, and supply chain management [SCM]). The creation of a GIS must have a
strategic goal, especially if it is built from the bottom up. that data and identify trends,
ity
and, eventually, interfaces to present, report, and interact (and collaborate) with other
external sources of carbon services and data.
An underlying content management system, an object-oriented design

methodology, an object-relational database, support for mobile devices and interfaces,
Am
and implementation in an object-oriented language (say, Java) will all be employed.

Almost all new GIS deployments are expected to be SaaS-based. As a result, SaaS
and Cloud computing should be recognized by the system.
The GIS system is software that allows you to measure, monitor, and check the
performance of the various missions generated by the vices employed in business
activities.
(c)
The system calculates the values of organizational emissions. These values are
then compared to the regulatory organizations’ norms.

Green Computing 215

Notes
e
The primary steps of any typical software development lifecycle are depicted in the
diagram below. They are as follows in terms of GIS:
li n
Develop—GIS must be built using agile approaches and taking into account the
key phases of the SDLC, which include requirements, analysis, design, and code, as
well as testing.
On
Deployment, integration, and operations are all concerns that must be considered
during development. The system is analyzed and designed using the unified modelling
language (UML) diagrams, which aid in the modelling of the problem space and the
development of a solution in design space (model of solution space). This general
methodological approach is provided by CAMS.
Configure—Configuring GIS in accordance with organizational criteria and rules.
ity
This would be a unique activity for each company inside each industry area.
Use—Using GIS will result in the continuing recording of carbon data, as well as
the generation of reports and comparisons.
iv ers
Un
ity
Major phases in GIS: development, configuration, and use.

Am
(c)

216 Green Computing
All important characteristics for supporting the organization’s green initiative must
Notes be included in GIS. Support for the routine, operations, and strategic trends are all
e
included. Enhancement of business systems with green capabilities is also part of GIS.
It would allow the company to make use of its existing data and procedures while also
li n
extending them for carbon reduction.
Integration difficulties must be considered when implementing GIS, especially

when firms have numerous established ERP programmes that will continue to be used
On
regardless of environmental objectives. The preceding debate on technologies and EI
will greatly benefit integration initiatives within ERBS. The previously described metrics,
as well as the three carbon emission scopes, are all implemented using GIS.
The following are some of the aspects of a GIS that play a significant part in
boosting a company’s ability to coordinate ecologically responsible approaches:
●● Collecting data on the surroundings in real time. The GIS must be configured
ity
to collect information such as the number of devices in use and on standby.
GIS must also relate his data to other business applications. Mobility
enhances this data capture ability and makes it more efficient.
●● In the area of EI, providing quality assurance to key performance indicators
●●
ers
(KPIs), and business analytics to field employees and decision makers.
The availability of querying techniques can offer data that allows unneeded
servers, desktops, and other equipment to be shut down.
Increasing senior management’s decision-making capabilities by collecting
iv
and calculating up-to-date data from a variety of external sources (e.g.,
government regulatory agencies and meteorological data) and feeding it into
GIS. As a result, knowledge management in the organization’s green domain
has improved. This is a service-oriented GIS strategy and the resulting real-
Un
time analytics go a long way toward improving the organization’s green

credentials.
●● Through analytics, GIS substantiates the organization’s green effort, providing
positive feedback and impacting employee work satisfaction.
●● GIS continues to improve and identify business processes and practices
ity
in manufacturing, sales, and field support operations in order to make them

environmentally responsible. The use of green information systems (GIS) can
aid in the optimization of corporate processes.
●● GIS also provides feedback to customers and external users of the business
on its environmental performance, which could lead to improved customer
Am
service and satisfaction, particularly for environmentally conscious and

responsible customers.
●● Using GIS to align work and home activities can be a huge help to an
organization’s efforts to improve its green credentials. This is owing to the fact
that GIS can identify areas of work that overlap due to their location-specific
character and make them as location-independent as possible.
(c)
●● GIS extends business management tools and techniques (such as KPIs,

business analytics, and reporting) to the environmental side of the firm.
Mobility improves the use of these management tools and processes even
further.

Green Computing 217
●● GIS gives the company the ability to self-sustain for an extended period of
time. A sustainable business and an environmentally conscious business Notes
e
complement each other. For environmental sustainability, GIS may bring
together technologies and processes.
li n
●● GIS allows businesses to collaborate in order to fulfil their environmental
commitments.
On
ity
iv ers
Un
The GIS models were presented using the UML model. The following are the UML
modelling constructs that are utilized in this chapter:
●● Package diagrams: Used to create and model subsystems/Green information

portals. Packages can also be used to create increments and sprints in an agile
development approach.
ity
●● Use cases: From a user’s perspective, it’s used to show functionalities and
business processes. This is the system’s expected behaviour, which is recorded
as interactions.
Am
●● Use case diagrams: Provides a model that describes all of a package’s connected
business processes and functionalities. The scope of the system is also provided
by these diagrams.
●● Activity graphs: A thorough representation of each phase in a business process.
They define the flow of a use case or a GIS programme.
●● Class diagrams: A static model of GIS based on its major business entities is
provided. This diagram can also be used to model the carbon data warehouse
(c)
behind it.
●● Sequence diagrams: Provides a model for the interactions between items as well
as architectural principles for these relationships.

218 Green Computing
●● State machine diagrams: Provides a picture of how a certain entity changes states
Notes while a business process is carried out.
e
●● Component diagrams: Used to depict how each component interacts with the
li n
others.
●● Deployment diagrams: Used to show how an application, including hardware and
supporting infrastructure, will be deployed.
While these diagrams are designed to demonstrate the many parts of a GIS, they
On
also emphasize the system’s most significant features. A large ERP application will
necessitate significantly more effort and complexity than GIS simulations suggest.

State true or false
ity
1. A green information system is a system dedicated to the administration of carbon
data.
2. GIS also provides feedback to customers and external users of the business on its
environmental performance, which could lead to improved customer service and
3.
4.
use and on standby.
ers
satisfaction, particularly for environmentally conscious and responsible customers.
The GIS must be configured to collect information such as the number of devices in
GIS must also relate his data to other business applications. Mobility enhances this
iv
data capture ability and makes it more efficient.
5. A decent GIS should also be able to support the product service and infrastructure
industries.
Un
Summary
●● A green information system (GIS) is a system dedicated to the administration of
carbon data. As a result, a GIS serves as the foundation for the organization’s
carbon data measurement, monitoring, and reporting.
●● GIS can be complex or simple, and it can work at several levels. The majority of
ity
GIS are web services-based and available as SaaS. Philipson has put in a lot of
effort into researching, compiling, analyzing, and listing around 60 vendors who
offer over 100 GIS solutions.
●● A GIS (also known as a CEMS or EIS) is a software system that helps a company
Am
implement environmentally responsible business strategies (ERBS).

●● A generic GIS should be built and developed in such a way that it can be trusted
and used across various industries. A decent GIS should also be able to support
the product service and infrastructure industries.
●● The creation of a GIS must have a strategic goal, especially if it is built from the
bottom up. that data and identify trends, and, eventually, interfaces to present,
(c)
report, and interact (and collaborate) with other external sources of carbon
services and data.

Green Computing 219
●● The GIS system is software that allows you to measure, monitor, and check the
performance of the various missions generated by the vices employed in business Notes
e
activities.
li n
●● The system calculates the values of organizational emissions. These values are
then compared to the regulatory organizations’ norms.
●● All important characteristics for supporting the organization’s green initiative must
be included in GIS. Support for the routine, operations, and strategic trends are all
On
included. Enhancement of business systems with green capabilities is also part of
GIS. It would allow the company to make use of its existing data and procedures
while also extending them for carbon reduction.
Activity
1. Compare the cost-benefits of developing an in-house GIS as against procuring a
ity
ready-made GIS. Consider the importance of SaaS-based deployment of the GIS
selected.
2. Discuss the key functional requirements for a GIS for your organization.
3. Discuss the key nonfunctional or operational requirements for your organization.
4.
ers
List the challenges in configuring, testing, and deploying GIS in your organization.

1. What are the major areas of a GIS (refer to package diagram)?
iv
2. How would you separate functional from nonfunctional requirements of a GIS?
3. Create a use case diagram for the major aspect of a GIS relevant to your organization.
Un
4. Study the two class diagrams provided in this chapter as a starting point for discussion
on key business entities. Expand a few classes with all attributes and operations you
can think of.
5. List the operational requirements for the GIS from your organization’s viewpoint.
Glossary
ity
1. GIS is a system that is dedicated to management of carbon data. GIS forms the basis
for measuring, monitoring, and reporting on the carbon data of the organization.
2. Carbon footprint: A measure of an organization’s or entity’s impact on the environment
in terms of the amount of greenhouse gases produced, measured in units of CO2
Am
equivalent.
3. Carbon Emissions Management Software (CEMS): A category of software that
helps organizations manage and report their CO2 and other greenhouse gas (GHG)
emissions.
(c)

Unhelkar.

220 Green Computing
Further Readings
Notes
e
1. Gartner Research. Gartner’s Top Predictions for IT Organizations and Users, 2008
and Beyond: Going Green and Self-Healing, Gartner Inc, 2008.
li n
3. Unhelkar, B., & Dickens, A. lessons in implementing green business strategies with
ICT, cutter it journal, vol 21, no 2, February 2008, cutter consortium, April 2008,
On
11(3), 2008.
Sustainability, Cutter Consortium Business-IT Strategies Executive Report, 10 (8),
August, 2007.
5. Philipson, G. Green IT and Sustainability in Australia 2009 – Attitudes, Plans and
ity
Actions, A white paper by Connection Research, 2009.

State true or false
1.
2.
3.
True
True
True
ers
4. True
iv
5. True
Un
ity
Am
(c)

Green Computing 221
Module - III: Grid Framework

Notes
e
Structure:
li n
3.1 Virtualizing of IT systems
On
ity
3.2 Materials recycling
3.3
Green Data center
iv ers
Un

3.4 Best ways for Green PC
ity

3.5 Green Grid framework
Am

(c)

222 Green Computing
Notes
Unit -3.1: Virtualizing of IT systems
e
Objectives
li n
●● Understand data servers virtualization.

●● Learn about data servers optimization.
On
●● Comprehend cloud computing and data centers.
●● Analyze creating virtual presence through telepresence.
●● Evaluate carbon emissions with free phone service.
●● Learn about presenting via webinars.
ity
●● Understand connecting with remote desktop.
Introduction
iv ers
Un
ity
A data centre consumes enough energy to power thousands of households; this

massive amount of energy consumption drives data centre and environmentalists
to explore for ways to cut power consumption and make data centres more energy-
efficient than they are now. Virtualization is the key to reducing data centre power
Am
consumption. Virtualization, in virtually all forms, has as one of its key purposes the
efficient use of resources, especially energy. Simply put, virtualization is the process
of turning a single piece of hardware into numerous pieces. Different user interfaces
isolate different parts of hardware, causing them to behave and function as separate
entities.
Virtualization in data centres refers to the installation of virtual infrastructure that

allows many operating systems and applications to be combined on a smaller number
(c)
of servers, hence reducing overall data centre energy consumption. When the number
of servers is lowered, data centres can likewise reduce the size of their buildings. The
following are some of the benefits of virtualization that have a direct impact on efficiency

Green Computing 223
and contribute to the environment:

Notes
e
●● Migrating a virtual machine from one physical server to another eliminates
planned downtime.
li n
●● Workloads are dynamically balanced across a server group, and virtualized
applications are automatically failover.
●● The allocation of resources is better managed and maintained.
●● Virtualization greatly expands a server group’s ability to share resources.
On
●● In comparison to the initial 10 to 15%, server utilization rates can be increased
by up to 80%.
Virtualization is the best way to practise green computing, especially in data

centres in India, because the energy saved per server translates to approximately 700
kilowatt-hour per year, which is significant. With such tremendous potential for energy
ity
savings, virtualization is the best way to practise green computing, especially in data
centres in India.
3.1.1 Data Servers Virtualization iv ers

Un
Virtualization can be considered the most crucial of the many ways and solutions
ity
explored in terms of efficient data server management. As a key strategy, data server
virtualization entails the construction of multiple virtual servers from a single physical
server. Virtualization is well-known for its efficiency in utilizing hardware resources;
Am
IBM has a $1 billion annual investment initiative that uses virtualization to increase
the energy efficiency of its data centres and those of its corporate customers (IBM,
2007). Improved energy monitoring, advanced 3-D power management and thermal
modelling capabilities, better design techniques, cutting-edge virtualization technologies,
enhanced power management systems, and new energy-efficient liquid cooling
infrastructures are all goals of this data center-specific programme. These initiatives
can minimize carbon emissions by about 7,500 tonnes per year while simultaneously
(c)
improving building (floor space) and data server (computer) use (IBM, 2007).
Data centres can condense their physical server infrastructure with virtualization
since several virtual servers can be housed on a smaller number of servers. As a

224 Green Computing
result, power consumption is lowered, the number of servers is reduced, and the strain
Notes on the data centre infrastructure is reduced. Virtualization, for example, minimizes the
e
requirement for data centre floor space, resulting in smaller buildings, fewer personnel
needed to run the centre, and less support jobs. Virtualization requires an operating
li n
system that can distinguish between the underlying hardware and the software that
runs on it.
The primary goal of virtualization software is to create several perspectives of
On
the same underlying hardware and operating system. Virtualization features are
sometimes included into the operating system itself. Virtualization can be deployed
in a variety of methods and at various levels. Presentation virtualization (where users
have the impression of owning an application’s presentation when it is actually shared),
application virtualization (allows multiple users to use the same application), desktop
virtualization (applies server virtualization techniques to a local, desktop level), storage
virtualization (applied to databases), and network virtualization are among them (relates
ity
to the communications and networking equipment of the data center).
The various virtualization strategies are not mutually exclusive. Presentation

virtualization, for example, is closely related to application virtualization since it
allows users to access the presentation layer in a secure manner. The delivery of an
ers
application to the end-user in a virtualized environment independent from the underlying
operating system is known as application virtualization. When there are compatibility
difficulties between an application and the operating system, this method can also be
used to run several application versions.
iv
Desktop virtualization would keep the user’s environment separate from the
hardware. Operating systems may also provide session virtualization (as provided
by Citrix) to allow for the execution of several sessions on the same application and
Un
hardware.
ity
Am
(c)
Data server virtualization

Green Computing 225

Notes
e
li n
On
ity
Server optimization is largely concerned with the number, utilization, and
collaboration of servers. Data server optimization can be improved by better organizing
databases, including their design, provisioning for redundancy, and improved capacity
forecasting, as well as adhering to R DBMS (Relational Database Management
ers
Systems) standards such as data normalization and the use of appropriate data types
within databases as needed. Consolidation of numerous physical servers, which would
minimize their overall number, is also part of the optimization process. Standardization
of equipment also lowers the overall capacity required for backups and data mirroring.
Improved server technologies (for example, Blade) also aid in the optimization
iv
process.
It’s worth noting that the cost of cooling servers is far more than the cost of
Un
purchasing and installing the hardware. Furthermore, the servers’ own power usage is
steadily increasing. As a result, the costs associated with the cooling of servers are also
increasing.
There is a disconnect between the sophisticated server technologies, the data

center’s supporting rack level equipment, and the data center’s ageing air conditioning
and building infrastructure. Data centres are also overcrowded, and their cooling
ity
capacity is being strained as these structures house far more complex servers than
they were planned for.
The following are some other strategies that a business might consider for server
optimization:
Am
●● Intensive and iterative capacity planning for the data centre is required. It
will entail managing, anticipating, and optimizing the data center’s storage
capacities.
●● Identify the unused capacity of servers and storage discs within them to do in-
depth optimization.
●● Implement full storage virtualization, which will allow many data warehouses
(c)
to be hosted on the same server. Existing physical servers will be converted

to “virtual servers”—partition servers that can run in parallel without interfering
with each other.

226 Green Computing
●● Server activities that are efficient. For example, a server that is turned on but
Notes not in use consumes half the power it requires while fully operational. As a
e
result, rather of operating several servers, some of which may be idle, server
optimization and management will allow servers to function closer to their
li n
maximum capacity.
●● Efficient control of air-conditioning and cooling equipments that, at times,
require even more electricity to cool the servers than is required to run them.
On
●● When a server’s service level agreement expires, it’s time to decommission it.
●● Virtualization is used during the construction and design of servers, operating
systems, and even applications. Virtual servers may be simply enabled,
allowing for more efficient capacity management and lower hardware
maintenance expenses.
●● Taking use of economies of scale in infrastructure and hardware. This can be
ity
accomplished by utilizing Cloud computing and utilizing services or software
services from a previously established repository. It will drastically lower the
amount of resources required to deliver a software solution or a result.
●● Increasing the number of B2B relationships in order to provide a more
ers
common and efficient solution service. In order to finish a task, firms might use
outsourcing services to cut their manpower and energy consumption.

iv
Un
ity
Am
Cloud computing has a role to play in reducing carbon emissions. It must, however,
be a very well-balanced act. The cloud can assume responsibility for a company’s
carbon emissions outside of its walls. However, this does not always imply that the IT
industry has reduced its overall carbon emissions. A cloud, as a set of Internet-based
(c)
computer services, offers “a new consumption and delivery model for information
technology (IT)” (Mell and Grance, 2009). Consolidation and optimization of Cloud
services, as a result of on-demand self-service, ubiquitous network connectivity,

Green Computing 227
location independent resource pooling, quick elasticity and provisioning, and pay-per-
use, all contribute to lowering the IT industry’s carbon footprint. Notes
e
Cloud computing (Murugesan, 2011) offers enterprises significant opportunities to
li n
consolidate their hardware and data storage requirements. Cloud computing allows for
economies of scale that extend beyond a single data centre and a single company. This
is because Cloud computing offers the opportunity to not only consolidate service costs,
but also to shift carbon generation to a more centrally managed location where it can
On
be better regulated and optimised. According to Alford and Morton (2009), using Cloud
computing saves a company two-thirds of the cost of performing the identical workload
on a private, virtualized data centre.
The concept of C loud computing is also applied across organisational borders,

particularly in big, global companies. This results in the organization’s applications, data
warehouses, and hardware being consolidated, resulting in a private cloud (discussed
ity
by Velte et al., 2009). Cloud computing’s “software as a service” (SaaS) business model
allows organisations to use the Internet to access essential enterprise applications like
customer relationship management (CRM) and supply chain management (SCM). As
a result, the cloud eliminates the requirement for these apps to be hosted in a private
data centre.
ers
With the convergence of both hardware and software applications, there are more
chances to cut carbon emissions. Furthermore, SaaS-based application payment
structures are typically dependent on consumption, similar to the standard monthly bill
received for utilities such as gas or electricity. The conventional data centre planning
iv
that accounts for contingencies can be bypassed in favor of a cloud service provider’s
overall planning. As a result, future corporate expansion (including mergers and
acquisitions) can be planned without generating excessive and ultimately unusable data
Un
centre capacity. The carbon savings that occur from not having a private data centre
can be enormous.

ity
Am
(c)
The demand for effective virtual communication channels is continuously growing

228 Green Computing
in today’s fast-paced, digitally altered society. During the COVID-19 epidemic, demand
Notes is rapidly approaching its peak. Governments are encouraging citizens to work from
e
home as much as possible through social distancing, flight cancellations, and frequent
sanitization. Telepresence technology have risen to the fore, allowing businesses to
li n
continue operating in the midst of the chaos.
Telepresence is a collection of advanced technologies that provide a virtual

environment for participants to engage in realistic interactions. The system makes use
On
of cutting-edge technology to deliver high-definition video and audio streaming. An HD
camera with controls, microphones, monitors, and surround speakers are included in a
basic Telepresence unit. Virtual reality can also be enhanced by the use of furniture and
lighting. The ultimate result is that participants may sense one other’s presence, giving
the impression of genuine interactions.
Telepresence has the following advantages for your company:
ity
1. Clear and concise communication
Non-verbal communication accounts for more than 60% of a company’s
communication approach. The virtual technique used by telepresence audiovisual
2.
ers
systems amplifies nonverbal cues and body language. It enables your team members
to express themselves and deliver their ideas more effectively.
Improved Interactions between Employees

iv
When asked about the impact of telepresence on their operations, 40% of corporate
executives said it enhanced staff participation. During a business conference, the
clear HD films and audios give the feeling of virtual reality, which boosts employee
Un
responsiveness. Your teams will be able to focus more on the job at hand if there are
fewer interruptions.
3. Productivity Improvements
Better communication channels, such as those provided by telepresence AV
solutions, result in more production in the office. More than 68 percent of employees
who work from home claim that videoconferencing helps them achieve a better work-
ity
life balance. It empowers your staff to be more productive by allowing them to make
faster decisions and communicate more effectively.
4. Travel budgets are being slashed.
Am
Companies that frequently use telepresence technologies save money on travel

and lodging, according to 47% of them. The multimedia installations encourage
remote attendance, allowing businesses to save money on costly business visits
and conferences. Telepresence technologies make it simple to connect with remote
teams all over the world.
5. Make the hiring process easier
Traditional employment processes are generally lengthy and complex. Telepresence
(c)
video conferencing enables organizations to plan candidate interviews from afar.

The hiring process is streamlined because your HR department does not have to

Green Computing 229
interact with potential workers. Furthermore, you can broaden your talent search to
a larger geographical area without having to worry about their location. Notes
e
In comparison to typical videoconferencing modules, telepresence systems deliver
li n
a more lifelike experience. The audiovisual system may help you reach your business
goals by improving communication, increasing collaboration, and lowering operational
costs. Do you intend to install telepresence systems in your workplace? For more
information on the newest integrated AV solutions for your business, contact AVSI. AVSI
On
also offers audiovisual integration system experts who can help you with additional
telecom and VoIP options.
Green placement is common among telepresence firms, and research shows that it
is a significant benefit for business travellers who are worried about climate change. In
the United States, the 30% of business travellers who are Climate Citizens are already
flying less and prefer telepresence. However, telepresence companies must examine
ity
how to interact with individuals who are less concerned about climate change, how to
tailor their services to specific business requirements, and how to set themselves apart
from their competition.
One of the most active new areas of the low-carbon economy is the use of
ers
telepresence as an alternative to business flying. It’s also very competitive, with
companies like Avaya, Cisco/Tandberg, Lifesize, HP, Polycom, and Teliris all vying for a
piece of the pie. A recurrent theme in these corporations’ marketing efforts, in addition
to ‘increased productivity’ and ‘cost-savings,’ is how using their products helps ‘reduce
carbon emissions.’
iv
Reduced carbon emissions appear to be a convincing benefit for business
travellers concerned about climate change. This is especially true in the United States,
where, according to our Environmental Choices study, telepresence is relatively
Un
well developed in terms of use and attraction. Climate Citizens, the 30% of American
business travellers who are most worried about climate change, already fly less than
other business travellers and are more interested in changing their trips.

ity
Am
(c)

230 Green Computing
You leave a footprint on any soft surface as you walk. This can be lovely, like the
Notes first step into fresh snow or leaving a trail of footprints down a beach?
e
Our acts leave a metaphorical footprint on the earth throughout our life.
li n
Unfortunately, it’s not as attractive as the ones we construct out of snow or sand. Our
carbon footprint is the amount of carbon emissions we are responsible for generating
through our belongings and behavior, and our carbon footprints contribute to climate
change.
On
What does it mean to have a carbon footprint?
The total amount of greenhouse gases emitted by something, whether a person, a
corporation, an event, or a product, represented as carbon dioxide or CO2 equivalent
emissions, is referred to as a carbon footprint (CO2e).
Every electrical gadget you own contributes to your carbon footprint, even the
ity
phone you’re presumably reading this on. And, because to some rather thorough
academic research, we have a good idea of what that figure is. We also know how to
lower it. Continue reading to learn more about your smartphone’s CO2 emissions, as
well as easy steps you can take to reduce energy use without reducing phone usage -
ers
and thereby contribute less to global emissions.
While it’s tempting to blame beliebers for the problem, the majority of carbon
emissions associated with mobile phones are produced during manufacturing, not while
watching music videos online. This is due in major part to the fact that smartphones
necessitate the mining of precious metals and earths such as gold, tungsten, and
iv
cobalt, which is a carbon-intensive process.
Because of the computer’s contribution to carbon dioxide emissions, Green

Un
Computing has gotten a lot of attention. “In recent years, the link between energy use
and carbon emissions, as well as a desire to reduce both, has given rise to the green
computing moniker.” “A way to minimising carbon dioxide emissions and their influence
on our environment and global warming is to reduce electric power use.” The carbon
footprint is calculated using the 1E/Nightwatchman software, which uses a single
carbon conversion factor. The efficiency of power generation and transmission is used
to calculate this carbon emissions factor.
ity
Since most business installations do not produce CO2 directly, it is emitted when
electricity is generated. The carbon conversion factor in kilogrammes per kilowatt hour
could be obtained from the power company, but it would not account for transmission
Am
loss to your specific location. Multiple generation sources on the electricity grid add to
the complexity of the problem. The efficiency of the power producing facility determines
the carbon footprint of the energy used.
You might try to compute a carbon footprint more precisely by multiplying the total
energy consumed by a factor that represents the amount of carbon produced per unit
at a certain power plant. However, because of transmission losses in the grid, the
quantity of electricity generated exceeds the amount received. Calculating the exact
(c)
transmission loss is difficult due to the grid’s many power sources.
The carbon footprint minimization challenge becomes a power consumption

minimization problem unless you have control over the efficiency of your power source.

Green Computing 231
Most firms have little flexibility to retask computing to more efficient surroundings
and are unable to choose the efficiency of their energy sources. If buying greener Notes
e
energy is a possibility, we could probably assess the cost/benefit by comparing
the carbon emissions of the two power generation systems. The carbon footprint
li n
minimization challenge becomes a power consumption minimization problem unless
you have control over the efficiency of your power source.
Environmentally conscious decisions, such as Google’s decision to build a
On
datacenter close to a hydroelectric dam, can significantly minimize computing’s carbon
footprint.
and are unable to choose the efficiency of their energy sources. However, for dynamic
cloud scheduling solutions, if distributed computing can be done in a datacenter with
more efficient energy production, the carbon footprint can be reduced. In this situation,
ity
power costs may be lower, but the carbon factor production will be higher, as with coal-
fired power.
In general, reducing the amount of energy utilized reduces the carbon footprint.
“A fundamental green goal in the use of computer systems and the operation of data
ers
centres is to reduce energy consumption and thereby greenhouse gas emissions.”
We utilize the general rule that reducing electricity use reduces carbon emissions
because the carbon factor is not accurate.
“Each computer in use emits around a tonne of CO2 every year.”

iv
Un
ity
Am
Webinars have grown in importance as a way for organizations to communicate

directly with their customers, to educate and inform them, and to establish themselves
as thought leaders.
They’re also excellent list-building tools, whether you’re using them in real-time or
as evergreen lead magnets.
(c)
Additionally, webinars are an effective tool for digital learning, which is especially
important during times of crisis, such as the one we are currently experiencing, when
people are staying indoors more.
232 Green Computing
While some people prefer a webinar format in which only a speaker addresses
Notes their audience through a webcam, incorporating a presentation can help you visualize
e
more difficult topics and give depth to your webinar.
li n
There’s no denying that information technology equipment has a significant
environmental impact in terms of raw materials required and energy consumption. Not
to mention its disposal at the end of its useful life. Because of the amount of power
utilized, it is a substantial contributor to the current levels of carbon and greenhouse
On
gas emissions, with dire predictions if no action is taken to mitigate its consequences.
Controlling the costs and environmental impact of these items has risen to the top of
the agenda as the number and diversity of devices in use has increased. Green IT is no
longer merely a matter of “social duty,” but may also assist businesses in gaining actual
competitive benefits.
Green IT is defined as “the effective use of intelligent, energy-efficient, and
ity
environmentally friendly technology and processes throughout an organisation.”
Green IT investments pay for themselves since they make firms more energy efficient
and thus more profitable as a result of the savings. Increasing company robustness
and substantially reducing energy usage by maximizing energy savings and reducing
carbon footprint over the whole life cycle assessment (LCA). Carbon emissions can be
to tomb. ers
reduced by making efficient use of resources and taking a lifecycle strategy from cradle
This perspective sparks public debate not only in the commercial sector, but also
in the public sector. Governments play a crucial role in ensuring that IT resources are
iv
used more efficiently. Implementing sustainable IT policy creates a critical mass of
demand for more sustainable goods and services, which would otherwise be impossible
to sell. As citizens move toward a more sustainable IT strategy, green IT policies
Un
stimulate eco-innovation and foster green IT growth.

ity
Am
(c)
Remote desktop technology allows you to access the desktop of another computer
on your own. This means you can access the distant computer’s directories, move files,
and even run programmes from your own desktop. Remote desktop connections are

Green Computing 233
supported by both Windows and Macintosh computers, however they employ distinct
methods. Notes
e
Remote Desktop is included in both Windows XP and Vista as part of the
li n
operating system. To connect to a remote workstation, the Remote Desktop software
uses Microsoft Terminal Services and the Remote Desktop Protocol (RDP). Windows’
Remote Desktop Connection (RDC), also known as Terminal Services Client, can be
used to establish remote connections (TSC). Users can use this tool to set up and
On
manage remote connections to other computers. Naturally, in order to connect to
another machine, the remote system must be set up to allow RDC connections.

State true or false
1. Remote desktop technology allows you to access the desktop of another computer
ity
on your own.
2. In general, reducing the amount of energy utilized reduces the carbon footprint. “A
fundamental green goal in the use of computer systems and the operation of data
centres is to reduce energy consumption and thereby greenhouse gas emissions.”
3.
4.
ers
and are unable to choose the efficiency of their energy sources.
The carbon footprint is calculated using the 1E/Nightwatchman software, which
uses a single carbon conversion factor. The efficiency of power generation and
iv
transmission is used to calculate this carbon emissions factor.
5. Cloud computing allows for economies of scale that extend beyond a single data
centre and a single company.
Un
Summary
●● A data centre consumes enough energy to power thousands of households; this
massive amount of energy consumption drives data centre and environmentalists
to explore for ways to cut power consumption and make data centres more
energy-efficient than they are now.
ity
●● Virtualization is the key to reducing data centre power consumption. Virtualization,

in virtually all forms, has as one of its key purposes the efficient use of resources,
especially energy.
●● Virtualization is the process of turning a single piece of hardware into numerous
Am
pieces. Different user interfaces isolate different parts of hardware, causing them
to behave and function as separate entities.
●● Virtualization in data centres refers to the installation of virtual infrastructure that
allows many operating systems and applications to be combined on a smaller
number of servers, hence reducing overall data centre energy consumption.
●● Virtualization can be considered the most crucial of the many ways and solutions
(c)
explored in terms of efficient data server management.

●● Data centres can condense their physical server infrastructure with virtualization
since several virtual servers can be housed on a smaller number of servers.

234 Green Computing
●● Data server optimization can be improved by better organizing databases,

Notes including their design, provisioning for redundancy, and improved capacity
e
forecasting, as well as adhering to R DBMS (Relational Database Management
Systems) standards such as data normalization and the use of appropriate data
li n
types within databases as needed.
●● Cloud computing has a role to play in reducing carbon emissions. It must,
however, be a very well-balanced act. The cloud can assume responsibility for a
company’s carbon emissions outside of its walls.
On
●● Cloud computing (Murugesan, 2011) offers enterprises significant opportunities to
consolidate their hardware and data storage requirements.
●● Cloud computing allows for economies of scale that extend beyond a single data
centre and a single company.
●● Telepresence is a collection of advanced technologies that provide a virtual
ity
environment for participants to engage in realistic interactions. The system
makes use of cutting-edge technology to deliver high-definition video and audio
streaming.
●● Green placement is common among telepresence firms, and research shows
●●
ers
that it is a significant benefit for business travellers who are worried about climate
change.
The carbon footprint minimization challenge becomes a power consumption
minimization problem unless you have control over the efficiency of your power
iv
source.
●● Green IT is defined as “the effective use of intelligent, energy-efficient, and
environmentally friendly technology and processes throughout an organisation.”
Un
Green IT investments pay for themselves since they make firms more energy
efficient and thus more profitable as a result of the savings.
Activity
1. Prepare a presentation on the topic “Virtualizing of IT systems”.
ity
2. Formulate a case study describing data optimization and its importance in green
computing.

1. Define data servers virtualization.
Am
2. What is data servers optimization?

3. Briefly explain cloud computing.
4. Write an essay on data centres.
5. What do you understand by virtual presence through telepresence?
6. What do you mean by carbon emissions with free phone service?
(c)
7. Explain the topic presenting via webinars in green computing.

8. Connecting with the remote desktop in green ICT is vital. Comment on the given
statement.
Green Computing 235
Glossary
Notes
e
1. Data center virtualization is the process of transforming data centers hosted on
physical servers to virtual data centers using cloud computing technology.
li n
2. Data center optimization is the process by which programs and initiatives increase
the efficiency of an enterprise’s data center operation. This involves reconfiguring or
changing data centers in order to cut resources without reducing functionality.
3. Cloud computing is the delivery of different services through the Internet. These
On
resources include tools and applications like data storage, servers, databases,
networking, and software.
4. Carbon dioxide emissions or CO2 emissions are emissions stemming from the
burning of fossil fuels and the manufacture of cement; they include carbon dioxide
produced during consumption of solid, liquid, and gas fuels as well as gas flaring.
ity
5. Webinar is a seminar or other presentation that takes place on the internet, allowing
participants in different locations to see and hear the presenter, ask questions, and
sometimes answer polls.
1.
2.
Unhelkar.
ers
Green IT Strategies and Applications using Environmental Intelligence by Bhuvan
Green Information Technology: A sustainable approach by Collin Pattinson.

iv
Further Readings
Un

2008, 11(3), 2008.
ity

(8), August, 2007.
Am

State true or false
1. True
2. True
(c)
3. True
4. True
5. True
236 Green Computing
Unit -3.2: Materials Recycling

Notes
e
Objectives:
li n
●● Understand taking local action to clean up global computer waste.

●● Learn about buying a green computer.
On
●● Comprehend choosing earth-friendly peripherals.
●● Analyze recycling your computer.
Introduction
ity
iv ers
Un
One of the most important green practices that contributes to green computing is
recycling. Recycling is part of the green computing area of green disposal. End-of-life
items are made up of a variety of basic materials, such as metals and other elements
that can be recycled and reused. This is one of the most effective methods for dealing
with the e-waste problem. Recycling also helps to reduce greenhouse gas emissions
ity
caused by the production of new products. Furthermore, looking into ways to expand
the reuse capabilities of gadgets will assist save natural resources, which is the
most effective strategy to reduce pollution levels. Used computer parts, for example,
can be reused in the refurbishing or repair process. The entire concept of recycling,
Am
refurbishing, and repairing is founded on the green computing pillar, which teaches us
to reuse our old laptops, computers, and other electronic devices.
(c)

Green Computing 237

Notes
e
li n
On
ity
ers
The creation of these devices, as well as the use of rare materials, represents a
iv
significant source of embodied energy. Minimizing e-waste conserves resources and
lowers the amount of energy we consume from the planet.
Reusing the precious metals and polymers found in old cell phones instead of
Un
manufacturing or mining new ones would save enough energy to power 24,000 US
households for a year. The average American family has 24 electronic gadgets, and
the Environmental Protection Agency projected in 2009 that 2.37 million tonnes
of electronics were ready to be disposed of. This would be enough to fill nearly five
football stadiums!
●● Re-evaluate. Is that extra gadget truly necessary? Try to find a single device that
ity
can perform several tasks.

●● Make your electronics last longer. Purchase a case for your smartphone, keep it
clean, and don’t overcharge the battery.
Am
●● Purchase electronics that are good to the environment. Look for Energy Star-
qualified items or those that have been certified by the Electronic Product
Environmental Assessment Tool (EPEAT).
●● Donate used gadgets to charitable programmes to aid domestic abuse victims,
children’s safety projects, environmental concerns, and more. Request a postage-
paid mailer for your cell phone or ink cartridge from your student REP. The World
Wildlife Fund will receive one dollar for each item received.
(c)
●● Large electronics can be reused. Add your work to Harvard’s Reuse List.
●● Electronics and batteries can be recycled in e-waste recycling boxes available
across campus. Large gadgets can be placed in your building’s larger bins.

238 Green Computing

Notes
e
li n
On
ity
iv ers
Almost everyone owns multiple computing devices. So, in our world, there are
billions of computing gadgets that require a massive amount of energy, measured
in megawatts. Designing energy-efficient computers, servers, and Tablets is critical.
Un
Green PCs, servers, tablets, and other computing equipment should be designed and
manufactured by computer engineers. Every year, the computer industry creates and
manufactures new computing equipment. In order to create a green environment, it is
critical to properly dispose of and recycle old computing devices and electrical equipment.
Green computing refers to the use of computers and their resources in an

ity
environmentally responsible manner. Green computing can be defined as the study and
research of developing, designing, engineering, manufacturing, using, and disposing of
computing modules and devices in order to reduce pollution and environmental threats.
By lowering the use of hazardous chemicals and increasing the recycling process of
computing and digital modules, computer designers, developers, manufacturing
Am
businesses, and vendors are investing in developing green computing modules and
devices. Green computing, often known as green information technology, is a type of
computing that is environmentally friendly (green IT).
In the previous two decades, green electronics and computing have shown
steady progress. Governments and regulations are putting increasing pressure on
the communication, wireless communication, electronics, and computing businesses
(c)
to eliminate poisonous and dangerous materials from their equipment. The use of
green resources, green energy, and green components in the manufacturing of
communication, electronic gadgets, and computers is part of a global environmental
movement. There are a number of global programmes that outline re-use and recycling

Green Computing 239
goals for electronic devices. To reduce pollution and enhance recycling, hazardous
materials such as copper, lead, plastic materials, and other toxic materials are not Notes
e
authorized or limited in the green computer and green electronic industries.
li n
Manufacturers of computers, communication devices, and electronics are urged
and challenged to create green and ecologically friendly electronic gadgets. The use
of green materials, renewable energy, efficient green devices, energy harvesting units,
a reduction in the number of parts in modules and systems, recycling green materials,
On
recycling energy, and recycling mechanical and electronic components are all important
aspects of green communication and electronics manufacturing.
This topic discusses energy harvesting methods that can be used to produce,
recycle, and store green energy in this manner. Green computing systems and devices,
on the other hand, will be presented as significant factors in the development of a greener
computing and electronic sector. Toxic hazardous compounds found in computers, cell
ity
phones, and other electronic gadgets imperil the environment and, as a result, human
health. The number of poisonous dangerous compounds in the environment is reduced
by recycling computer and electronic waste. Developers and producers of computers
should treat and care for electronic trash with the utmost seriousness.
ers
Manufacturers of computers, smart phones, and electronics are challenged
to reduce the amount of computers and electronic waste, as well as the number
of parts in the system, by designing products that minimize the number of parts in
the system and harmful substances, and by using recyclable parts and components.
Developers and producers of computers are encouraged to create devices with a longer
iv
lifespan. This book aims to provide project managers, developers, system engineers,
and manufacturers with a complete presentation of green computing and green
environmental technologies as a global universal standard.
Un

ity
Am
(c)

240 Green Computing
Everyone wants to provide the best for their family, whether it’s the finest food or
Notes the best healthcare. Every parent or guardian wants to give their children the best of
e
everything. It is critical to evaluate all of the implications of the products utilized while
researching products for families. Many of these items are deceptive, and they may
li n
employ harsh or even dangerous ingredients to create their product as cheaply as
possible, ignoring consumer safety and health.
Some shoppers have done their homework and picked eco-friendly products that
assist both the Earth and their families instead of unsafe products. Many families,
On
especially those with children, are concerned about not understanding what goes into a
product that they use on a regular basis.
What “Eco-Friendly” Mean?

This term simply refers to a product that is environmentally friendly. It’s a little
more complicated than that, because there are a lot of variables to consider when
ity
determining whether or not something is “damaging to the environment.” So many
things can have a negative impact on the environment, such as not following correct
product disposal practices. However, there are numerous advantages to utilizing eco-
friendly items that are not only beneficial to the environment, but also to your family’s
health and well-being.
ers
How To Tell if Something is Eco-friendly
Many companies and their products claim to be environmentally friendly, yet they
might misrepresent their information, leaving customers puzzled and often buying their
iv
items blindly. When shopping for environmentally friendly items, check for the following:
●● Energy Star — for energy-efficient appliances and electronics

Un
●● USDA Organic Seal - for fully organic cosmetics and meals

●● Green Seal - for environmentally friendly cleaning products.
●● For paper and wood products, the Forest Stewardship Council logo is used.
●● If you don’t notice these seals or logos on your purchases, chances are they
aren’t environmentally friendly.
ity
Cost-cutting
Eco-friendly products may appear to be more expensive at first, but they are
actually less expensive in the long run. Eco-friendly items have a considerably longer
lifespan. These items are usually composed of recyclable materials and are tough
Am
enough to endure most drops, kicks, and dishwashers. Eco-friendly products may be
more expensive up front, but they will pay you in the long run because they last longer.
A Healthier Way of Life

There are personal benefits to utilizing all-natural goods in addition to the
environmental benefits. BPA, lead, and other hazardous chemicals found in plastics,
for example, have been linked to a variety of ailments and diseases in both children
(c)
and adults. Diabetes, heart disease, autoimmune illnesses, and reproductive system
anomalies are all hazards for adults. It can lead to early puberty, diabetes, reduced
growth, and autoimmune problems in children. Eco-friendly, all-natural products protect
families from harmful chemicals while also allowing them to avoid unsafe additions that
Green Computing 241
can cause any of these problems. In terms of mortality, age, diseases, and illnesses,
using environmentally friendly products enhances quality of life. They protect both Notes
e
families and the environment.
li n
Using Eco-Friendly Products to Help the Planet
Overall, these items are cutting-edge, modern, and will often save you money and
help you minimize waste, but they are also beneficial to your health. In today’s world,
the planet requires our assistance. Our waste and mismanagement of resources have
On
put the planet in a precarious position, and we are the only ones who can reverse
the trend. While it may be difficult to make a significant difference as a single person,
conserving resources and purchasing environmentally friendly items are excellent ways
for everyone to contribute to the preservation of our world and ecosystem.
Each person contributes to the safety and preservation of the planet’s resources,
ity
such as metals, plastics, and even water, by purchasing eco-friendly products. If more
individuals utilize environmentally friendly products, the price of other products will drop,
which will benefit all residents, human and animal alike.
iv ers
It is critical that our daily decisions have a beneficial impact on the earth in order to
preserve its beauty, resources, and habitability. This is where environmentally friendly
Un
products come into play. They are beneficial to both families and the environment,
and eco-friendly items allow consumers to choose duty over frivolity. Environmentally
friendly items are both beneficial to the environment and safer for customers! They are
an excellent alternative for families all over the world.

ity
Am
(c)

242 Green Computing
The process of collecting and treating spent materials that would otherwise
Notes be discarded as trash is known as recycling. Recycling saves raw materials and
e
energy that would otherwise be used to create new items from the ground up. Over
the last thirty years, the constant advancement of cellular wireless communication
li n
technologies has resulted in the majority of the world’s population owning laptops, PCs,
smartphones, smart watches, I-pads, and other devices. As a result, there are a lot of
unwanted technological equipment. A new environmental disaster has struck our world
as a result of the massive number of devices being made and discarded. Electronic
On
garbage, or obsolete devices that have been discarded, is overflowing landfills and
rubbish storage facilities. Hazardous and poisonous elements in this electronics
waste damage the environment and the health of local residents. This electrical
garbage pollutes the air and water. Environmentally friendly electronics and computing
technologies are utilized to reduce pollution. Computers, electronic equipment, outdated
batteries, plastic garbage, and bottles may all be recycled to reduce pollution. Recycling
ity
keeps original raw materials out of landfills. Recycling helps to reduce waste and
pollution.

State true or false
1)
2)
ers
Recycling saves raw materials and energy that would otherwise be used to create
new items from the ground up.
There are personal benefits to utilizing all-natural goods in addition to the
iv
environmental benefits.
3) Manufacturers of computers, communication devices, and electronics are urged and
challenged to create green and ecologically friendly electronic gadgets.
Un
4) Reusing the precious metals and polymers found in old cell phones instead of
manufacturing or mining new ones would save enough energy to power 24,000 US
households for a year.
5) Green computing refers to the use of computers and their resources in an
environmentally responsible manner.
ity
Summary
●● One of the most important green practices that contributes to green computing is
recycling. Recycling is part of the green computing area of green disposal.
Am
●● End-of-life items are made up of a variety of basic materials, such as metals and
other elements that can be recycled and reused.
●● Reusing the precious metals and polymers found in old cell phones instead of
manufacturing or mining new ones would save enough energy to power 24,000
US households for a year. The average American family has 24 electronic
gadgets, and the Environmental Protection Agency projected in 2009 that 2.37
million tonnes of electronics were ready to be disposed of.
(c)
●● Designing energy-efficient computers, servers, and Tablets is critical. Green

PCs, servers, tablets, and other computing equipment should be designed and
manufactured by computer engineers.

Green Computing 243
●● Every year, the computer industry creates and manufactures new computing
equipment. In order to create a green environment, it is critical to properly dispose Notes
e
of and recycle old computing devices and electrical equipment.
li n
●● Green computing can be defined as the study and research of developing,
designing, engineering, manufacturing, using, and disposing of computing
modules and devices in order to reduce pollution and environmental threats.
●● Governments and regulations are putting increasing pressure on the
On
communication, wireless communication, electronics, and computing businesses
to eliminate poisonous and dangerous materials from their equipment.
●● To reduce pollution and enhance recycling, hazardous materials such as copper,
lead, plastic materials, and other toxic materials are not authorized or limited in the
green computer and green electronic industries.
●● Manufacturers of computers, communication devices, and electronics are urged
ity
and challenged to create green and ecologically friendly electronic gadgets.
●● The use of green materials, renewable energy, efficient green devices, energy
harvesting units, a reduction in the number of parts in modules and systems,
recycling green materials, recycling energy, and recycling mechanical and
●●
ers
electronic components are all important aspects of green communication and
electronics manufacturing.
Developers and producers of computers are encouraged to create devices with a
longer lifespan.
iv
●● Every parent or guardian wants to give their children the best of everything. It is
critical to evaluate all of the implications of the products utilized while researching
products for families.
Un
●● Eco-friendly items have a considerably longer lifespan. These items are usually
composed of recyclable materials and are tough enough to endure most drops,
kicks, and dishwashers. Eco-friendly products may be more expensive up front,
but they will pay you in the long run because they last longer.
●● Each person contributes to the safety and preservation of the planet’s resources,
ity
such as metals, plastics, and even water, by purchasing eco-friendly products.

●● Recycling saves raw materials and energy that would otherwise be used to create
new items from the ground up.
●● Environmentally friendly electronics and computing technologies are utilized to
Am
reduce pollution. Computers, electronic equipment, outdated batteries, plastic

garbage, and bottles may all be recycled to reduce pollution. Recycling keeps
original raw materials out of landfills. Recycling helps to reduce waste and
pollution.
Activity
1) Prepare a presentation on the topic “Recycling”.
(c)
2) Formulate a case study describing role of buying a green computer.

244 Green Computing

Notes
e
1. What is recycling in green computing?
2. What are local actions to clean up global computer waste?
li n
3. What is the role of buying a green computer?
4. Choosing earth friendly peripherals is very crucial in green computing. Comment.
5. Recycling computer is vital step in going green. Elaborate.
On
Glossary
1. Recycling: it is one of the most significant green practice that contributes to green
computing. Recycling falls in the green disposal category of green computing. The
end-of-life products constitute various types of raw materials including metals and
other elements that can be recycled and put to reuse again.
ity
Unhelkar.
2.
Further Readings
1)
ers
Gartner Research. Gartner’s Top Predictions for IT Organizations and Users,

iv
2) Aberdeen Group. The Product Compliance Benchmark Report: Protecting the
Un
3) Unhelkar, B., & Dickens, A. lessons in implementing green business strategies

2008, 11(3), 2008.
4) Murugesan, S. Going Green with IT: Your Responsibility Toward Environmental
(8), August, 2007.
ity
5) Philipson, G. Green IT and Sustainability in Australia 2009 – Attitudes, Plans


Am
State true or false
1. True
2. True
3. True
4. True
(c)
5. True

Green Computing 245
Unit- 3.3: Green Data center

Notes
e
Objectives:
li n
●● Understand green data centers: introduction.

●● Learn about data center ICT equipment—server strategies.
On
●● Comprehend physical data server organization and cooling.
●● Analyze managing devices for central green services.
●● Evaluate mobile devices and sustainability.
ity
iv ers
Un
ity
The need for data centre capacity has been increasing around the world. As a result,
carbon emissions have been steadily rising. For example, the globe will need 122 million
servers by 2020, up from around 18 million in 2008–2009 (IBM, 2008; Chuba, 2008). In
Am
addition to the annual increase of around 9% in server numbers, a change in the kind of
these server machines can be expected. This is because servers will not only have to
deal with more data, but they will also have to deal with more processing.
As previously said, data c is a major component of an organization’s overall Green

IT hardware assets. They host a set of massive computers and the organization’s
connected networks, forming the “heart” of most businesses. They store data and
information in the organization’s data warehouses, which are then housed within these
(c)
data servers, which are then housed in the data centres. In practise, data servers can
be thought of as powerful computers with the ability to store and handle large amounts
of multiformatted data.

246 Green Computing
As a result, these data c entries are, understandably, an organization’s major

Notes power guzzler. This rise in demand for massive amounts of data storage, as well as
e
the demand for ever-faster processing, has resulted in increased carbon emissions.
li n
Data, in its various multimedia formats, will have to be stored and made instantly
available upon request as Cloud computing progresses. Apart from business users
who must store data indefinitely to comply with legislation (such as the Sarbanes–
Oxley accounting data legislation), data consumers include school students working
on projects, doctors exchanging new techniques in treating patients, and social
On
users loading and watching video clips on YouTube. The demand for data storage
and processing is growing at an exponential rate. As a result, organizations that deal
primarily with content (e.g., entertainment, news) must improve the energy efficiency
of their data centres through innovative data management solutions. It entails locating
efficiency in the face of adversity. To keep up with quickly changing data needs, data
management solutions must be flexible. Data management that is dynamic and agile
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means being able to modify, update, backup, and mirror data as organizational needs
change.
Innovation is essential, as well as data centre operational management

that is disciplined. In the case of data centres, costs and carbon emissions are
ers
likewise inextricably linked. The architecture, design, construction, operation, and
decommissioning of green data centres includes the architecture, design, construction,
operation, and decommissioning of facilities specifically used to house servers. The
architecture, design, development, manufacture, procurement, installation, operation,
and disposal of data server machines and their accompanying paraphernalia—such as
iv
monitors, printers, storage devices, and networking and communications systems—all
fall under the purview of green data centres.
Un
ity
Am
(c)
Green data center influencing factors

Green Computing 247
Figure above depicts the specific areas of a data centre that must be studied in
depth when talking about Green IT. These categories are enlarged based on the Notes
e
previous discussion of an organization’s green buildings and facilities, and they must
be backed up with organizational and industrial data relating to carbon emissions from
li n
buildings, racks of servers, and individual machines. The following are specific areas for
Green IT with relation to data centres, as depicted in Figure above:
●● Data center design, layout, and location: The data centre is housed in a
On
physical structure. This can be a single facility or a collection of buildings
that house the equipment but are geographically dispersed. The building’s
architecture and design (physical shape, naturally cooling and ventilation,
natural light, ease of access, and so on), as well as the geographical region
(e.g., locating a data centre in Iceland) and the material used in construction
(terracotta for roofing; painting the roofs white) are all important factors to
consider. The size and architecture of server rooms, as well as the location
ity
of server rooms within the data centre, can all contribute to carbon reduction.
For example, if the server room is exactly the right size for the server, cooling
efficiency will be maximized. These purpose-built data centre facilities have a
significant impact on a company’s green efforts.
●●
ers
Cooling, air conditioning, power supply, and power consumption are all terms
that are used interchangeably. This includes the server’s cooling procedures as
well as the actual building’s air conditioning. CRAC, as a specialized discipline,
has a role to play in this. Wherever possible, this also involves the utilization of
renewable energy sources (such as wind or solar). In addition, the impact of
iv
the physical location of the cooling rooms that house the servers.
●● Power management: Aspects of lighting and operation the number of workers
employed, as well as the opening and closing of doors. This would involve the
Un
purchase and installation of environmentally friendly products (such as LED

light bulbs) as well as the utilization of environmentally friendly services. The
renewable energy source stated in the previous factor is also important in
power management.
●● Servers: Physical placement of the racks, their positioning (hot isle/cold isle),
and energy-efficient computing— the physical rooms in which they are placed,
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as well as the architecture. Each server’s design—water cooled, air cooled,

and other efficiency considerations—must be taken into account.
●● Data strategy: Security and backup are all part of a data strategy. Virtualization
on each server, as well as virtualization on several servers. Private cloud is
Am
the organization of a cluster of servers. Strategy for storing and utilizing

space. Virtualization tries to pool resources to deliver data centre services
by combining otherwise unused resources. Adopting virtualization strategies
and developing round-up virtualization architectures will enable companies
to achieve greater energy efficiency. Combining virtualization software like
VMware and SWsoft with consolidation analysis software like CiRBA can
help people increase server production while maintaining the same level of
(c)
dependability and usefulness (Ryan, 2008). For greater control and insight into
capacity consumption, new server management tools have been developed.
●● Switchgears, routers, and modems are examples of network and
communications equipment that can be used for both wired and wireless
248 Green Computing
communications. The data center’s carbon footprint is influenced by the

Notes number and capacity of these machines.
e
These aforementioned data centre factors must be discussed with their financial,
li n
attitude, and Total Cost of Carbon Ownership impacts (TCCO). The traditional linear
relationship between cost and energy may not be sufficient to elicit behavioral change.
Despite the high cost of energy, corporations rarely organize themselves so that the
individual paying for IT equipment also pays for the energy consumed by that equipment.
On
Costs and carbon must be distributed appropriately between business and IT. Data
centres must be at the forefront of a significant consolidation trend that will aid in the
management of existing or legacy data centres. Furthermore, it is possible to determine
and reduce overall carbon emissions from equipment by focusing on the TCCO rather
than either initial procurement costs or merely operational efficiencies.
ity
The relationship between DATA and DATA servers is just as important as the
relationship between servers and data centres. As a result, data centre carbon prices
must match data storage and utilization.
Actual data storage requirements are frequently linked with additional backup
ers
associated with backup storage and provision for future storage for every new byte kept
by the data centre, which adds to the data center’s otherwise nonproductive demand.
iv
Various features of these green data centre influencing components are further
addressed in the following sections.

Un
ity
Am
(c)

Green Computing 249
They are housed in a green data centre and require certain positioning, cooling,
and utilization strategies. Notes
e
Servers are powerful computers that are an important part of an organization’s IT
li n
assets.
These sophisticated servers are increasingly allowing organisations to access,

provide, analyze, and store data, information, knowledge, and intelligence in a variety
of ways. As previously said, the demand for more powerful servers with expanded
On
storage and processing capabilities is growing all the time. With more powerful CPUs
and a growing number of servers, electricity consumption is rapidly increasing (Koomey,
2007).
When cooling requirements are taken into consideration, the average power
consumption of a rack of servers has increased fivefold during the last ten years
(Gantz, 2009). Storage utilisation grows rapidly as prices fall, but it also becomes
ity
increasingly inefficient.
Furthermore, each instance of server use necessitates solutions for continuous

power, security, and storage, all of which have an impact on the organization’s carbon
footprint.
ers
Servers, on the other hand, are the responsibility of the data centre manager, who
is responsible for delivering a service to the rest of the business rather than using it
directly.
iv
Because of the conceptual differences between a desktop and a server, different
server-side carbon control solutions are required. This is especially true because data
application users are typically located outside of the actual data centre. The following is
a list of green server strategy concerns that need be fleshed out in practice:
Un
●● A real-time online inventory of server inventory that allows for the location and
use of servers; a real-time power consumption bill that is mapped to carbon
generation and provides operational feedback to the entire organisation
●● A real-time power consumption bill that is mapped to carbon generation and
provides operational feedback to the entire organisation.
ity
●● Bit to carbon ration as part of a complete data strategy—that gives

measurements on not just the used “bits,” but also the carbon generated by
the provisioned bits; Pue, DCiE—popular metrics that provide comparative
data over time and across industries.
Am
●● Mirroring backup solutions that are balanced by the data centre director’s
“acceptable risks.”
●● Forecasting data capability. As the business evolves, server capacity must
be calculated on a regular basis. Statistical analysis, trend spotting, and
estimating the influence of technological innovativeness are used to determine
the relationship between company transformation and growth and data centre
capacity.
(c)
●● Visibility of carbon costs. Lack of visibility of server expenditures, especially as

they relate to individual or departmental space usage.

250 Green Computing
●● Decommissioning that is efficient. There is a need for a formal yet speedy

Notes manner to decommission a server once its purpose has been fulfilled. Manual
e
decommissioning processes and a lack of trust in the data centre director/
manager might result in servers sitting idle and consuming power for no
li n
obvious reason.
●● Incorporation of appropriate redundancy. The importance of maximum
redundancy was previously discussed in relation to bit-watt.
On
●● Server distribution has been improved. The utilization of the data space must
be distributed across and amongst numerous departments/users through
effective assignment. It would also allow for server sharing between the
operating and test environments.
●● Switching servers should be incorporated. Data servers should be able
to move from one mode of operation to another (e.g., from test usage to
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production). This also improving peak load performance and capacity sharing.
●● Cloud computing and server virtualization should be used together.

iv ers
Un
According to the Environmental Protection Agency, we can expect a global use of

ity
100 million kWh of energy for cooling data centres, which will cost $7.4 billion. This is
mostly due to the rapid advancement of data server technology, which require more
power, yet cooling methods have not kept up.
As a result, data server physical organisation, operational effectiveness, and

Am
cooling solutions all play a critical role in overall carbon footprint reduction.
The physical layout of data servers, their aisle organisation, and the way the floor
space and racks are physically organized all have an impact on the data center’s
overall carbon emissions. Figure below depicts a common physical configuration of
servers that reduces the amount of energy required to cool them. The layout is known
as the hot-aisle–cold-aisle. A typical server system is depicted in Figure below. The
aforementioned setup is depicted in Figure below.
(c)
Physical cooling of a data centre is one of the most essential approaches of

reducing an organization’s carbon footprint. These strategies start with the architecture,
design, and construction of the data c entry building, as well as the location of the
Green Computing 251
centre and the server placement. And ideas for cooling the servers with air, water, and
other methods. Notes
e
According to Philipson (2011), data centres use a variety of cooling strategies
li n
to keep their servers cool. To deal with heat dissipation concerns, water cooling has
become popular (Cronin, 2008).
Aside from water cooling, air cooling of servers using the hot-aisle and cold-aisle
techniques (i.e., turning the servers in different directions to maximize cooling) is also
On
popular—as seen in Figure below.
These strategies are becoming increasingly essential since they not only reduce
an organization’s carbon footprint but also improve its economic performance by
lowering the costs of higher consumption. Furthermore, reporting requirements are
becoming more severe, and business and society are becoming more conscious of the
unsustainable nature of many existing consumption practises (Philipson et al., 2009).
ity
iv ers
Un
ity
Physical server organization to reduce cooling effort

Am
Physical server configurations necessitate the following careful considerations:
●● Server placement necessitates the following careful considerations: Server

optimization. While physical data servers are often located in data centres,
there are still several options for some of these servers to appear in offices in a
large corporation. His “server hoarding” will eventually result in unmanaged,
unaccounted for servers that continue to consume power without the benefits of
virtualization. It can also happen with test servers, which, while not always hidden,
(c)
can proliferate within the data centre itself. For various test scenarios, many
servers may be used. The servers may stay unused and unaccounted for after the
testing is over.

252 Green Computing
●● Identification of the disc. Identify the servers’ discs and other memory mechanisms
Notes in addition to the servers. Optimizing the use of storage devices in the data centre
e
is critical for lowering the data center’s overall power consumption. Storage
devices that are up and operating but aren’t offering any services should be
li n
accounted for and retired.
●● Implement a multi-tiered solution for storage. Provide hot access to used data and
less speedy access to data stored as a backup or as a legal obligation. A vast
volume of data on storage devices that is ready to use is rarely accessible.
On
●● Specify low-power consumption, low-voltage servers in conjunction with high-
efficiency Power Supply Units with an 80 percent or higher conversion rate.
●● Reuse of equipment is a great way to save money. Ensure that equipment that is
no longer needed but still functional is reused.
●● Equipment requires energy to make, distribute, and recycle as well as to use. It will
ity
save energy, as well as purchase and disposal costs, if its use is extended or it is
found a new home.
●● Layout should be re-engineered. Mismatches between the current physical
architecture and the arrangement that would enhance the effectiveness of cooling
ers
from air conditioning units are identified during data centre auditing. This could
result in a 20% reduction in cooling costs.
Use cooling solutions such as room-based, rack-based, and component-based
cooling at different levels inside the data centre. These cooling solutions, for example,
iv
are interleaved with water-based and air-based cooling.

Un
Thousands of end-user devices, like as PCs and printers, will be present in most
devices will not be left to individual users by Strategic Green IT. Instead, it’s becoming
more common to manage these disparate devices through centralized green services.
The methods in which devices are employed for green services are shown in Figure
below. For example, all of the desktops or laptops in a large bank or insurance
ity
company can be certified according to the company’s Green IT rules.

Am
(c)
ICT devices as green enablers

Green Computing 253
This could include the deployment of software that allow for the operation of
thousands of PCs from a single server, consolidating and automating tasks such as Notes
e
operating system upgrades and security management. Centralized management of a
large number of machines for an organization is expected to play a key role in reducing
li n
an organization’s carbon footprint because it ensures consistency across all machines
in terms of power management software, low-level power settings, lower energy
configurations, and consolidated green procurement and disposal.
On
To remotely monitor and administer a cluster of computers, centralized services
for managing computers can make use of environmental sensors and intelligent
example, can generate an alert. To mitigate the event’s impact, centralized device
management can take appropriate action—a combination of automated response and
personal intervention.
ity
Smaller, smarter mobile devices can also help reduce emissions significantly. This
is because mobile devices can now support and handle asset management, marketing,
outsourcing, security and information sharing, and other location-independent corporate
collaborative operations. By allowing real-time access to the corporate system, this can
assure the performance and availability of the corporate system while also allowing for
ers
simpler control of these smaller devices when compared to desktop computers. Mobile
de vices also reduces unnecessary human and material movement. Mobile devices,
on the other hand, may generate electronic waste due to the shorter battery life and
the devices themselves. As a result, they should be introduced and used in a balanced
iv
manner throughout the business.

Un
ity
Am
Mobile technologies, such as mobile networks and mobile devices, play an

(c)
important part in an organization’s long-term viability. Unhelkar (2008) went into great
length about the impact of mobility on business survival and the physical environment in
which it operates.

254 Green Computing
From an environmental standpoint, this conversation also included a discussion

Notes on the responsibility of mobility toward individuals and society. The cost of energy and
e
the energy consumption of their devices are becoming increasingly important to mobile
consumers. This leads to discussions specifically concentrating on energy efficiency
li n
and lowering the environmental consequences of commercial mobile usage.
Mobile devices, in particular, have an impact on an organization’s carbon footprint
by consuming operational power, generating electronic waste as devices and their
batteries become obsolete, and, on the plus side, offering opportunities to reduce
On
carbon by being incorporated into the organization’s green processes. As a result,
mobile technologies, like data centres, are both a source of carbon emissions and a
potential source of carbon reduction.
According to the Environmental Impact Assessment Review (July 2005), PC
disposal resulted in the placement of 718,000 tonnes of lead, 287 tonnes of mercury,
ity
and 1,363 tonnes of cadmium in landfills between 1994 and 2003. The e-waste problem
will only get worse as global PC penetration continues to rise. In comparison to a PC,
mobile devices are smaller, lighter, and contain significantly less electronic bits.
Mobile devices, in fact, minimise e-waste by 98 percent because they are lighter
than a normal PC.
ers
The role of the environment in the deployment of mobile technology is seen as a
critical aspect in this quickly evolving technology. This is because mobile technologies
and devices, by infiltrating the fabric of our society, have an unprecedented impact
on both the physical environment and social attitudes. Mobile technology has given
iv
mobility a unique environmental challenge all around the world, drawing attention
to what is known as Green Mobile. The concept of Green Mobile is illustrated in the
diagram below. Green mobility can be defined as a business’s effective adoption of
Un
mobility while keeping the environment in mind.

As a result, the four pillars of a green enterprise transformation are economic
viability, business process optimization, social responsibility, and technology capability.
The graph below shows the percentage of people who use mobile technologies in
various industries. This graph illustrates the potential for carbon reduction through the
usage of mobile technologies.
ity
Green mobile devices entail carbon-sensitive business strategies, optimised and

collaborative business processes based on an environmental intelligence approach,
mobile networks, the incorporation of R FID tags, mobile transmissions, and improved
device and battery design, as well as ethical disposal.
Am
(c)

Green Computing 255
Biodegradable material usage in the devices themselves (e.g., Biodegradable

“Sunflower Phone” that has a built-in seed that will grow once the phone is planted in Notes
e
the ground; or Nokia— 3110 “bio-cover,” the casing is composed of 50 percent recycled
material and pack is made of 50 percent recycled material and pack is made of 50
li n
percent recycled material and pack is made of 50 percent recycled material and pack is
made of 50 percent recycled material and pack is made of 50 percent
On the business side, the usage of laptops in business processes has an intriguing
On
aside when compared to the use of desktops and servers. Desktop computers are
larger, use more electricity to operate, and contain more harmful chemicals including
lead, cadmium, and zinc. Low weight, low power consumption, and strong interactive
performance are all requirements for mobile laptops such as notebooks, subnotebooks,
PDAs, and palmtops (Douglis et al., 1994). They also tend to use less energy than their
desktop counterparts.
ity
Unhelkar (2008) discusses “mobile enterprise transitions,” a comprehensive
framework that provides further specifics on how to handle these environmental challenges
holistically and responsibly. The mobile transformation framework, for example, focuses
on the location of the mobile device in the broader business process—and evaluates the
necessity to utilize that device in that process—in addition to recycling the phone itself.
ers
It’s possible that an insurance agent’s usage of a wireless PDA will restrict people’s
movement. Reengineering the process with sustainability in mind may lead to the potential
elimination of the mobile phone as a de vice and, instead, the use of a messaging system
in conjunction with a laptop or tablet PC. The responsible approach to mobility is in line
iv
with the views of business experts working in this field on sustainability.
Cartland (2005), for example, discusses the need of researching and optimizing
supply networks in terms of corporate sustainability. Unhelkar and Dickens (2008)
Un
and Unhelkar and Trivedi (2009) have also argued for the necessity of Green ICT and
environmentally responsible business strategies (ERBS) and have investigated several
ways in which mobility may benefit the environment while also sustaining the business.
ity
Am
(c)

256 Green Computing
Mobile devices and Green P-O-D (outside of data center). The devices shown
Notes in (a) are grouped in (b). Each group of devices have their own uniqueness in terms
e
of carbon emissions. For example, phones and laptops have lesser infrastructure but
greater operational impact, whereas it’s the other way round with networks and routers.
li n
(c) Further highlights the need to consider the carbon production and reduction in both
design and operation of these devices.
On
ity
iv ers
Use of handheld devices across industrial sectors

State true or false
Un
1. Data management that is dynamic and agile means being able to modify, update,
backup, and mirror data as organizational needs change.
2. On the business side, the usage of laptops in business processes has an intriguing
aside when compared to the use of desktops and servers.
3. Centralized management of a large number of machines for an organization is
ity
expected to play a key role in reducing an organization’s carbon footprint because it

ensures consistency across all machines in terms of power management software,
low-level power settings, lower energy configurations, and consolidated green
procurement and disposal.
Am
4. The relationship between DATA and DATA servers is just as important as the
relationship between servers and data centres.
5. Physical cooling of a data centre is one of the most essential approaches of reducing
an organization’s carbon footprint.
Fill in the blanks

1. The data centre is housed in a ________ structure. This can be a single facility or a
(c)
collection of buildings that house the equipment but are geographically dispersed.
2. _________ is the organization of a cluster of servers. Strategy for storing and utilizing
space.

Green Computing 257
3. TCCO stands for ___________.

Notes
e
4. According to the Environmental Protection Agency, we can expect a global use of
100 million kWh of energy for cooling data centres, which will cost $7.4 billion. This
li n
is mostly due to the rapid advancement of data server technology, which require
more power, yet cooling methods have not kept up. As a result, data server physical
organisation, operational effectiveness, and cooling solutions all play a critical role in
overall carbon__________.
On
5. Mobile technologies, such as mobile networks and mobile devices, play an important
part in an organization’s ________-term viability.
Summary
●● The need for data centre capacity has been increasing around the world.
●● Innovation is essential, as well as data centre operational management that
ity
is disciplined. In the case of data centres, costs and carbon emissions are
likewise inextricably linked. The architecture, design, construction, operation,
and decommissioning of green data centres includes the architecture, design,
construction, operation, and decommissioning of facilities specifically used to
●●
house servers.
ers
The data centre is housed in a physical structure. This can be a single facility
or a collection of buildings that house the equipment but are geographically
dispersed. The building’s architecture and design (physical shape, naturally
cooling and ventilation, natural light, ease of access, and so on), as well as the
iv
geographical region (e.g., locating a data centre in Iceland) and the material used
in construction (terracotta for roofing; painting the roofs white) are all important
factors to consider.
Un
●● Security and backup are all part of a data strategy. Virtualization on each server,
as well as virtualization on several servers.
●● The relationship between DATA and DATA servers is just as important as the
relationship between servers and data centres. As a result, data centre carbon
prices must match data storage and utilization.
ity
●● Servers are powerful computers that are an important part of an organization’s IT

assets.
●● These sophisticated servers are increasingly allowing organisations to access,
provide, analyze, and store data, information, knowledge, and intelligence in a
Am
variety of ways.
●● According to the Environmental Protection Agency, we can expect a global use of
100 million kWh of energy for cooling data centres, which will cost $7.4 billion. This
is mostly due to the rapid advancement of data server technology, which require
more power, yet cooling methods have not kept up.
●● Thousands of end-user devices, like as PCs and printers, will be present in most
(c)
devices will not be left to individual users by Strategic Green IT.
●● To remotely monitor and administer a cluster of computers, centralized services
for managing computers can make use of environmental sensors and intelligent
258 Green Computing

Notes example, can generate an alert.
e
●● Mobile technologies, such as mobile networks and mobile devices, play an
li n
important part in an organization’s long-term viability. Unhelkar (2008) went into
great length about the impact of mobility on business survival and the physical
environment in which it operates.
●● Mobile devices, in particular, have an impact on an organization’s carbon footprint
On
by consuming operational power, generating electronic waste as devices and their
batteries become obsolete, and, on the plus side, offering opportunities to reduce
carbon by being incorporated into the organization’s green processes.
●● The role of the environment in the deployment of mobile technology is seen as a
critical aspect in this quickly evolving technology.
●● Green mobile devices entail carbon-sensitive business strategies, optimized
ity
and collaborative business processes based on an environmental intelligence
approach, mobile networks, the incorporation of RFID tags, mobile transmissions,
and improved device and battery design, as well as ethical disposal.
●● Unhelkar (2008) discusses “mobile enterprise transitions,” a comprehensive
ers
framework that provides further specifics on how to handle these environmental
challenges holistically and responsibly.
Activity
1. Prepare a presentation on the topic “Green Data Centres”.
iv
2. Formulate a case study on the topic mobile devices and sustainability.

Un
1. What do you understand by Green data centres?

2. What is data center ICT equipment?
3. What do you understand by physical data server organization and cooling?
4. Managing devices for central green services is vital. Comment.
5. Write a short note on mobile devices and sustainability.
ity
Glossary
1. Data centre infrastructure efficiency (DCIE): A metric used to determine the energy
efficiency of a data centre. It is the ratio of information technology equipment power
Am
to total facility power, and is expressed as a percentage.

2. E-waste: Electronic waste, e-waste, e-scrap or waste electrical and electronic
equipment (WEEE) comprises discarded electrical or electronic devices. It is one of
the fastest growing segments of our waste stream.
3. Eco-management: Activities, processes and strategies to lessen the harmful impact
of human activity on the environment whilst meeting the socioeconomic, political and
cultural needs of current and future generations. It also promotes the conservation
(c)
and ethical use of natural resources.

4. Environmental sustainability: The design and provision of products and services
that incorporate and promote waste minimization and the efficient and effective
Green Computing 259
use and reuse of resources. Its aim is to protect the environment for the benefit of
current and future generations. It is all about meeting needs and seeking a balance Notes
e
between people, the environment and the economy. According to the United Nations,
sustainable development meets the needs of the present without compromising the
li n
ability of future generations to meet their own needs.
On
Unhelkar.
Further Readings
ity
4.
ers
2008, 11(3), 2008.
Murugesan, S. Going Green with IT: Your Responsibility Toward Environmental
iv
(8), August, 2007.
Un

State true or false
1. True
2. True
ity
3. True
4. True
5. True
Am
Fill in the blanks

1. Physical
2. Private cloud
3. Total Cost of Carbon Ownership impacts
4. footprint reduction
(c)
5. long

260 Green Computing
Unit -3.4: Best ways for Green PC

Notes
e
Objectives:
li n
●● Understand Ten Best Ways to Make Your Computer Greener.

●● Learn about Ten Online Resources for Green Info.
On
●● Comprehend Ten Online Resources for Green Action, and Products.
Introduction
ity
iv ers
Un
ity
Am
A green personal computer (green PC) is an energy-efficient computer. A green

PC is made of eco-friendly components and has minimal power usage as well as
computer power management (CPM) capabilities. Green PCs are often cooler than their
predecessors.
(c)
A green computer is also referred to as a green computer.

Many firms have made the deployment of efficient computer systems and green
PCs a top priority. Businesses and corporations are eager to lower their energy use and
Green Computing 261
carbon footprint. As a result, there has been a rise in public awareness and continued
attempts to reduce energy consumption. As a result, businesses are increasingly Notes
e
adopting green PCs as a cost-effective way to save money by lowering energy
expenditures.
li n
Green PCs have sleep modes, which turn off all superfluous components when the
computer is not in use. Adopting green PCs is especially advantageous for data centres
and IT organizations, who stand to save a significant amount of money on energy
expenditures due to their large-scale deployment of PCs.
On
ity
iv ers
Un
ity
Am
The world has experienced substantial rapid changes in the planet’s weather,
water pollution, and air pollution over the last fifty years. In the previous century, the
private automobile industry, electronic industry, high-tech computing industry, and
communication industry drained and devastated the world’s natural resources.
Droughts, saltwater acidification, rising seawater levels, increased depletion of
groundwater supplies, air pollution, river pollution, and global warming are all problems
(c)
that the universe faces. Environmental changes have resulted in the rapid spread
of illnesses, viruses, and the extinction of animal species. The majority of these
modifications are permanent.

262 Green Computing
Hazardous substances are found in computer and electronic trash, plastics,

Notes and food waste, which damage the air, soil, rivers, seawater, and groundwater. Fish,
e
vegetables, fruits, and other food products contain harmful elements that cannot
be removed. These poisonous substances can be found in polluted soil-grown fruits,
li n
vegetables, and other food crops, as well as fish, meat, and corpses. Toxic waste, dirty
water, polluted air, and climate change have a significant impact on the health of young
children and adults. Plastic and chemical waste pollute the universe’s oceans, rivers,
seas, and lakes. Chemical toxins and plastic garbage are killing our planet’s oceans
On
and sea habitats. Fish, birds, and other species are killed by hazardous materials,
chemical toxics, and plastic garbage. Countries, governments, communities, and
citizens should be encouraged to act quickly to rescue the universe.
In the manufacturing of communication, electronic gadgets, and computers, we

should encourage enterprises to employ green materials, green energy, and green
components. Global efforts to reuse and recycle computers and electronic garbage
ity
should be encouraged. To reduce pollution in the green computer and green electronic
industries, the usage of hazardous elements like copper, lead, plastics, and other toxic
chemicals should be reduced.
Computers, communication devices, and electronics makers should be encouraged
ers
to create green and environmentally friendly electronic gadgets. Green materials,
renewable energy, efficient green devices, and energy harvesting systems should be
used by computer and electronics manufacturers.
Save energy, reduce costs and be more environmentally friendly

iv
We may potentially save a lot of natural resourced energy as a firm by being
more conscious about heating and transport, and addressing this demonstrates
Un
that we recognize the need to do more to reduce our usage. Alternatives in Real Life
understand this, and we choose to do the right thing rather than the easy thing, making
the workplace a happier place to work.
Today, you can help make a difference by taking ten simple steps to go green in
your workplace, service, and home.
ity
1. Make the switch to digital

The more work you accomplish online, the less paper you’ll require. Consider
whether you can send emails instead of letters, and whether you need to print things
or save them on your computer (or SharePoint if you work in an RLO office).
Am
2. Turn off the lights

Switching off lights when you leave a room is one of the simplest methods to save
energy. If it’s sunny outside, open the blinds and take use of the natural light.
3. Reuse rather than recycle
Before you go all out on recycling, consider whether you can repurpose something
first. Is it possible to print on both sides of the paper or use it as scrap paper for note-
(c)
taking or grocery lists?

Green Computing 263
4. Begin to share.
Notes
e
Is it necessary for everyone in the office or service to have their own stapler, scissors,
and so forth? Certainly not! By utilizing less in the first place, you can save money
li n
and avoid wasteful manufacturing. Instead of purchasing new stationery, investigate
if you can get refills.
5. Turn off the computers
Both in workplaces and in services When you’re not using a computer, make sure
On
it’s turned off rather than left on standby — you’d be surprised how much energy this
saves!
6. Reuse and recycle
Make every effort to recycle as much as possible. Most councils will collect recycled
materials such as plastic and cardboard from residential services, so make sure
ity
you sort your waste before throwing it in the bin. RLO offices have green bins for
recycling paper, and most councils will collect recycled materials such as plastic
and cardboard from residential services, so make sure you sort your waste before
throwing it in the bin.
7. Eliminate unneeded travel
ers
Consider whether you can utilize the RLO’s Skype or teleconference services instead
of travelling. This is not only beneficial to the environment, but it also saves you time
and money!
iv
8. Conserve water.
When it comes to cups of tea and baths, only use as much water as you need, saving
both water and the energy required to heat it. Also, did you know that dual-flush
Un
toilets and water-saving systems for toilet cisterns can minimize the amount of water
used per flush?
9. Make your commute more environmentally friendly.
Can you carpool, take public transportation, walk, or ride your bike instead of driving?
This is a terrific way to become more involved in the community or get to know your
ity
coworkers better!
10. Bring a lunch with you
Bringing reusable lunch containers to work is definitely the greenest (and healthiest)
option to eat at the office. Buying lunches on a daily basis nearly always results in
Am
a mini-mountain of packaging trash, and it’s also a lot more expensive than cooking
your own!
(c)

264 Green Computing

Notes
e
li n
On
ity
ers
The “green web,” which includes everything from the green browser to fantastic
green blogs, useful widgets, and handy directories, is rapidly expanding, and anyone
iv
looking for green information online may find a plethora of eco-friendly websites,
databases, and applications.
Un
Tools
1. Widgetbox provides a fantastic paper calculator that calculates the environmental
impact of any print job, including business cards, resumes, brochures, and more.
2. The Vehicle Eco Calculator considers everything: carbon footprint, return on
investment, cost, fuel efficiency, and more.
ity
3. EcoImpact is a multi-purpose tool that is practically made of wonderful. To evaluate

the eco-footprint of a variety of activities, toggle to food, workplace, building, and
more. Embeddable.
4. The World Wildlife Fund (WWF) features a simple, convenient calculator that
Am
examines the effects of food, transportation, labour, and other key indicators.
5. Low Impact Living is a fantastic home calculator that calculates your home’s carbon
impact.
6. The Environmental Protection Agency has also produced a thorough carbon
calculator that considers a variety of critical parameters and provides links to
additional resources.
(c)
7. TerraPass features everything you’ll need to go green with your aeroplane travel.
See how many trees are planted, as well as offset flights and much more. Even with
rising airfares, carbon offsets are still a low-cost option.

Green Computing 265
8. One of the worst things for the environment is plastic water bottles. In the United
States, where tap water is so safe, bottled water is just unneeded. Reduce your Notes
e
carbon footprint by using an at-home filtration system instead of bottled water. Here’s
a fantastic comparison of water filters.
li n
9. The Home Energy Saver is an excellent DIY home energy audit tool that provides
information on how to make your home more energy efficient.
On
ity
iv ers
1. From recycling centre information to carbon calculators to green resources to product
evaluations and company analyses, Earth 911 has it all. This is a fantastic consumer
resource.
Un
2. A linear thinker’s dream resource is Brighter Planet. This is a really useful website
because it provides concise, well-organized guidelines for a variety of carbon-impact-
related difficulties.
3. Build It Green is a California-based non-profit dedicated to raising housing standards
and minimising sprawl. There are plenty of helpful hints for green building and
ity
retrofitting, as well as links for individuals outside of California.

4. For everything relating to green property management and sales, The EcoBroker
has real estate agents, affiliates, information, regional resources, and more, much
more.
Am
5. Anyone interested in knowing the truth about global warming and climate change,
industrial initiatives to eliminate environmental regulation, lobbying and corruption,
and science-by-press-release should read The Union of Concerned Scientists.
Dispelling falsehoods, exposing lies, and educating the environmentally conscious.
6. Green Drinks is a real-life organisation that arranges meet-ups all around the world
(check the website to see if your city has a Green Drinks chapter). The subject is
“green.” Drinks are the main event. Everyone has a nice time. Green Drinks is on
(c)
Facebook, so sign up there.

266 Green Computing
7. EV Rental Cars is a green and hybrid rental car company that operates across the
Notes United States. Make your arrangements online in the same way that you would for
e
air travel.
li n
8. Local Harvest features a detailed online map that will help you locate local, organic
farmers, farmers’ markets, and CSAs (community supported agriculture) in your
area.
9. For the United States, the Agricultural Marketing Service provides a comprehensive
On
guide to farmers’ markets and co-ops.
10. Seafood Watch, regional safe seafood guides, are available for download from the
world-famous Monterey Bay Aquarium.
11. Despite all of the concern about China, California alone emits more carbon dioxide.
With this interactive map resource, you may learn about worldwide comparisons you
may not have known about before, including poverty, fuel, resources, and food.
ity
12. EcoFlip is a classification system that has gone green. Everything you’d find on
Craigslist or Freecycle, but in a more environmentally friendly way!
13. Green search is all over the place. Choose your green cause, your chosen search
ers
engine, and your topic from the WebEcoist green search engine collection, which
includes hundreds of good green search alternatives.
Future Computing and Electronics Green Technologies Challenges and Innovations

●● In computing and electronic equipment, using renewable and harvesting energy is
iv
a good idea.
●● In the manufacture of computers and electronic gadgets, recycled components
and devices are used.
Un
●● Green computer and electronic device design and development

●● Solar green energy production at a low cost
●● The majority of computer and electronics garbage is recycled.
●● Vehicles and planes that are environmentally friendly are being developed and
ity
manufactured.
●● People, especially young people and children, should be encouraged to take
the lead in global measures to reduce air pollution, water pollution, and climate
change.
Am

State true or false
1. Hazardous substances are found in computer and electronic trash, plastics, and
food waste, which damage the air, soil, rivers, seawater, and groundwater.
2. A green personal computer (green PC) is an energy-efficient computer.
(c)
3. Many firms have made the deployment of efficient computer systems and green PCs
a top priority.
4. Businesses and corporations are eager to lower their energy use and carbon
footprint.
Green Computing 267
5. RLO offices have green bins for recycling paper, and most councils will collect
recycled materials such as plastic and cardboard from residential services, so make Notes
e
sure you sort your waste before throwing it in the bin.
li n
Fill in the blanks
1. The “________,” which includes everything from the green browser to fantastic
green blogs, useful widgets, and handy directories, is rapidly expanding, and
anyone looking for green information online may find a plethora of eco-friendly
On
websites, databases, and applications.
2. A linear thinker’s dream resource is_________. This is a really useful website
because it provides concise, well-organized guidelines for a variety of carbon-
impact-related difficulties.
3. _________ features a detailed online map that will help you locate local,
ity
organic farmers, farmers’ markets, and CSAs (community supported
agriculture) in your area.
4. The _____________ Agency has also produced a thorough carbon calculator
that considers a variety of critical parameters and provides links to additional
5.
resources.
ers
__________ provides a fantastic paper calculator that calculates the
environmental impact of any print job, including business cards, resumes,
brochures, and more.
iv
Summary
●● A green personal computer (green PC) is an energy-efficient computer.
Un
●● A green PC is made of eco-friendly components and has minimal power usage

as well as computer power management (CPM) capabilities. Green PCs are often
cooler than their predecessors.
●● Businesses and corporations are eager to lower their energy use and carbon
footprint.
●● Green PCs have sleep modes, which turn off all superfluous components when
ity
the computer is not in use.

●● Adopting green PCs is especially advantageous for data centres and IT
organizations, who stand to save a significant amount of money on energy
expenditures due to their large-scale deployment of PCs.
Am
●● In the manufacturing of communication, electronic gadgets, and computers,

we should encourage enterprises to employ green materials, green energy, and
green components. Global efforts to reuse and recycle computers and electronic
garbage should be encouraged. To reduce pollution in the green computer and
green electronic industries, the usage of hazardous elements like copper, lead,
plastics, and other toxic chemicals should be reduced.
(c)
●● The “green web,” which includes everything from the green browser to fantastic
green blogs, useful widgets, and handy directories, is rapidly expanding, and
anyone looking for green information online may find a plethora of eco-friendly
websites, databases, and applications.

268 Green Computing
Activity
Notes
e
1. Prepare a presentation on the topic “best ways for Green PC”.
2. Formulate a case study describing Ten Best Ways to Make Your Computer Greener.
li n
1. State ten best ways to make your computer greener.
2. Give ten online resources for green information.
On
3. Elaborate on ten online resources for green action, and products.
Glossary
1. Eco-management: Activities, processes and strategies to lessen the harmful impact
of human activity on the environment whilst meeting the socioeconomic, political and
ity
cultural needs of current and future generations. It also promotes the conservation
and ethical use of natural resources.
2. Green IT: An umbrella term referring to environmentally sound information
technologies and systems, applications and practices. It is the study and practice of
ers
designing, manufacturing and using computers, servers, monitors, printers, storage
devices and networking and communications systems efficiently and effectively with
zero or minimal impact on the environment. It is also about using IT to support, assist
and leverage other environmental initiatives and to help create green awareness.
Green IT encompasses hardware, software, tools, strategies and practices that help
iv
improve and foster environmental sustainability.
3. Green PC: A personal computer that is designed to be environmentally friendly and
has a reduced carbon footprint throughout its life cycle. It is energy efficient, contains
Un
less hazardous materials and is easy to upgrade and recycle.

4. Green power: Electricity generated from renewable energy sources such as solar,
wind, biomass, geothermal and hydroelectric.
5. Recycling: A series of processes – collection, separation and processing – for
recovering and reusing products and raw materials, in lieu of disposing them as
waste in landfills.
ity
6. Renewable energy: The energy generated from natural and renewable (i.e. naturally
replenished) resources such as sunlight, wind, rain, tides and geothermal heat. It
has a smaller carbon footprint compared to energy generated by burning fossil fuel
such as coal and oil. Climate change concerns, coupled with high oil prices, and
Am
government support and incentives are driving the generation and user demand for
renewal energy. It is also known as green energy or clean energy.
7. Green software: Environmentally friendly software that helps improve the environment
by consuming less energy to run or by assisting other things going green. It is also
features characteristics that make its code or modules reusable.
(c)

Unhelkar.
Green Computing 269
Further Readings
Notes
e
li n
On
2008, 11(3), 2008.
(8), August, 2007.
ity

State true or false
1.
2.
3.
True
True
True
ers
4. True
iv
5. True
Fill in the blanks

Un
1. green web
2. Brighter Planet
3. Local Harvest
4. Environmental Protection
ity
5. Widgetbox
Am
(c)

270 Green Computing
Unit -3.5: Green Grid framework

Notes
e
Objectives:
li n
●● Understand green grid and renewable energy.

●● Learn about smart grid architecture.
On
●● Comprehend components of smart grid.
Introduction
ity
iv ers
End users, politicians, technology providers, facility architects, and utility
Un
corporations make up the Green Grid, a nonprofit, open industry cooperative. It’s a
cooperative project aimed at increasing the energy efficiency of data centres and
corporate computing systems.
To achieve its purpose, the Green Grid tries to link global industry initiatives,
produce a uniform set of criteria, and prepare technical resources and educational aids.
ity
With the advancement of technology, data centres have evolved significantly. As

a result of increased corporate demands, the number of data centres has expanded
dramatically, resulting in a huge number of these high-energy centres. IT equipment
was predicted to be responsible for 2% of global carbon emissions in 2011. As a
result, data centre administrators are focused on devising techniques to make data
Am
centres more resource efficient. The Green Grid aspires to be a global leader in the
development of resource-efficient data centres and commercial computing platforms.
Level 2 reflects current best practices in data centre efficiency, whereas Levels 3
-5 are aimed to provide direction to firms who are ready to establish new data centres,
according to the Green Grid’s data centre maturity model, which comprises levels 0-5. All
data entry managers, designers, and vendors can use the Green Grid as a single road
(c)
map. The model can be viewed as a tool for data centre owners and operators to provide
high-level descriptions of technologies and plans for improving energy efficiency.

Green Computing 271

Notes
e
li n
On
ity
iv ers
Green computing is about lowering our carbon footprint and discovering efficient
Un
ways to use our ever-advancing technological resources, such as the CPU design, a
computer’s software and hardware, as well as maximizing energy efficiency over the
course of a computer’s lifespan. A green computer has numerous definitions, but
this unit focuses on the environmental aspect of it and how we may assist in “green
computing” with green projects such as power and cloud computing. After it was
discovered that computer development played a significant influence in carbon
ity
emissions, contributing to global warming and the destruction of our planet as we know
it, the phrase “green computing” was coined. Green computing was and continues to
be a concept aimed at helping to enhance computers as a whole and produce a better
and more effective understanding of practices such as the use of energy-saving CPUs,
servers, and technological breakthroughs, as well as resource conservation.
Am
(c)

272 Green Computing

Notes
e
li n
On
ity
iv ers
Un
A smart grid is an electrical system that incorporates a number of operational and

energy-saving features, such as:
ity
●● Infrastructure for advanced metering (of which smart metres are a generic name
for any utility side device even if it is more capable e.g. a fibre optic router)
●● Home control and demand response are integrated into smart distribution boards
and circuit breakers (behind the metre from utility perspective)
Am
●● Smart appliances and load control switches are frequently financed by efficiency
improvements in municipal initiatives (e.g. PACE financing)
●● Renewable energy resources, such as the ability to charge parked (EV) batteries
or bigger arrays of batteries recycled from these, as well as alternative energy
storage.
●● Resources that are energy efficient
(c)
●● Enough utility-grade fibre broadband to link and monitor everything above, plus
wireless backup. Sufficient spare capacity, if “black,” to ensure failover, which is
frequently rented for income.

Green Computing 273
The Energy Independence and Security Act of 2007 (EISA-2007), which was
approved by the US Congress in January 2007 and signed into law by President Notes
e
George W. Bush in December 2007, offered the first formal definition of Smart Grid. The
following is a description of Title XIII of this bill, which includes ten features that might
li n
be regarded a definition for Smart Grid:
“It is US policy to support the upgrading of the nation’s energy transmission and
distribution system in order to maintain a dependable and secure power infrastructure
On
that can meet future demand increases and to achieve each of the following, which
combined describe a Smart Grid:”
1. Increased use of digital information and control technologies to improve the

electric grid’s dependability, security, and efficiency.
2. Grid operations and resources are dynamically optimized, with full cyber-security.
ity
3. Deployment and integration of distributed generation and resources, including
renewables.
4. Demand response, demand-side resources, and energy-efficiency resources
are being developed and implemented.
5.
6.
ers
Use of “smart” technology (real-time, automated, interactive technologies that
maximize the physical operation of appliances and consumer gadgets) for
metering, grid communications, and distribution automation.
The use of ‘smart’ products and consumer electronics.
iv
7. Advanced electricity storage and peak-shaving technologies, such as plug-in
electric and hybrid electric vehicles, and thermal storage air conditioning, are
being deployed and integrated.
Un
8. Providing timely information and control alternatives to consumers.

9. Development of communication and interoperability standards for appliances
and devices connected to the electric grid, as well as the grid’s infrastructure.
10. Identifying and removing unjustifiable or unnecessary impediments to smart
grid technology, techniques, and services adoption.”
ity

Am
(c)

274 Green Computing
Smart grid is a collection of advanced technologies (components) that are being

Notes implemented at varied rates and in a variety of contexts around the world. These
e
elements are influenced by the desirability of the local market, compatibility with existing
technologies, regulatory measures, and investment policies. A smart grid is an electrical
li n
grid that delivers electrical electricity to clients using computer-based remote control
and automation. The continuous advancements in smart grid technology can be used
to make a power distribution system more intelligent, efficient, and secure in order to
improve the supply of electrical power.
On
Distribution lines and substations (substation automation and, increasingly, digital
substations), technologies and mechanisms to prevent power outages and ensure
power quality (availability, reliability, etc.), the integration of energy from various sources
with an increased focus on “green energy,” smart power generation, sensing along
transmission lines, and power system automation are some of the other elements of a
smart grid.
ity
The Green Grid is one industry group that has a lot of clout when it comes to
creating data centre standards. This trade group promotes user-centric models and
measurements, as well as energy efficiency standards, processes, and efficient data
centre technologies. The extensive usage of the Power Usage Effectiveness (PUE) and
ers
Data Centre Efficiency (DCE) measures for measuring energy efficiency demonstrates
the Green Grid’s effect on IT workers. The EU also publishes and promotes the EU
Code of Conduct on Data Centers, which states that the “Code of Conduct is a
voluntary commitment of individual companies that own or operate data centres with
iv
the goal of reducing energy consumption through the adoption of best practises within a
defined timeframe.”

Un
State true or false
1. Smart grid is a collection of advanced technologies (components) that are being

implemented at varied rates and in a variety of contexts around the world. These
elements are influenced by the desirability of the local market, compatibility with
existing technologies, regulatory measures, and investment policies.
ity
2. A smart grid is an electrical grid that delivers electrical electricity to clients using
computer-based remote control and automation.
3. A green computer has numerous definitions, but this unit focuses on the environmental
aspect of it and how we may assist in “green computing” with green projects such as
Am
power and cloud computing.
Fill in the blanks

1. _________ is a nonprofit, open industry consortium committed to improving the
resource efficiency of data centres and business computing ecosystems.
2. _________ it is an economy that results in improved human well-being and social
equity, whilst significantly reducing environmental risks and ecological scarcities.
(c)
3. ________ is the energy generated from natural and renewable (i.e. naturally
replenished) resources such as sunlight, wind, rain, tides and geothermal heat.

Green Computing 275
4. _________ is about lowering our carbon footprint and discovering efficient ways
to use our ever-advancing technological resources, such as the CPU design, a Notes
e
computer’s software and hardware, as well as maximizing energy efficiency over the
course of a computer’s lifespan.
li n
5. The Energy Independence and Security Act of 2007 (EISA-2007), which was
approved by the US Congress in January 2007 and signed into law by President
_________ in December 2007, offered the first formal definition of Smart Grid.
On
Summary
●● The Green Grid is a non-profit industry partnership that brings together end-users,
policymakers, technology vendors, building architects, and utility companies to
increase data centre resource efficiency. It had over 175 member companies at
one point. As of 2021, membership costs $3000.
ity
●● As the number of data centre facilities that house a growing amount of IT
equipment grows, so does the number of business demands. Electrical power,
cooling, and space are all limited resources for data centre management.
●● End users, politicians, technology providers, facility architects, and utility
●●
corporate computing systems.
ers
corporations make up the Green Grid, a nonprofit, open industry cooperative. It’s a
cooperative project aimed at increasing the energy efficiency of data centres and
Green computing is about lowering our carbon footprint and discovering efficient
ways to use our ever-advancing technological resources, such as the CPU design,
iv
a computer’s software and hardware, as well as maximizing energy efficiency over
the course of a computer’s lifespan.
●● The Energy Independence and Security Act of 2007 (EISA-2007), which was
Un
approved by the US Congress in January 2007 and signed into law by President
George W. Bush in December 2007, offered the first formal definition of Smart
Grid.
●● A smart grid is an electrical grid that delivers electrical electricity to clients using
computer-based remote control and automation. The continuous advancements
ity
in smart grid technology can be used to make a power distribution system more
intelligent, efficient, and secure in order to improve the supply of electrical power.
●● The Green Grid is one industry group that has a lot of clout when it comes to
creating data centre standards. This trade group promotes user-centric models
Am
and measurements, as well as energy efficiency standards, processes, and

efficient data centre technologies.
Activity
1. Prepare a presentation on the topic “Green Grid”.
2. Formulate a case study describing smart grid architecture and its importance in
green computing.
(c)

1. Define green grid. Briefly explain its link to renewable energy.

276 Green Computing
2. Write a short note on smart grid architecture.

Notes
e
3. What are the components of smart grid?
4. Define renewable energy.
li n
5. What do you understand by recycling in terms of renewable energy in green IT?
Glossary
1. Green Grid: it is a nonprofit, open industry consortium committed to improving the
On
resource efficiency of data centres and business computing ecosystems.
2. Green calculator: A tool that determines the environmental impact (carbon footprint)
and energy consumption and cost of a product, system, process or service.
3. Green data centre: A data centre in which IT systems, air-conditioning systems,
electrical and mechanical systems and the buildings that house the data centre are
ity
designed and operated for maximum energy efficiency, low carbon footprint and
minimum environmental impacts.
4. Green economy: An economy that results in improved human well-being and social
equity, whilst significantly reducing environmental risks and ecological scarcities. It is
ers
a low-carbon, resource-efficient and socially inclusive economy. In a green economy,
growth is driven by initiatives that reduce carbon emissions and pollution, enhance
energy and resource efficiency and prevent the loss of biodiversity and ecosystem
services.
iv
5. De-manufacturing: The process of dismantling electronic equipment for scrap metals
reclamation and component recovery.
6. Recycling: A series of processes – collection, separation and processing – for
Un
recovering and reusing products and raw materials, in lieu of disposing them as
waste in landfills.
7. Renewable energy: The energy generated from natural and renewable (i.e. naturally
replenished) resources such as sunlight, wind, rain, tides and geothermal heat. It
has a smaller carbon footprint compared to energy generated by burning fossil fuel
such as coal and oil. Climate change concerns, coupled with high oil prices, and
ity
government support and incentives are driving the generation and user demand for
renewal energy. It is also known as green energy or clean energy.
8. Green Business Architecture: A four-layered architecture that deals with keeping
organization’s environmental footprint small; reducing waste; measuring, monitoring,
Am
mitigating, and monetizing the carbon emissions.
Unhelkar.
(c)
Further Readings

Green Computing 277

Environment, Protecting Profits, The Aberdeen Group, September, 2006. Notes
e
li n
2008, 11(3), 2008.
On
(8), August, 2007.
6. Belday, C., Rawson, A., Pfleuger, J. and Cader, T. (2008) Green Grid Data
Centre Power Efficiency Metrics: PUE and DCIE, Green Grid, http://www.
thegreengrid.org/Global/Content/white-papers/The-GreenGrid-Data-Center-
ity
Power-Efficiency-Metrics-PUE-and-DCiE (accessed April 2012).
7. Rawson, A., Pfleuger, J. and Cader, T. (2008) Green Grid Data Center Power
Efficiency Metrics, Consortium Green Grid, http://www.thegreengrid.org/Global/
Content/white-papers/The-Green-Grid-Data-Center-PowerEfficiency-Metrics-
8.
PUE-and-DCiE.
ers
Addy, R. (2007). Effective IT Service Management to ITIL and Beyond! Berlin
Heidelberg, Springer.
9. Beal, A. (2011). Role of business analysis in Green ICT. In B. Unhelkar, ed.,
iv
Handbook of Research in Green ICT. IGI Global, Hershey, PA, USA.
10. Bhalla, I. and Chaudhar y, K. (2011). Applying service oriented architecture
and cloud computing for a greener traffic management. In B. Unhelkar, ed.,
Un
Handbook of Research in Green ICT. IGI Global, Hershey, PA, USA.

State true or false
1. True
ity
2. True
3. True
Fill in the blanks

Am
1. Green Grid
2. Green economy
3. Renewable energy
4. Green computing
5. George W. Bush
(c)

278 Green Computing
Module -IV: Green Compliance

Notes
e
Structure:
li n
4.1 Socio-cultural aspects of Green IT
On
ity
4.2 Green Enterprise Transformation Roadmap
4.3
ers
Green Compliance
iv
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4.4 Emergent Carbon Issues: Technologies and Future.
ity

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(c)

Green Computing 279
Unit -4.1: Socio-cultural aspects of Green IT

Notes
e
Objectives:
li n
●● Understand social impact of green IT.

●● Learn about green social stakeholders.
On
●● Comprehend green it ethics and code of conduct.
●● Analyze role-based view of green IT.
●● Evaluate communications in green transformation projects.
●● Learn about green virtual communities.
ity
Introduction
To condemn is stupid and easy, but to understand is arduous, requiring pliability
and intelligence … Condemnation or identification is a barrier to understanding.
iv ers - J. Krishnamurti
Un
ity
Am
This chapter examines the importance of the sociocultural side of Green IT,
as it is a critical and subjective component of green enterprise transformation. This
conversation is important for taking a holistic approach to transformation and is not
limited to an organization’s technologies and processes. The social dimension of Green
IT was previously highlighted as one of the four dimensions or channels through which
a business might transition into a green firm. The author of this chapter discusses his
social conception of Green I T and the changes that it causes in an organization’s
(c)
sociocultural framework. Apart from the organization’s employees, commercial partners,

and senior management, the sociocultural impact of Green IT is felt by those in the
community who aren’t affiliated with the company. The shift to a green enterprise affects

280 Green Computing
a variety of stakeholders in different ways, and knowing what they are can help an
Notes organisation prepare for the transition.
e
One of the six critical drivers of Green IT is sociocultural and political challenges.
li n
The social dynamics of the company alter as it evolves into a green organisation, in
order to complement the green working culture and attitude. These social dynamics
have an impact on people’s lives outside of work, including their personal and family
lives. Green initiatives in an organisation have a far-reaching impact on employees’
On
working lifestyles that extends beyond their immediate workplace. For example,
when a company implements a telework/telecommuting programme to reduce
carbon emissions, the employees’ commuting patterns are affected. This, in turn, has
a negative impact on their personal lives. The human relations (HR) department’s
participation and contribution will be required for a complete green enterprise
transformation programme. Because different persons are touched differently by the
green transformation of the organisation, the social consequences of green IT are
ity
typically subjective. Employees with families, for example, who must travel significant
physical distances during rush hour traffic, may rely heavily on remote access and
mobile computing to work from home. HR will enable the separation and definition of
these positions based on individual experience with this form of work, as well as the
ers
identification of non-customer facing roles inside the firm.
The social dimension of Green enterprise transformation is a subjective matter that

requires the integration of individuals’ tacit knowledge and opinions, as well as explicit
knowledge contained in databases.
iv
The fact that numerous stakeholders have different interests, are operating at
different levels, and are progressing at different speeds adds to the complexity of this
social dimension of Green IT. In a social sense, the rate of change in Green I T for
Un
these stakeholders is a subjective aspect of the transition.
As indicated in Figure below, society, government, industry, and organisations

are all involved in and affected by the changes brought about by Green IT at various
levels and at diverse speeds. As demonstrated in Figure below, each department or
business unit inside the organisation is more agile than the organisation as a whole.
Finally, if individual employees within such business divisions wish to change, they can
ity
do so almost instantaneously. Individual attitudes and preferences, on the other hand,

play a role at this level. Personal preferences can change quickly for each individual,
but they also provide a significant issue due to their subjective nature and, in some
cases, vested interests prioritizing carbon reduction. As a result, developing Green
Am
IT policies with consensus and putting them into effect at all levels of the business,
from the top down to department heads and team leads, is critical. The effectiveness
of green transformation improvements is determined on the changes in leadership.
The leadership’s decisions and practice of Green IT contain a significant element of
subjectivity. Furthermore, the organization’s leaders participate in consortiums on behalf
of the organisation. Thus, at the industrial level, the organization’s leaders and decision
makers play a critical role in debating, debating, and reaching a consensus on policies
and practises that can be accepted by a consortium of green organisations.
(c)
Greening an entire society necessitates the adoption of green ethics, morals,

value systems, and attitudes by numerous strata of people. It complicates societal
environmental changes much more than organizational and governmental adjustments.
Green Computing 281
While a government can effect change through the ratification and conversion of
agreements into legislation, changes in society are dependent on protocols and Notes
e
understanding that are “in grown.” As a result, the social dimension of Green IT
necessitates a study of these broad issues. The success of a green enterprise
li n
transformation depends on not treating each dimension separately, but rather focusing
on each one while taking into account the others.
On
ity
iv ers
Un
Relative speed of change in green enterprise transformation
Initial efforts by business units at green transformation face the social barrier of
resistance to change. Most management literature discusses intrinsic reluctance
to change, and this applies to green changes as well. In addition to overcoming this
resistance, it is necessary to understand the differences in how resistance to green
ity
transformation manifests itself in various industry sectors. For example, how Green
IT rules, procedures, and practises are interpreted in the banking industry is likely to
differ from how they are interpreted in the mining sector. Individuals working in banks
may focus on improving financial transaction procedures, whereas those working in
mines may concentrate on how they dig for and extract gold or oil. Staff in a hospital,
Am
for example, will interpret the green initiative with a focus on patient care and bio
wastage, as opposed to, say, the education sector, where the focus will be on laptops
and networks used in schooling. The government is also active in these actions and
interpretations with various industry sectors, such as supporting shared results,
giving incentives, agreeing on commonly accepted penalties, and facilitating trade
agreements. While industrial sectors and the market can select the best solutions,
government assistance and support can have a good impact on the subjective
(c)
component of such solutions.
Green IT training and awareness can help deal with the subjective nature of
green transformation. This is especially true if the message is clear, consistent, and

282 Green Computing
consensus-based. Social values shift with time, and green consciousness becomes
Notes “inbuilt” in a new generation of people. Such sociocultural revolution takes time, and it
e
must be balanced against economic levers and any market-driven structure that may be
imposed.
li n
On
ity
iv ers
Individuals, government, and society are all involved in discussions about the
social aspects of Green IT. Individuals, on the other hand, play multiple roles: as an
individual, as a member of a family or social group, as a member of a commercial,
Un
academic, or political organisation, and as decision makers.
Individuals are becoming increasingly interested in learning about the organisations

with which they are affiliated, their beliefs, and their environmental performance.
Environmental responsibility has an impact on the structure and operation of
businesses as well as the society in which they operate. As previously stated in
previous units, a company’s involvement leads to what is commonly known as
ity
corporate social responsibility (CSR).

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(c)

Green Computing 283

Notes
e
li n
On
ity
Increasing and improving the opportunity for physical (face-to-face)
communications among the varied stakeholders is one of the most essential strategies
ers
to deal with cross-cultural difficulties in long-term green transformation. Physical
communications, while more difficult, can aid in the management of cross-cultural
challenges, particularly when the transformation plan is followed. For a successful
transition to a green organisation, information flow between diverse groups of
employees in different regions, backed by organizational change management, is
iv
essential.
In order to achieve global green effort, concerns relating to collaborative

Un
groups of individuals and organisations must be examined. Individual preferences,

corporate policies, government rules, social conventions and practises, and
ethical codes of conduct are among the difficulties they face. In fact, the Green IT
movement is influenced by different age groups, their preferences as customers,
employees, and regulations, as well as their sociocultural backgrounds. As a result,
the greening of a business continues to reveal a substantial subjective element to it.
Successful transformations recognize and incorporate the subjective aspect into their
ity
transformation plans. Age groups, occupations, cultural upbringing, special needs, and
education are some of the factors that appear to influence these individual perspectives.
The table below lists some of these people’s perhaps subjective perspectives on
Am
environmental issues. The table below also shows the typical activities carried out by
each of these groups of people, as well as the environmental effects of these activities.
These points of view can be found at various stages of social transformation.
The table below depicts the various perspectives and effects of various roles in
society.
These identical positions, with their potentially different vantage points, have an
impact on the roles within the company.
(c)

284 Green Computing
Views of Various Cross-Sections of Society (Children, Elderly, Tax Payers,

Notes Households, Sports People, Defense, etc.) on Environmental Initiatives
e
li n
On
ity
iv ers
Un
ity
Am
(c)

Green Computing 285

Notes
e
li n
On
ity
A code of ethics for green IT is required. Individuals and organisations might
ers
aim to follow a code of conduct that extends current IT professional codes of conduct
and adds green-specific requirements. It is critical to have such a code of conduct,
especially because Green IT is a relatively new profession compared to, example,
medicine or building. Green IT can have a common outlook, a common set of
behaviors, and a common understanding if it has an ethical foundation, which is molded
iv
by practitioner experiences, case studies, and work experiences. Green IT ethics are
intended to provide as a set of standards for interpreting what is commonly held to be
right or incorrect. The Green IT code of ethics, like the IT ethical code, must address
Un
the seven areas of Information Criteria: effectiveness, efficiency, confidentiality, integrity,

availability, compliance, and reliability (based on ACM).
The IT profession has debated, created, and promoted ethics and professional
codes of conduct through its various associations. These codes define what is expected
of individuals who follow them in terms of professional behavior. Green IT is even more
new than IT, which is still a budding profession when compared to, say, medicine or
ity
construction. As a result, having an ethical foundation will enable Green IT to have

a common point of view, a common set of behaviors, and an understanding that is
molded by practitioner experiences, case studies, and work experiences. Green I
T ethics are meant to provide guidelines for interpreting what is usually thought to be
Am
right or incorrect. As they pertain to Green IT, these ethical codes should extend on
seven areas of information criteria: effectiveness, efficiency, confidentiality, integrity,
availability, compliance, and dependability (based on ACM).
It’s important diving into these ethical norms of conduct as they apply to Green
IT while examining the social aspect of Green IT. Individuals working as workers
and consulting experts, as well as businesses that subscribe to the Green IT code of
conduct, can use it to supplement and reinforce their expectations and practises.
(c)
It is especially useful in a new domain like Green IT, where concerns such as the
authenticity of carbon statistics and communication methods surrounding Green IT
might arise and flourish.

286 Green Computing
The general public, school-aged children, and likes, all the way up to a data centre
Notes director, are among the audiences for Green IT communications. What is being studied,
e
debated, and investigated in terms of a clean energy economy must be communicated
li n
honestly. Another area where a Green IT ethical code of conduct can provide a useful
starting point is honesty in communication and reporting. It’s critical to comprehend and
explain terminology like energy efficiency, renewable energy, and carbon neutrality in
layman’s terms. Similarly, it is critical to isolate vested interest organisations that might
begin a possible misinformation campaign. Green IT ethics and codes of conduct can help
On
to regulate such activities and offer clarity and a positive focus to green data, information,
and knowledge, resulting in reliability and trust in green data, information, and knowledge.
Green IT must ensure that the transformation of the firm to a green organisation
benefits society and human well-being from an ethical standpoint. Furthermore, a code
of conduct provides instructions and guidance to the organisation that subscribes to
it in order to remain compliant. While evaluating IT systems, analyzing potential risks,
ity
and considering their consequences, the green transformation process must assure
continuing compliance.
While the Green IT code of conduct just adds to and extends on existing
ers
professional norms, it is critical to foster confidence among Green IT experts, users,
and consumers of Green IT efforts, as well as the general public. “Ethics includes being
rational and having excellent grounds to justify the choices we make,” writes McDermid
(2008). A widely publicised Green IT code of conduct can go a long way toward creating
and maintaining a high ethical standard in this still-developing field.
iv
The statements and potential benefits of having a Green IT code of conduct are
listed below.
Organizations that adhere to the Green IT code of ethics will:

Un
●● Accept a fundamental obligation for businesses to reduce carbon emissions in

all of their operations.
●● Observetal honesty in the recording, analyzing, and reporting of carbon
data—both manually and through IT systems.
●● Ensure that the carbon reduction effort is carried out in a socially responsible
ity
manner, with no harm to those who are participating in the reduction effort
(this is especially crucial in the healthcare sector).
●● Ensure continuous effort at all levels of IT—architecture, design, development,
testing, deployment, and maintenance—of hardware, software, and
Am
networks to reduce carbon emissions (this code extends beyond operation

and maintenance and focuses on the design elements of IT hardware and
systems).
●● Ensure continuous carbon reduction efforts in procurement, operation, and
disposal.
●● Promote confidentiality and honesty within the organisation and the IT
profession (this will help to build public trust).
(c)
●● Maintain the confidentiality and security of carbon data and information (both
within the organisation and in terms of how this data interacted with regulatory
and compliance portals).

Green Computing 287
●● Make the carbon statistics available to the general population.

Notes
e
●● Avoid green washing or promoting the organization’s carbon reduction efforts
incorrectly.
li n
●● Contribute to the global development of Green IT standards and their
implementation in practice.
●● To expand the general body of knowledge, ensure involvement in industry and
research surveys, including workshops.
On
●● Attempt to use all developing technology to cut current carbon emissions and
to prevent future carbon emissions from corporate activities.
●● Attempt to preserve the accuracy of carbon data by conducting regular checks
and audits.
●● Maintain the confidentiality and security of carbon data.
ity
●● Contracts, obligations, protocols, and agreements related to Green IT and
carbon trading must be followed.
●● Promote public awareness of carbon emission issues, particularly in the
context of the industry sector in which the individual or organisation operates.
●●
●●
carbon emissions.
ers
All company actions should be prioritized based on their ability to reduce
Adhere to these ideals and strive to develop values that are based on the new
green world order.
●● Ensure a high level of proficiency in all carbon-related tasks, such as carbon
iv
data measurement and reporting.
●● Represent carbon-related “skills, knowledge, service, and product” honestly.
Un
●● Attempt to collaborate with other departments within the company to lower the
overall carbon impact.

The diverse positions within a company demonstrate the subjectivity of Green IT.
For example, a decision maker is primarily concerned with the return on investment
ity
(ROI) from green initiatives, whereas an engineer is concerned with improving design
and manufacturing processes.
Various responsibilities influence green IT projects and their subjective perceptions.

In the last section, we looked at common roles in society, which are summarized in the
Am
table below.
When it comes to organizational stakeholders, these responsibilities inside a

company need to be thoroughly investigated. The goal of this role-based study is to
better understand the subjectivity and personal interests that different roles might have
in pursuing and supporting green transitions.
The figure below depicts the numerous roles that took part in the Trivedi and
(c)
Unhelkar (2009) survey and were analyzed. While these demographic facts are
fascinating from a scientific and statistical standpoint, it’s also worth considering the
survey participants’ responsibilities. Twenty percent of respondents were industry
decision makers who would be making the strategic decision to embark on a green

288 Green Computing
enterprise transformation based on available ROI figures. It’s also worth mentioning
Notes that only roughly 2% of those surveyed worked as environmental regulators. The survey
e
was distributed across several jobs and used as the foundation for Trivedi’s more in-
depth investigation (2011). The Green IT subjective viewpoints or areas of interest
li n
related to these roles are shown in the table below.
The study also looked into numerous industry sectors and the perspectives of the
roles listed in the table below. It has been discovered that attitudes toward Green IT
On
differ based on the industry sectors.
As a result, green IT projects continue to have a broad subjective impact on

individuals and their jobs at work. As a result, the way people are organized and
operate inside organisations is affected. The establishment of attitudes concerning
carbon emissions and their influence on the workplace is a significant barrier to
society’s transformation to a carbon-conscious culture (Godbole, 2009). Mobile
ity
communications technologies, for example, have an impact on attitude formation since
they can entirely transform the way work is done.
As a result, this use of mobility must be investigated in the context of Green IT’s
social dimension.
iv ers
Un
ity
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Role-based view of Green IT

(c)

Green Computing 289
Roles within Organization and Their Subjective Viewpoint

Notes
e
li n
On
ity
iv ers
The impact of Green IT on individual working lifestyles is depicted in the diagram
Un
below. In the diagram below, the gap between the place of work and the location of
dwelling is bridged using a variety of methods. Physical transportation (the traditional
way of working) is followed by land-based or wired connections and, finally, completely
location-agnostic mobile communications.
The carbon content of the procedures followed by these employees is directly

influenced by the employment of these various communication tools. Mobility,
ity
for example, allows the office to be location-independent; as a result, it is not

commonplace for employees to work from a client site, a vendor site, or any other
location other than a permanent office location. Knowledge workers (consultants, for
example) and service providers (telecom engineers or insurance agents on site visits,
Am
for example) can easily work through a “mobile office.” This type of mobile office, which
is also a virtual office, can deliver significant carbon savings as well as social benefits.
The energy saved by reducing commute time to and from work or by completing
a sales transaction on the spot with a mobile device must also be calculated and
compensated for. The ability to access back-end databases instantly, meeting business
partners in a dynamic mode by making instantaneous changes to negotiating stances
are all excellent business benefits that are always pursued by businesses; however,
(c)
these same benefits also have a carbon saving advantage due to reduced people
movement and optimized processes through mobile computing devices.

290 Green Computing
Notes
e
li n
On
ity
ers
Green IT influencing working lifestyle
The need to modify business models and management, incorporating the use
of collaborative technology (e.g., desktop sharing, image sharing, as well as social
networking platforms such as blogs, Wikis, Twitter, and Facebook) is the effort from an
iv
organizational perspective. The virtual desktop, which was described in earlier courses
while discussing virtualization, allows users to share work by allowing collaborative use
of resources. As a result of these collaborative technologies, activities can be shared,
Un
completion times are shortened, and carbon emissions are reduced.
The employment of the aforementioned technology creates a collaborative

workplace that reduces the company’s carbon footprint. Collaboration alters social
dynamics both within and outside of the company. Changes in workplace relationships,
HR policies and procedures, and legal and ethical duties of both the organisation and
the workers are all part of this transformation.
ity
Green IT is Instrumental in engendering these aforementioned changes, hence

increasing the organization’s corresponding skills. The Green IT transformation
framework is also effective in ensuring that the improvements can be demonstrated
using Green IT KPIs (Trivedi and Unhelkar, 2009). For example, the reduction
Am
in commuting as a result of these initiatives, as well as the related reduction in

infrastructure and building facilities, results in significant carbon savings for the
company, which must be accounted for in those measures. The HR department of an
organisation will be involved in ensuring that these Green IT developments do not have
a negative impact on an individual worker’s working lifestyle. The reduction in travel and
potential boost in job satisfaction are two of the many side effects of reducing carbon
emissions.
(c)
Environmental intelligence’s underlying technologies and methods have also been

utilized to rearrange processes that have a societal impact. Bhalla and Chaudhary
(2011), for example, have highlighted the intelligent use of environmental intelligence

Green Computing 291
systems that dynamically compute journey durations and traffic congestion and, as a
result, advise motorists in a way that minimizes travel times, vehicle idling times, and Notes
e
traffic flow. Gala and Unhelkar (2009) have also discussed the impact of actors’ attitudes
and sociocultural backgrounds on mobile phone usage that may have an impact on
li n
Green IT. These are initiatives in the Green IT domain that have a direct impact on a
broad cross-section of society in general, and people’s working lives in particular.
On
ity
ers
From a green perspective, effective organizational communication relies on
developing and comprehending explicit technologies and procedures, as well as
iv
implicit green attitudes. Communication about technologies and processes is relatively
simple, but communication about changing attitudes is not. The subjectivity of Green IT
attitudes necessitates communication on several levels and in various formats. Green
Un
IT communication include the goal, content, channel, frequency, entities involved,

feedback, and interactivity.
Interactions among people, departments, organisations, and governing bodies

are all part of the green transformation process. To convey corporate values, foster
teamwork, and establish strong ties within and outside of a business, communication is
essential between internal departments of organisations.
ity
Instruction in the development and maintenance of transformed green process

is part of the organizations’ internal communication. Improvements to processes and
centralized knowledge management systems must also be communicated.
Am
Employees and consumers will be better able to understand the realities of

Green IT within the firm if there is good communication. From a green perspective,
effective organizational communication focuses on creating a knowledge of the explicit
technologies and processes, as well as the implicit green attitude.
“There are two major important areas of communication:
●● Within the organization—between managers and employees.

(c)
●● Outside of the organization—with the customers, partners, and regulators.”
Management has the ability to control communication within the organisation.

Standard documents, emails, spoken phone calls, and so on are examples of these

292 Green Computing
types of communications. This message is intended to encourage employees to follow

Notes the rules. The Green IT initiative’s internal communication includes a mix of official and
e
informal communication.
li n
Outside of the organisation, communication must be more official. The format,
frequency, and manner of communication are also governed by regulations. Many of
these external compliance and regulatory communications will be standardized and
presented online, based on the simplified description of web services. Table below
On
outlines the main modes of communication and their consequences for Green IT.
ity
ers
iv
Un
ity
The subjective socialization processes are required for the creation of new explicit
Am
bits of knowledge. This is especially true in a virtual world where teamwork is essential
for success. As a result, social alliances play a significant role in environmental
intelligence, allowing partnered firms to get access to and share each other’s
customers, suppliers, and general markets. Such collaboration, capitalization, and
utilization of local know-how opens up opportunities for all participating enterprises to
cut overall carbon emissions.
(c)
The differences in partnering firms that are coming for a distinct “geopolitical”
climate, with various social and cultural value systems, can be exploited to their
advantage if these collaborating organizations share a shared objective to minimize
carbon emissions.

Green Computing 293
For example, in order to lower the overall carbon content of the final products, a
chip producer in Korea providing electronic chips for items built in China and supplied Notes
e
through alliance partners in the United Kingdom and Australia will have to work
together. A bank in Hong Kong that wants to develop its markets in the United States
li n
through a subsidiary is another example of a collaborative services method. If the
carbon content of the entire collaborative process has to be lowered, the sociocultural
value systems of the markets, lending rules and processes, and individual employee
attitudes will all come into play. Because of the differences in political, legal, and
On
sociocultural systems, collaborations allow firms to sell and serve far-flung markets,
but they also necessitate care from a carbon standpoint. To evaluate and mitigate
carbon reduction, collaborations have a higher responsibility to comprehend and
use differences in cultural nuances of business partners. If both organisations are
committed to reducing carbon emissions, best practises from one partner can readily
percolate into best practises from the other.
ity
A virtual community is formed through social networks that allow people to
engage regardless of their location or political affiliation. Green virtual communities
are social groups that meet outside of organizations to discuss and create opinions on
environmental issues. These virtual communities can begin as a Facebook page and
are not necessarily managed.
ers
People spend more time in virtual communities because they are both beneficial
and environmentally friendly. Reduced travel and physical movements are implied.
Forums, blogs, Twitter, and Facebook are examples of social networks that facilitate the
iv
formation of social groups based on shared interests. Virtual communities go a long
way toward forming consensus and opinion on green activities, as well as allowing
knowledge on environmental sustainability to be shared.
Un
Virtual communities generate new information, which is then formalized as explicit

knowledge and incorporated in the organization’s knowledge management systems.
Green enterprise transformation also entails a degree of generalization that can be
used in a variety of contexts. Socialization and virtual communities’ aid in the production
of subjective green knowledge, which can subsequently be codified and made explicit.
According to Ipe (2007), Nonaka (1994), and Konno (1994), socialising turns
ity
specific codified knowledge into new tacit knowledge, driving behavior change (1998).
Virtual communities aren’t just for simulating subjective and social knowledge.
In the creation and maintenance of data centres, social networks can participate in
collaborative efforts from a group of organisations rather than a single organisation.
Am
Because data centres serve as the backbone of Internet-based communication both

within and outside the enterprise, this is true. The “Green Grid,” for example, is a global
consortium (akin to a social network) dedicated to improving energy efficiency in data
centres and commercial computing environments. HP, IBM, Intel, Microsoft, Rackable
Systems, SprayCool, Sun Microsystems, and VMware are among the members of the
collaboration. The goal of this collaboration is to give industry-wide recommendations
on best practises, measures, and technologies that will help data centres become more
(c)
carbon efficient.
Finally, the relevance of the social dimension of the green enterprise transformation
was stressed in this chapter. Individual issues, subjectivity, and the impact of green

294 Green Computing
initiatives on people’s lifestyles were discussed. A suggested Green IT ethical code was
Notes discussed with the goal of using it as a jumping off point for further discussion. Similarly,
e
the SFIA skill set and levels were mapped to the Green IT jobs, paving the way for the
firm to establish a full green HR function.
li n
State true or false
On
1. Green initiatives in an organisation have a far-reaching impact on employees’
working lifestyles that extends beyond their immediate workplace.
2. The fact that numerous stakeholders have different interests, are operating at
different levels, and are progressing at different speeds adds to the complexity of
this social dimension of Green IT.
3. Greening an entire society necessitates the adoption of green ethics, morals, value
ity
systems, and attitudes by numerous strata of people.
4. Green IT must ensure that the transformation of the firm to a green organisation
benefits society and human well-being from an ethical standpoint.
5.
ers
From a green perspective, effective organizational communication relies on
implicit green attitudes.
Fill in the blanks

iv
1. The ____________ (HR) department’s participation and contribution will be required
for a complete green enterprise transformation programme. Because different
persons are touched differently by the green transformation of the organisation, the
Un
social consequences of green IT are typically subjective.

2. The carbon content of the procedures followed by the employees is directly influenced
by the employment of these various ___________ tools.
3. The differences in partnering firms that are coming for a distinct “_________” climate,
with various social and cultural value systems, can be exploited to their advantage
if these collaborating organizations share a shared objective to minimize carbon
ity
emissions.
4. CSR stands for ________.
5. __________ and virtual communities’ aid in the production of subjective green
Am
knowledge, which can subsequently be codified and made explicit.
Summary
●● The social dimension of Green IT was previously highlighted as one of the four
dimensions or channels through which a business might transition into a green
firm. The author of this chapter discusses his social conception of Green I T and
the changes that it causes in an organization’s sociocultural framework.
(c)
●● One of the six critical drivers of Green IT is sociocultural and political challenges.
The social dynamics of the company alter as it evolves into a green organisation,
in order to complement the green working culture and attitude. These social

Green Computing 295
dynamics have an impact on people’s lives outside of work, including their

personal and family lives. Notes
e
●● Green initiatives in an organisation have a far-reaching impact on employees’
li n
working lifestyles that extends beyond their immediate workplace. For example,
when a company implements a telework/telecommuting programme to reduce
carbon emissions, the employees’ commuting patterns are affected.
●● The social dimension of Green enterprise transformation is a subjective matter
On
that requires the integration of individuals’ tacit knowledge and opinions, as well as
explicit knowledge contained in databases.
●● The fact that numerous stakeholders have different interests, are operating at
different levels, and are progressing at different speeds adds to the complexity of
this social dimension of Green IT. In a social sense, the rate of change in Green I
T for these stakeholders is a subjective aspect of the transition.
ity
●● Greening an entire society necessitates the adoption of green ethics, morals,
value systems, and attitudes by numerous strata of people. It complicates societal
environmental changes much more than organizational and governmental
adjustments.
●●
●●
consensus-based.
ers
Green IT training and awareness can help deal with the subjective nature of green
transformation. This is especially true if the message is clear, consistent, and
Social values shift with time, and green consciousness becomes “inbuilt” in a new
iv
generation of people. Such sociocultural revolution takes time, and it must be
balanced against economic levers and any market-driven structure that may be
imposed.
Un
●● Individuals, government, and society are all involved in discussions about the
social aspects of Green IT.
●● Environmental responsibility has an impact on the structure and operation of
businesses as well as the society in which they operate.
●● Increasing and improving the opportunity for physical (face-to-face)
ity
communications among the varied stakeholders is one of the most essential

strategies to deal with cross-cultural difficulties in long-term green transformation.
Physical communications, while more difficult, can aid in the management of
cross-cultural challenges, particularly when the transformation plan is followed.
Am
●● In order to achieve global green effort, concerns relating to collaborative groups of

individuals and organisations must be examined.
●● Individual preferences, corporate policies, government rules, social conventions
and practises, and ethical codes of conduct are among the difficulties they face.
●● In fact, the Green IT movement is influenced by different age groups, their
preferences as customers, employees, and regulations, as well as their
sociocultural backgrounds.
(c)
●● A code of ethics for green IT is required. Individuals and organisations might aim
to follow a code of conduct that extends current IT professional codes of conduct
and adds green-specific requirements.

296 Green Computing
●● Green IT to have a common point of view, a common set of behaviors, and an

Notes understanding that is molded by practitioner experiences, case studies, and work
e
experiences. Green I T ethics are meant to provide guidelines for interpreting what
is usually thought to be right or incorrect.
li n
●● Green IT must ensure that the transformation of the firm to a green organisation
benefits society and human well-being from an ethical standpoint. Furthermore,
a code of conduct provides instructions and guidance to the organisation that
subscribes to it in order to remain compliant.
On
●● The diverse positions within a company demonstrate the subjectivity of Green IT.
●● The impact of Green IT on individual working lifestyles is depicted in the diagram
below. In the diagram below, the gap between the place of work and the location
of dwelling is bridged using a variety of methods. Physical transportation (the
traditional way of working) is followed by land-based or wired connections and,
ity
finally, completely location-agnostic mobile communications.
●● The carbon content of the procedures followed by these employees is directly
influenced by the employment of these various communication tools.
●● The ability to access back-end databases instantly, meeting business partners
ers
in a dynamic mode by making instantaneous changes to negotiating stances are
all excellent business benefits that are always pursued by businesses; however,
these same benefits also have a carbon saving advantage due to reduced people
movement and optimized processes through mobile computing devices.
iv
●● Green IT is Instrumental in engendering these aforementioned changes, hence
increasing the organization’s corresponding skills.
●● Environmental intelligence’s underlying technologies and methods have also been
Un
utilized to rearrange processes that have a societal impact.

●● From a green perspective, effective organizational communication relies on
implicit green attitudes.
●● Virtual communities generate new information, which is then formalized as explicit
ity
knowledge and incorporated in the organization’s knowledge management

systems. Green enterprise transformation also entails a degree of generalization
that can be used in a variety of contexts. Socialization and virtual communities’
aid in the production of subjective green knowledge, which can subsequently be
codified and made explicit.
Am
Activity
1. Identify the various newly created roles that you need to within your organization in
the area of Green IT.
2. Document the attitude challenges your organization will face as it moves forward.
3. List the current Green IT user practices with an estimated percentage.
(c)
4. Identify the key Green IT roles in your HR function. Create a sketch of your career
HR setup.
5. Map the SFIA levels to the roles defined in your organization.
Green Computing 297
6. Develop an organizational version of the Green IT code of ethical conduct.

Notes
e
li n
1. Discuss the difference in the speeds of Green IT transformation of a business unit
versus the society.
2. Why is Green IT subjective? What can be done to convert the subjective, tacit
knowledge of Green IT carried by people in their head to objective, explicit, green
On
knowledge?
3. What are the various role-based views of Green IT in an organization? How does the
view of a decision maker differ from that of an IT consultant?
4. Describe how the practice of videoconferencing, telecommuting, and mobile
commuting assist in carbon reduction. What challenges are faced by organizations
implementing these practices?
ity
5. Identify the commonalities between business, personal, and environmental priorities
of an individual at work.
6. Discuss the vital role played by Green HR.
7.
8.
9.
What is the social impact of green IT?
ers
State the role of green social stakeholders in green computing.
Define ethics.
iv
10. What do you understand by green IT ethics?
11. State the role of green IT ethics and code of conduct.
12. What is the role-based view of green IT?
Un
13. What role does communication in green transformation projects play?

14. Define communication in aspect of green IT.
15. What do you understand by green virtual communities?
Glossary
ity
1. Corporate social responsibility (CSR): A form of corporate self-regulation about how

companies manage their business processes to produce an overall positive impact
on society. Its goal is for a company to embrace responsibility for its actions and
encourage a positive impact through its activities on the environment, consumers,
Am
employees, communities, stakeholders and all other members of the public sphere.
Integrated into its business model, a business’ CSR policy functions as a built-in,
self-regulating mechanism whereby a business monitors and ensures its active
compliance with the spirit of the law, ethical standards and international norms.
2. Stakeholder: an independent party with whom each of those who make a wager
deposits the money or counters wagered.
3. Green ethic: it offers a set of standards and. principles that we should systematically
(c)
apply to nature (which may be all encompassing or not) Potential ethical categories
or concepts include.
4. Code of Ethics: it governs decision-making, and a Code of Conduct govern actions.

298 Green Computing
They both represent two common ways that companies self-regulate. They are often
Notes associated with large companies, and provide direction to employees and establish
e
a public image of good behavior, both of which benefit businesses of any size.
li n
5. Green networking: The practice of selecting energy-efficient networking technologies
and products, and minimizing resource use.
On
Unhelkar.
Further Readings
ity
4.
2008, 11(3), 2008. ers

iv
(8), August, 2007.
Un
6. Trivedi, B. and Unhelkar, B. (2009). “Semantic Integration of Environmental

Web Services in an Organization,” IEEE Computer Society Journal, ICESC-09
Conference, Dubai.
7. Unhelkar, B. and Trivedi, B. (2009). Merging web services with 3G IP
Multimedia systems for providing solutions in managing environmental
ity
compliance by businesses. Proceedings of the 3r d International Conference

on Internet Technologies and Applications (Internet Technologies and
Applications, ITA 09), September 8–11, 2009, Wrexham, North Wales, UK.
8. Sherringham, K. and Unhelkar, B. (2011). Strategic business trends in the
Am
context of green ICT. I n B. Unhelkar, ed., Handbook of Research in Green ICT:

Technical, Business and Social Perspectives.
9. Nonaka, I. and Konno, N. (1998). The concept of ‘B a’: Building a foundation
for knowledge creation. California Management Review.
10. McDermid, D. (2008). Ethics in ICT: An Australian Perspective. Pearson
Education Australia.
(c)
11. Marmaridis, I. and Unhelkar, B. (2005). Challenges in mobile transformations:

A requirements modelling perspective for small and medium enterprises.
Proceedings of the International Conference on Mobile Business.

Green Computing 299
12. Kanie, N. and Haas, P. M. (2004). Introduction. In Kanie, N. and Haas, P. M.,
eds., Emerging Forces in Environmental Governance, pp. 1–12. Tokyo, New Notes
e
York, NY, Paris: United Nations University Press.
li n
State true or false
1. True
On
2. True
3. True
4. True
5. True
ity
Fill in the blanks
1. human relations
2. communication
3.
4.
5.
geopolitical
Corporate social responsibility
Socialization
iv ers
Un
ity
Am
(c)

300 Green Computing
Notes Unit -4.2: Green Enterprise Transformation Roadmap
e
Objectives:
li n
●● Understand introduction to green enterprise transformation.

●● Learn about various dimensions of GET.
On
●● Comprehend green ICT framework.
●● Analyze disposal of ICT systems.
●● Evaluate configuring a GET road map.
Introduction
ity
iv ers
Un
ity
The issue of climate change is one that we ignore at our own peril. There may still
be disputes about exactly how much we’re contributing to the warming of the earth’s
atmosphere and how much is naturally occurring, but what we can be scientifically
certain of is that our continued use of fossil fuels is pushing us to a point of no return.
Am
And unless we free ourselves from a dependence on these fossil fuels and chart a
new course on energy in this country, we are condemning future generations to global
catastrophe.
- Barack Obama
Green enterprise transformation (GET) is a holistic programme conducted by a

company to dramatically alter its structure and dynamics in order to improve its carbon
(c)
footprint.
Any transformation (also known as a transition) is a dangerous undertaking. This is

because transformation causes changes in an organization’s structure and dynamics,

Green Computing 301
causing disruptions in its usual operations as well as its relationships with customers and
suppliers (Sherringham and Unhelkar, Cutter ERM 2010). These risks can be mitigated Notes
e
by following a step-by-step process for such transformations that defines the activities
and tasks, deliverables, and roles that can be employed to fulfil the transformation’s
li n
objectives. A comprehensive set of metrics and measurements that support and validate
the effort to change completes the transformation. These metrics, in the case of GETs,
go much beyond the popularly acknowledged Green IT indicators, such as DCiE and
PUE, to include attitudes, supplier chains, and regulatory compliance.
On
This chapter examines such a transformation framework, as well as the metrics
and measurements that go with it. The topic here is an expansion of Unhelkar’s
(Unhelkar, Cutter report 2009) principles of business transformations and corresponding
actual applications that have been tried, tested, and reported. Green ICT business
transformation takes place along the four dimensions of economy, process, technology,
and society. There are four steps to the GET process: diagnosis, planning, enactment,
ity
and review, all of which are interleaved with metrics. As a result, the four phases and
the four dimensions along which these phases are applied constitute a matrix in a GET
architecture. In fact, the organization’s many internal verticals, such as its business
portfolio, networks and other IT infrastructure, and people and their attitudes, are
ers
examined in a detailed GET. As a result of GET, these are the parts of the organisation
that change. This chapter also covers the Green point technique, which is an IT-specific
Green framework that covers the equipment lifecycle, end-user devices, data centres,
and servers within the enterprise, as well as IT as an enabler across the organisation.
iv
Green IT metrics and KPIs used in GET are context sensitive, and a smart
transformation programme would carefully implement them throughout the firm. These
measurements are used beginning with the diagnosis phase and continuing through the
review phase.
Un
In this explanation about GET processes, it’s vital to note that we’re talking about
two different sorts of frameworks:
(a) The Green ICT Framework and its various components that assist you
in understanding and modelling the enterprise—in both its “as is” and “to
be” states. This framework is related to prominent enterprise architecture
ity
frameworks as Zachman (1987) and TOGAF (The Open Group Architecture

Framework) (2010). This is a somewhat static organizational model that depicts
the organization’s structure and dynamics.
(b) The GET process—this is also a framework, but it is a process framework
Am
that is utilized to carry out the transformation process; it outlines the activities,
tasks, deliverables, and roles that the organisation plays in the transformation
process.
It’s a fluid, dynamic model that explains how to bring about change.
While the two frameworks mentioned above are interconnected, they are not the
same. Each framework should be treated separately before being combined in practice.
(c)
The Green ICT framework is an ideal tool for modelling a green enterprise on its own;
the transformation framework is the foundation for the transformation roadmap.
In this chapter, we’ll look at some of the aspects of enterprise-level transformation.

302 Green Computing

Notes
e
li n
On
ity
Processes and frameworks comprise a GET. The “as is” and “to be” states are
provided by the green enterprise framework, whereas the transformation process
provides the activities, roles, and deliverables that are used to get to that new state.
ers
The following are the basic questions in a GET: What are the green movers and
shakers? What are the most important dimensions? How do I get started with GET?
KPIs that are green? Who will be in charge of CGO’s transformation? What are the
legal requirements for compliance? What social and cultural pressures are there?
The basic principle of a GET is illustrated in the diagram below. On the left side of
iv
this diagram, there is an organisation that is depicted as possibly carbon-inefficient and
disconnected. This might be a company that is being tugged in different directions by
its cost, carbon, and customer priorities. On the right, a holistic, integrated organisation
Un
with well-defined priorities is depicted. It is a corporation whose costs, carbon

emissions, and customer priorities are all in sync. In addition, the figure below briefly
highlights the basic questions that a company (usually a person responsible for the
change) should address while implementing GET.
These are high-level questions that will pique your curiosity during the
transformation process. These questions, on the other hand, are part of the GET
ity
processes, and they come after the more strategic questions that business decision
makers consider when developing Green IT plans and policies. The technological
support for the change is provided by the environmental intelligence (EI) systems
depicted at the bottom of Figure below.
Am
(c)

Green Computing 303
Notes
e
li n
On
ity
Green enterprise transformation
ers
This GET process must be a well-thought-out process that aids in identifying
the business’s goals, the current structure and maturity, and the measures that must
be followed to transform the company into a new, cohesive, agile, efficient, and
collaborative green company. A GET is planned and performed along an organization’s
four dimensions to help it transform from its current condition to its desired future state.
iv
A business can be modelled and understood in numerous ways and across multiple
dimensions as part of its transformation to bring about that change. Arunatileka and
Ginige (2003) identified the elements influencing corporate transitions, as well as the
Un
risks and benefits connected with them, in a previous study. People, procedures, and
technology were used to categorize these aspects. Arunatileka, D., Ghanbary, and
Unhelkar (2006) identified, extended, and independently implemented these elements
in performing business transformation, while Unhelkar (2009) identified, expanded, and
individually applied these aspects in changing mobile firms. In the mobile enterprise
transformation framework, Unhelkar further examined and defined these variables as
economic, technical, process, and social as a means of undergoing mobile business
ity
transformation.
As a result, the zones along which Green transformation can occur are formed by
these four dimensions, as mentioned earlier in unit.
Am
Figure below depicts the four dimensions along which an organisation transforms.
As a result, these dimensions serve as the foundation for developing a Green
enterprise architecture that models an organization’s “as is” and “to be” states.
Unhelkar and Ginige extended and used enterprise architecture to modelling the current
and future expected condition of a firm, as well as how to get there. As illustrated in
Figure below, the effects of these dimensions can be divided into internal and external
effects. Internal operations, such as inventory and HR, have been upgraded to green
(c)
processes, as have external processes, such as CRM processes, which have been
updated to Green CRM. The creation of Green IT portals is linked to the transformation
of the organization’s internal and external processes.

304 Green Computing
Internal and external process transformations enable an organisation to fulfil

Notes its stated goals, which may be assessed using KPIs (KPIs). Internal and external
e
processes, as well as the corresponding technologies, affect the organizational
structure and dynamics, which finally map to distinct work areas (also known as
li n
focal areas) of transformation. When a transformation programme is implemented,
the focus areas of a business are the ones that change. The transformation process
framework, while the dimensions provide the major transformation threads, it should be
remembered that they are not watertight containers that are separate from one another.
On
Instead, each dimension has an impact on all others, sometimes leading the way and
sometimes following and consolidating the changes. Following that, the impact of each
of these parameters on the GET is explained in depth.
The economic, technological, process, and social elements all have different
effects on the GET. The economic dimension, for example, would concentrate on the
return on investment, whereas the technical dimension would concentrate on server
ity
virtualization.
They also have distinct effects on individuals, departments/organizations, and

collaborations.
ers
Changes to individual processes, for example, may happen instantly, but changes
at the organizational level may take longer.
These variances must be incorporated into the organization’s GET process.

iv
Un
ity
Am
Various dimensions of GET are given below:

(c)
Influence of Economic Dimension on GET

The changes in the economic dimension of business as it evolves into a green
organisation have to do with its financial position, budgets, product portfolio, and

Green Computing 305
calculation of return on investment (ROI). Is this a transformation that is founded on the

answer to the question, “Why should we transform?” When the business evolves along Notes
e
this dimension, we keep financial tracking, ROI monitoring, and the impact of GET on
the organization’s financial condition firmly in mind. Changes to the business model,
li n
investment plans, customer connections, and partner management are all examples of
changes in this dimension. The achievement of the “bottom line” as described in the
transformation objective is the primary success criterion of GET through this dimension.
On
Influence of Technical Dimension on GET
The technical dimension is a “technologically led” transformational conduit for the
business. GET affects a wide range of technologies, including hardware, software,
databases, and networks. Thus, the organisation seeks to reduce carbon emissions
associated with desktop machines and personal de vices, desktop servers, ICT-based
systems and their use, underlying network infrastructure, and security mechanisms
ity
in this dimension. These technology will eventually be employed to reduce the
organization’s overall emissions. Web 2.0 and beyond (Murugesan 2 007), for example,
can be used in conjunction with virtualization to reduce the overall power and resource
consumption of an organization’s systems. Internet-based communications protocols,
the potential to reduce carbon emissions.

ers
the semantic web, mobile computing, and cloud computing (Murugesan 2010) all have
The stability and ease of use of the new technology, its validation through quality
assurance and testing, and its agility—that is, the ability to respond with changing
business circumstances—all contribute to the technological dimension’s success
iv
in GET. The EI serves as the foundation for the ICT systems that make up this
technological dimension.
Un
Influence of Process Dimension on GET

This business’s process dimension is concerned with “how” the company executes
its transactions. These are the organization’s internal and external processes. Changes
to the way the firm interacts with consumers, manages its staff, and sets up and
conducts collaborations with other business partners are all part of GET along this
dimension of the business. Green business process management discussed changes in
ity
processes and associated reengineering in a previous section (BPM). GET’s success in

this area can be measured in terms of reduced carbon emissions while maintaining the
quality and value of current offers.
Am
Influence of Social Dimension on GET

The social dimension of GET is concerned with the sociocultural changes that
emerge as a result of the transformation in the business. This factor motivates the
transformation champion to pay more attention to the human side of transformation.
Clients, staff, and other “users” of the firm are among them. This social dimension
includes changes in work formats, such as telecommuting and telemarketing, as well
as their impact on organizational and social structures. Individual and team strengths
(c)
and weaknesses must be given careful consideration. Customer-facing employees,

for example, can impact or change the organization’s view of its carbon footprint.
As a result, this dimension necessitates staff training and a positive mindset. Senior
managers and organizational leaders also have a significant impact on shaping

306 Green Computing
people’s attitudes within the company. When individuals are involved, however,
Notes these organizational changes cannot be implemented quickly. The organization’s
e
Green HR role must take into account training, incentive, and individual goals. During
transformation, both performance and functionality must be maintained. The social
li n
dimension also includes broader social issues such as the effects of ads, customer
value systems, ethical corporate practices, and adherence to the industry’s code of
conduct.
On
The relationship between GET (as a transformation process framework) and the
aspects of an enterprise involved in the transformation is depicted in the diagram
below. This diagram serves as the foundation for the GET that will be discussed later
in this section. The framework outlines the organization’s enterprise architecture,
with a focus on its environmental aspects. The transition phases are depicted in the
diagram below, and they outline how the organisation will evolve. The measurements
define the carbon reduction goals, while the CEMS provides system-level environment
ity
intelligence support. HR is largely responsible for training and up skilling employees,
as well as rearranging roles and duties. a blueprint for a GE T also includes enterprise
architects (Rosen et al. ), who contribute significantly to the identification of techniques
for changing technologies and processes. Finally, the GET’s measurements and
ers
compliance are overseen by regulators and auditors.
iv
Un
ity
Am
A GET is a mix of the four dimensions

The Green ICT Framework is a matrix of what the organisation is made up of in
terms of Green ICT (vertical pillars) and how the organisation can transform (4 verticals
* 5 horizontals) (horizontal bars). The vertical pillars that make up the organisation
are the equipment lifecycle, end-user devices, data centres, and the remainder of the
(c)
company.
They change along the bars of attitude, policies, practices, and technologies.

Green Computing 307
Metrics are strewn about the page.

Notes
e
A Green ICT framework is used to identify the current and future situations of the
company in terms of its green capabilities. This is an enterprise architecture framework
li n
that focuses on the organization’s “state” rather than the “transformation” process. As
previously mentioned, Zachman and TOGAF are well-known business architectural
frameworks with a technical bent in enterprise modelling.
A framework for Green ICT is shown in the diagram below. This framework, which
On
is based on the work being done at envirability (Phillipson 2009), covers the important
sectors of a company, especially from the standpoint of Green IT. Some aspects of this
paradigm correspond to the four transformation dimensions mentioned before.
This Green ICT framework is made up of a matrix of four vertical “pillars” and five
horizontal “rows,” as depicted in Figure below. The vertical pillars represent the areas of
an organisation that will change: equipment lifespan, end-user computing, enterprise,
ity
and data centre, as well as ICT as a low-carbon enabler across the company. These
pillars evolve into work areas, or transformation focal areas, as we’ll see later. Attitude,
policy, practise, technology, and measurements make up the horizontal rows of this
Green ICT matrix. The elements of change are formed by these horizontal rows. These
ers
Green IT framework’s vertical and horizontal aspects are discussed next.
iv
Un
ity
Green ICT framework. (The Envirability-RMIT Green ICT framework is reproduced

Am
with permission from Connection Research).

There will always be a situation where equipment must be physically disposed of
after extending its useful life and finally selling or reusing it. Green ICT is dependent on
environmentally appropriate disposal practices. While businesses have recognized the
(c)
necessity of decreasing electronic waste, it is the manufacturers and distributors who

must pay special attention to the final disposal.

308 Green Computing
Because of the importance of electronic waste disposal, a whole industry

Notes has sprung up around the recycling of ICT and other electronic equipment, which is
e
frequently focused on the extraction of valuable metals from printed circuit boards and
other components. Is industry, too, must be regulated, and legislation has been passed
li n
mandating environmentally appropriate e-waste disposal.
A significant volume of electronic garbage is transferred to Africa for final

processing on a global scale. However, because to a lack of strong legislation
On
and enforcement, many substances, such as lead and cadmium, have polluted
these countries’ air, water, and land. The manufacturer’s “take-back” and recycling
programmes are a big help in minimizing the pollution caused by electronic waste.
Manufacturers of computer monitors, printers, photocopiers, laptops, and cellphones,
for example, are in the best position to comprehend what goes into these items and
the consequences of their disposal in the air, water, and soil. As a result, in addition to
enlightened self-interest, legislation should leave responsibility for all electronic devices’
ity
final disposal with the maker, rather than leaving them to damage the ecosystems of
otherwise underdeveloped economies.
Business Process–Driven Enactment
ers
The GET been acted in another dimension: business process-driven enactment
of Green enterprise transition. This type of GET is focused on reengineering business
processes.
Business processes, customers/partners, operational organisation, ICT

iv
systems, and regulatory work are among the factors that contribute to the foundation
of his specific business transformation. From a process perspective in corporate
transformation, the broadcasting, informational, transactive, operative, and collaborative
Un
processes outlined in previous units constitute a hierarchy of increasing complexity.

Broadcasting and informational business processes are simple to alter because
they involve less protection, but they provide users with less value. The next degree
of complexity, transactive processes, are largely commercial in nature. Operative
procedures aid in the provision and maintenance of efficiency in several departments
such as inventories, human resources, and finance. Finally, collaborative procedures
ity
are the most difficult to implement since they necessitate linkages between external and
internal business processes. It is suggested that the GET project incorporate various
layers of complexities of business processes in stages, beginning with the informing
layer and progressively progressing to the collaborative layer. As indicated before in
the ICT-driven transformation, the integration of diverse systems has an impact on both
Am
internal and external business operations. These business processes and supporting
systems are carefully examined in the current condition of the company in order
to make the necessary modifications in those processes and systems that will result
in a unified view for the users. Existing processes can be reengineered and brought
together, but there are also new processes that must be engineered. In this case,
process modelling tools and approaches can be extremely beneficial.
(c)
Finally, when it comes to implementing new and reengineered business processes,

training is critical. This is especially true since, depending on the complexity of the
processes, old and new processes can run in parallel. Employees must be trained to
deal with the complexity of transformation. In the same way, internal training must be

Green Computing 309
supplemented by potential training for business partners and customers involved in

large and complex transactions. Notes
e
li n
A high-level programme plan that defines the major milestones in an organization’s
transformation is known as a GET roadmap. The following are the important factors to
consider when creating such a route map:
On
●● Type and size of organization
●● Nomination of roles and responsibilities
●● Formation of the Green enterprise transformation board (GETB)
●● Diagnose
●● Plan—Formation of work areas; Outlining the GET deliverables, their format
ity
and their timings
●● Enact—Format, timing and frequency of reporting
●● Review
●● Measure

State true or false
1.
ers
The social dimension of GET is concerned with the sociocultural changes that
iv
emerge as a result of the transformation in the business.
2. Green ICT business transformation takes place along the four dimensions of
economy, process, technology, and society.
Un
3. A GET is planned and performed along an organization’s four dimensions to help it

transform from its current condition to its desired future state.
4. The economic, technological, process, and social elements all have different effects
on the GET.
ity
Fill in the blanks

1. ___________ is a holistic programme conducted by a company to dramatically alter
its structure and dynamics in order to improve its carbon footprint.
2. Green IT ________ and KPIs used in GET are context sensitive, and a smart
Am
transformation programme would carefully implement them throughout the firm.

3. BPM stands for _____________.
4. A Green ICT framework is used to identify the current and future situations of the
company in terms of its green _______.
Summary
(c)
●● Green enterprise transformation (GET) is a holistic programme conducted by a

company to dramatically alter its structure and dynamics in order to improve its
carbon footprint.

310 Green Computing
●● A comprehensive set of metrics and measurements that support and validate the
Notes effort to change completes the transformation. These metrics, in the case of GETs,
e
go much beyond the popularly acknowledged Green IT indicators, such as DCiE
and PUE, to include attitudes, supplier chains, and regulatory compliance.
li n
●● Green ICT business transformation takes place along the four dimensions of
economy, process, technology, and society. There are four steps to the GET
process: diagnosis, planning, enactment, and review, all of which are interleaved
with metrics.
On
●● Green IT metrics and KPIs used in GET are context sensitive, and a smart
transformation programme would carefully implement them throughout the firm.
These measurements are used beginning with the diagnosis phase and continuing
through the review phase.
●● The Green ICT framework is an ideal tool for modelling a green enterprise on
ity
its own; the transformation framework is the foundation for the transformation
roadmap.
●● Processes and frameworks comprise a GET. The “as is” and “to be” states are
provided by the green enterprise framework, whereas the transformation process
●●
ers
provides the activities, roles, and deliverables that are used to get to that new
state.
This GET process must be a well-thought-out process that aids in identifying the
business’s goals, the current structure and maturity, and the measures that must
iv
be followed to transform the company into a new, cohesive, agile, efficient, and
collaborative green company.
●● The economic, technological, process, and social elements all have different
Un
effects on the GET. The economic dimension, for example, would concentrate on
the return on investment, whereas the technical dimension would concentrate on
server virtualization.
●● A Green ICT framework is used to identify the current and future situations
of the company in terms of its green capabilities. This is an enterprise
architecture framework that focuses on the organization’s “state” rather than the
ity
“transformation” process.
●● Green ICT is dependent on environmentally appropriate disposal practices. While
businesses have recognized the necessity of decreasing electronic waste, it is the
manufacturers and distributors who must pay special attention to the final disposal.
Am
Activity
Action Points from the Diagnosis Phase:
1. Nominate the roles for your GET project. This would include appointment of the
GETC and other related roles. The formation of the BTB with participation from
various stakeholders and governance boards of the organization is a vital step in
diagnosis phase.
(c)
2. Identify and document the demographics of your organization. This is not only the
geographical information, but also the type and size of your organization, its scope,
and its motivation for GET.

Green Computing 311
3. Identify the current maturity level of your organization. This step will also give you
a good idea of the metrics to use to measure the current maturity and, later, during Notes
e
review, to measure the new maturity of your organization.
li n
4. Investigate each work area for its current assets and the role it will play in
transformation. Note how your demographics and your maturity levels will interplay
with the work areas you identify for transformation. The relationship and dependence
amongst the work areas is as important as the areas themselves.
On
5. Produce the deliverables required during this phase. Apply quality measures to the
deliverables in diagnosis.

1. What are the two different aspects of green enterprise frameworks? (The process
framework and the enterprise framework.)
ity
2. Discuss the “as is” and “to be” states of a product-based organization and how it
would differ from a service organization.
3. Differentiate, with examples of the individual green processes from the departmental,
organizational, and collaborative ones.
4.
5.
efficiencies?
ers
What is the importance of equipment lifecycle as compared with data center
What do you understand by green enterprise transformation?

iv
6. What are the various dimensions of GET?
7. Elaborate on the heading green ICT framework.
8. What is the role of disposal of ICT systems?
Un
9. Write an essay on configuration a GET road map.

10. Write a short note on green ICT.
11. How would you apply diagnose, plan, enact, and review in transforming a bank to a
green bank?
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12. Now discuss how the aforementioned four phases and their measures change when
applied to a coal mine.
13. What are the major differences between a technology-led versus a business-process
led GET?
Am
14. How do metrics bring about a change in attitude?
Glossary
1. Green IT: An umbrella term referring to environmentally sound information
technologies and systems, applications and practices. It is the study and practice of
designing, manufacturing and using computers, servers, monitors, printers, storage
devices and networking and communications systems efficiently and effectively with
(c)
zero or minimal impact on the environment. It is also about using IT to support, assist
and leverage other environmental initiatives and to help create green awareness.
Green IT encompasses hardware, software, tools, strategies and practices that help
improve and foster environmental sustainability.

312 Green Computing
2. Green Enterprise Architecture (GEA): this considers the multiple existing systems
Notes and packages used by an organization in running its business. A GEA also provides
e
basis for defining, assessing, measuring, analyzing, reporting, and monitoring the
green IT systems and processes.
li n
3. Green information system (GIS): An information system that helps an organization to
reduce transportation costs, support team work and meetings, track environmental
information and monitor emissions and waste products to manage them more
effectively.
On
4. Power usage effectiveness (PUE): A metric used to determine the energy efficiency
of a data centre. PUE is the ratio of the amount of total power consumed by a data
centre to the power used to run the computer infrastructure within it. PUE measures
how much overhead energy is required to house and cool computers inside a building
relative to the amount of energy that the computers consume themselves.
ity
Unhelkar.
2.
Further Readings
1.
ers
Gartner Research. Gartner’s Top Predictions for IT Organizations and Users,

iv
Un

2008, 11(3), 2008.
(8), August, 2007.
ity

6. Arunatileka, D., Ghanbary, A., and Unhelkar, B. (2008). Chapter XXIV, Infl
uence of Mobile Technologies on Global Business Processes in Global
Am
Organizations. In M. Raisinghani, ed., Hand book of Research in Global

Information Technology Management in the Digital Economy.
7. Damien, S. (2009). “Knowledge management” on Enterprise Search and
Retrieval. In P. Simon, ed, John Wiley and Sons.
8. Murugesan, S. (2010). Web 2.0, 3.0 and X.0: Technologies, Business and
Social Applications, Edited book, IGI Global, Hershey, PA, USA.
(c)
9. Phillipson, G. (2009). Envirability, accessed from Feb 2011.

Green Computing 313
10. Sherringham and Unhelkar, B. (2010). Achieving Business Benefits by

Implementing Enterprise Risk Management, Cutter Executive Report, Vol. 7, Notes
e
No. 3, July 01, 2010, Enterprise Risk Management & Governance Service (co-
authored with Sherringham, K.).
li n
State true or false
On
1. True
2. True
3. True
4. True
Fill in the blanks
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1. Green enterprise transformation
2. Metrics
3. Business Project Management
4. Capabilities
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Am
(c)

314 Green Computing
Unit -4.3: Green Compliance

Notes
e
Objectives:
li n
●● Understand Protocols and Standards.

●● Learn about Government Initiatives.
On
●● Comprehend Green IT Audits.
●● Analyze Comparative Audits.
Introduction
For a successful technology, reality must take precedence over public relations, for
ity
Nature cannot be fooled.
- Richard P. Feynman
iv ers
Un
ity
This chapter examines the main environmental and sustainability regulations

and standards in the context of Green IT plans and efforts for business outcomes.
This topic covers the legal and regulatory aspects of businesses’ current and
Am
evolving environmental requirements. A carbon-compliant organisation should be the

consequence of a successful green enterprise transformation (GET). To do so, the
company must first comprehend, measure, and assess the situation report its carbon
performance in accordance with the regional carbon legislation’s regulatory obligations.
This requirement for legal compliance is one of the six essential drivers for GET, as
previously described in relation to the Green IT drivers for an organisation.
Apart from monitoring and reporting on an organization’s carbon compliance,

(c)
it’s also necessary to verify the veracity of those measurements and reports. This is
because carbon measurements and reports are increasingly dictating an organization’s
destiny, notably on the stock exchange. As a result, formal and informal audits
of carbon measures and reports are an important aspect of a responsible green
Green Computing 315
organization’s governance. As a result, the accuracy of external green web services

included in the apps, as well as metres and other recording devices, carbon-content Notes
e
databases, applications, and systems used in producing compliance reports, should be
formally audited. The carbon data that is collected and reported is based on metrics
li n
and measurements, which we mentioned before. Carbon Emissions Management
Software (CEMS) is software designed specifically for managing a company’s carbon
performance. It is used to measure, monitor, and report on the company’s carbon
performance both internally and to regulatory agencies. Because of the relevance of
On
CEMS, it is subjected to audits as well. The relevance of auditing carbon data, systems,
metrics, measurements, and reports linked with CEMS is discussed in this chapter.
The field of climate change and environmental sustainability in business is awash
in rapidly changing norms, laws, and regulations. The protocols, norms, and laws
are the outcome of discussions and debates at numerous conferences and summits
where the political, social, and corporate worlds came together to address the climate
ity
change agenda. The need to minimise carbon emissions is interpreted differently in
different countries and regions. The variation is based on a number of factors, including
geographical location, demography, government political will, public opinion, regional
economic and social development, and the state of the industry.
ers
Us, there is a great deal of uncertainty in the laws of the Caribbean. However,
despite the pace of change and the uncertainties associated with these laws and
protocols arising from the domain’s embryonic character, businesses can use these to
their advantage to better their operations.
iv
Legislations, norms, conventions, and initiatives are at the heart of a Green
enterprise’s sociocultural political dimension.
When compared to “hard” technology issues, these are commonly referred to as

Un
“soft” factors. These criteria, however, are just as significant, if not more, in effective
GETs.
They do, however, change much more than the technology aspects of Green IT.

ity
Am
(c)

316 Green Computing
The business is influenced by green IT, green business, and the industrial verticals
Notes in which it operates.
e
The government and regulatory agencies are responsible for this. The
li n
aforementioned standards provide a suitable foundation for a strategic and long-term
strategy to dealing with environmental impacts on a global scale, particularly at the
various levels of government. Although protocols are not legally enforceable in and of
themselves, some of them or elements of them are eventually codified in legislation.
On
The Climate Change Act in the United Kingdom. For example, On November 26, 2008,
the United Kingdom’s Climate Change Act (the first national framework to address
climate change) became law, requiring organizations to cut carbon emissions by 34
percent by 2020 and 80 percent by 2050 (when compared to 1990 emission levels).
Environmental protocols exist at the state and even local government levels. These
guidelines are encouraged to be adopted by businesses since they legitimize their
efforts to reduce carbon emissions. The following sections go through some of the most
ity
important procedures in the climate change domains.
Summary of Compliance Mechanisms: Protocols, Standards, Legislations and

Initiatives
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Green Computing 317
United Nations Framework Convention on Climate Change (UNFCCC, Rio)

Notes
e
li n
On
The Rio meeting in 1992 produced one of the first protocols that recognized the
ity
importance of climate change and prompted action. This was the first protocol of
its sort, dubbed the Earth Summit, and became legally known as the United Nations
Framework Convention on Climate Change (UNFCCC, Rio, 2010). While the treaty’s
protocol or “framework” does not contain any legally enforceable provisions, the
ers
summit itself raised global awareness of the threats posed by climate change and
provided opportunities for governments to sign and, in the case of many, ratify the
convention. The Rio Summit laid the way for the subsequent global summits in
Kyoto and Copenhagen (December, 2009). While annual summits continue to raise
public, political, and corporate awareness, the outcomes are not legally binding until
iv
participating governments explicitly ratify them.
Kyoto Protocol
Un
ity
Am
The Kyoto Protocol (2010) is an international agreement that establishes the

United Nations Framework Convention on Climate Change (UNFCCC). “Stabilization
of greenhouse gas concentrations in the atmosphere at a level that would preclude
dangerous anthropogenic influence with the climate system” was one of the Kyoto
(c)
Protocol’s goals. The Kyoto Protocol established a set of binding targets for lowering
GHG emissions for 37 industrialized countries (also known as Annex I countries) and
the European community.

318 Green Computing
During the period 2008–2012, achieving this goal would result in an average
Notes reduction in emissions of 6%–8% compared to 1990 levels. For slightly less affluent
e
countries (such as Iceland), exceptions to these rules were made, allowing them to
increase their emissions (Hammer 2007)
li n
Greenhouse Gas Protocol
On
The Greenhouse Gas Protocol (GHG Protocol) is a well-known protocol that many
government and industry leaders have accepted in order to better understand, quantify,
and regulate GHG emissions. GHG categorises emissions into three distinct Scopes
(1, 2, and 3), from which the organization’s overall carbon footprint can be calculated
ity
(details of computations can be found in OSCAR):
●● Scope 1 emissions are the organization’s direct GHG emissions. These are
emissions from manufacturing activities (e.g., auto manufacturing), physical
man-machine movements (e.g., in a foundry), or chemical emissions (e.g.,
●●
from a paint shop).
ers
Scope 2 emissions are the result of indirect energy usage, such as electricity.
These are calculated in addition to the Scope 1 emissions. Emissions from a
coal-fired power plant are Scope 1 for the power plant, but Scope 2 for a bank
iv
that uses that electricity to run its computers.
●● Scope 3 emissions—GHG emissions embedded in the organization’s
supply chain, primarily originating from business partners. Emissions in this
Un
range aren’t explicitly defined in the protocol, so they’re normally left out of
emissions calculations.
However, as outsourced employment becomes more common, these Scope 3
emissions will become more important in estimating carbon footprints.
Copenhagen
ity
The last ten years have been marked by a slew of international summits, initiatives,
and accords. The most popular of all is the Earth Charter of the year 2000.
This charter emphasizes worldwide environmental interdependence and includes a

declaration of basic principles for constructing an equitable, sustainable, and peaceful
Am
global society in the twenty-first century.
The BRIC (Brazil, Russia, India, and China) group of countries have praised this
charter for its lack of discrimination between developed and emerging economies.
The Brazilian Ministry of the Environment, for example, has disseminated the Earth
Charter and has used it in some of its initiatives since 2002, particularly as a guide
for implementing the Agenda 21 Program and as a reference for holding national
environmental conferences (The Earth Charter Initiative, n.d.).
(c)

Green Computing 319
The goal of the 2009 Copenhagen conference was to get an agreement on a

framework to combat climate change beyond 2012. The Copenhagen meeting resulted Notes
e
in a large number of countries (138) agreeing to cooperate toward limiting global
temperature increases below 2 degrees Celsius. This agreement sparked a lot of
li n
controversy and discussion, but it wasn’t passed unanimously and isn’t legally binding,
much as the initial UNFCCC (Rio) conference.
The next United Nations Climate Change Conference, following Copenhagen,
On
will be held in Mexico. Many governments and individuals are hoping for a new global
agreement that will effectively address climate change. However, there is still reason
to be hopeful as political leaders and governments grapple with how to achieve a
balanced emission cap between industrialized and developing countries.
In the same vein, the United Nations General Assembly has decided that the next
big climate meeting will be held in 2012, and Brazil will host it. The Green Economy
ity
in the Context of Sustainable Development and Poverty Eradication, the Institutional
Framework for Sustainable Development, Emerging Issues, and a Retrospective of
Current Commitments are some of the topics covered. Intriguingly, the Kyoto Protocol
to the UNFCCC, which includes legally binding commitments (as adopted by several
countries) to reduce GHG emissions, is set to expire in 2012. While the commitments
ers
and protocols pave the way for global consensus, there is a need for universally agreed
standards when it comes to implementing the accords. The International Standards
Organizations (ISO) has been active in this field, producing a group of standards
related to environmental sustainability in business, which are now being studied for their
iv
business implications.
The ISO 14000:2004 Family of STANDARDS

Un
The flagship standard for environmental management is ISO I4001. This ISO
14000 series of standards is anticipated to play a vital role in business environmental
management, similar to how the ISO 9000 family of standards played a key part in
quality assurance.
Acceptance and adoption of a commonly accepted standards between

organizations are required for successful GET, particularly across the supply chain. The
ity
ISO 14000 environmental management standard offers a foundation for organizational

compliance with mission requirements. The ISO 1 4000 standard is a set of standards
that covers a wide range of environmental management issues. The e standards can be
found in the table below.
Am
The first two standards, ISO 14001 and ISO 14004, deal with a system
for managing environmental challenges, such as identifying and controlling an
organization’s environmental impact through operations, products, or services. ISO
14001 specifies the criteria for an environmental management system, while ISO 14004
specifies the system’s general guidelines. An EI system that meets the ISO 14001
requirements becomes a valuable environmental management tool that can be added
to the toolkit of a green firm. Organizations are now implementing ISO 14064–1 and
(c)
ISO 18001 (OHAS) standards as well.

320 Green Computing
The ISO 14000 Family of Standards for Environment Management Systems

Notes
e
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On
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ISO 14001
ers
An ISO 14001 standard serves as the foundation for a company’s certification in
terms of developing and implementing Green IT initiatives, as well as measurements,
reporting, and continuous improvement. After a business claims to have applied the
standard and, as a result, results from official Green IT audits, the organisation receives
iv
certification. The frequency of such audits would be determined by the complexity of
the site and previous performance. The regulatory compliance reviews that may be
undertaken internally by the firm are supplemented by external, official third-party
audits conducted by ISO 14001 and OHSAS 18001 auditors. Noncompliance with
Un
environmental policies and regulations must be reported, analyzed, and remedied.

ISO 14001 compliance provides a solid foundation for establishing and continuously
improving an organization’s environmental management systems, especially as this
set of standards was developed on a voluntary rather than legislative basis. However,
compliance with the ISO 1 4001 standard is simply one part of environmental
compliance. Other aspects of an organization’s environmental compliance include
ity
metrics, people, procedures, and technology, all of which are complementary to ISO
compliance. The ISO 14001 standard is divided into five sections, each having its own
function.
To achieve ISO 14001 accreditation, you’ll need a lot of time and money. A
Am
company seeking successful accreditation must adhere to all aspects of the standard.
Formal audits should then follow the installation. Although auditing is a costly operation
at this level in the environmental domain, the expenses are more than offset in the long
run by resource efficiency and compliance.
The ISO 14064 standard refers to the World Business Council on Sustainable
Development’s Greenhouse Gas Protocols, which are currently in use. The ISO 1 4064
standard aids organizations in quantifying and managing their GHGs by providing a
(c)
framework for t raining programmes, knowledge, and understanding.
Furthermore, ISO 14064 can be used by legal and regulatory entities to determine
carbon emission limitations and quantify them in order for enterprises to take specific
Green Computing 321
steps or activities to promote green management. ISO 14064 provides guidance on

inventories, quality management, reporting, internal audits, and verification. Employee Notes
e
knowledge and innovation processes also improve as a result of training programmes
li n
and re-awareness of industry-best practises (Staib 2005).
The OHSAS (occupational health and safety standard) ISO 18001 is used
in conjunction with the aforementioned standard. The standard also aids in the
management of specific operational controls, such as energy, chemical, waste
On
minimization, ergonomics, and safety.
Finally, the ISO 19011 set of standards served as the foundation for ISO 14000
standard audits.
Audits of an organization’s environmental performance are explored later in this

chapter.
ity
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Compelling Regulation
Compliance requirements for carbon emissions by businesses will promote new
ity
and formal carbon metrics and measurements, as noted earlier in the introduction
(Unhelkar and Philipson, 2009). The standards mentioned previously give a foundation
for carbon initiatives, and law adds to them. The legal and regulatory nature of carbon
compliance requirements is best handled by establishing a standard and putting in
place trustworthy metrics and measures.
Am
Carbon data and audits that are accurate in their collection and analysis provide
proof of environmental performance.
There are a number of such requirements that are regulatory in nature and make
compliance with emission limitations mandatory for the firm. The inclusion of more than
1,000 Australian firms under the mandatory reporting requirements for carbon emitters
above 150 kT (kilo tonnes) per annum (NGER 2009) is an example to consider in terms
(c)
of such regulatory requirements. Another example is the American Clean Energy and
Security Act, which was passed with the goal of reducing emissions by 17% by 2020
(relative to 2005 levels) and 80% by 2050 (this legislation has yet to be voted on in the
Senate).
322 Green Computing
The EU also has a mandated goal of reducing GHG emissions by 20% by 2020
Notes (relative to 1990), with a focus on the cap-and-trade EU emissions trading programme
e
(EU ETS), which includes significant CO2 emitters. Finally, in November 2008, the
United Kingdom’s government passed laws aiming to reduce emissions by at least 26%
li n
by 2020 and 80% by 2050, compared to 1990 levels.
Components of the ISO 14001 Standard and Their Relevance to Green IT

Strategies
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ity
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These laws, which cut across economic and regional lines, show that not only do
company executives demand data to justify their own activities internally, but they also
Am
require accurate, trustworthy, and audited carbon data to be included into external legal
frameworks requiring regulatory compliance. Furthermore, these legal limitations on
carbon emissions are likely to expand and become enshrined in other laws, such as
those governing stock market trading and currency exchanges. Consider the prospect
of a Sarbanes–Oxley-style legislative change that would bind an organization’s
corporate leadership to compliance and reporting obligations for carbon emissions.
As the legal framework surrounding carbon emissions evolves, and as businesses

(c)
increasingly turn to carbon offsets and trading carbon credits, there will be an even
greater demand for standardization and accuracy in carbon data. “There will be an
exchange (like a stock exchange) to buy and sell permits and a derivatives market to
allow investors to hedge,” says Peter Costello, the last Federal Treasurer of Australia. A

Green Computing 323
daily carbon tax will be established. And, unlike oil and gasoline price increases, price
changes in this new commodity will influence electricity costs and have a far greater Notes
e
impact on daily life.”
li n
Carbon credit maturation and trading are anticipated to result in more strict rules
for collecting and reporting carbon data, bringing it in line with the financial reporting
requirements for the stock market. Requirements for mandatory disclosure of a
company’s carbon performance, as well as inclusion in annual financial reports, are
On
expected to be implemented soon. It is likewise acceptable to expect invoices for
energy-consuming goods (such as a computer monitor, television, or photocopier) to
include not only the price of the goods, but also the amount of carbon emitted in their
creation and manufacturing.
Energy Star (1992) and EPEAT (2006) are two programmes that can be used to
determine a product’s carbon efficiency.
ity
USA Energy Star—1992
Energy Star is a voluntary labelling scheme designed to identify and promote items
that are energy efficient (Brown et al., 2002; Johnson and Zoi 1992; Pradhan 2011).
ers
The ISO 14024 standard is the foundation for designing product environmental labels.
The US Environmental Protection Agency (EPA) and the US Department of Energy
use the Energy Star certification system (DOE). The Energy Star branded items have
the potential to save billions of dollars over the previous decade by allowing large
businesses to make energy-conscious purchasing and operating decisions. Energy
iv
Star guidelines and ratings for computer servers were recently announced (Energy Star,
May 2009), which will help data centre administrators and major enterprises make more
informed decisions.
Un
EPEAT—Electronic Product Environmental Assessment Tool

EPEAT certification is a way of standardising electronic items’ environmental
performance. E PEAT provides information that is invaluable in setting up continuous,
large-scale IT procurement processes. It is made up of 23 mandatory and 28 optional
criteria. It is especially useful for major enterprises and government organisations’
ity
procurement departments.
EPEAT-based labelling on PCs and products allow for the formulation of

procurement strategies that can be measured in practise using KPIs. For instance,
a presidential executive order in the United States required government agencies
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to verify that at least 95% of all technology purchases met the EPEAT certification.
According to Weiss (2007), his order has been adopted by a variety of state and local
administrations.
EU RoHS—Restriction of Hazardous Substances Regulations

Hazardous compounds, such as those used in computer and mobile
manufacturing, are regulated under the Restriction of Hazardous Substances (RoHS).
(c)
The European Union (EU) passed laws in 2006 that established a set of rules that
regulated the amount of hazardous compounds that could be put in new electronic and
electrical equipment (European Union 2009). This restriction was put in place to ensure

324 Green Computing
the safety of users and, eventually, those involved in the disposal of these machines, as
Notes hazardous compounds must be handled during both manufacturing and disposal.
e
This legislation presents an intriguing issue, particularly for small enterprises, which
li n
are designed to produce without the onerous RoHS criteria. These small manufacturers
who have exported to the EU or desire to do so are acutely aware of the conflicting
interests of the environment and business. Low-lead products that comply with RoHS
regulations, for example, may diminish a product’s long-term reliability. This, in turn,
On
would have an impact on the product’s pricing and sale. Low-lead products are also
intended to be socially responsible, as lead is thought to interfere with brain and
nervous system development, particularly in youngsters.
Businesses are adding additional legislative factors to the mix as they develop and
implement Green IT initiatives.
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EU WEEE—Waste Electrical and Electronic Equipment Regulations
WEEE strives to reduce the quantity of electronic waste generated at the end of
a product’s lifecycle. While the RoHS law focuses on decreasing hazardous elements
during the manufacturing of electronic goods, the W EEE legislation kicks in during
ers
the disposal phase. WEEE establishes guidelines for the disposal of electronic waste
(e-waste) and covers a variety of options such as reuse, recovery, recycling, and
treatment of disposable wastes. Separate collection, disposal, and recycling; criteria for
e-waste treatment at authorized facilities; and collection, recycling, and recovery targets
are all covered by the WEEE laws (Murugesan 2008). Manufacturers of electrical and
iv
electronic equipment are also held accountable for the environmental effects of their
products under this legislation (NetRegs 2008).
According to Weiss (2007), Apple claims to have taken environmental

Un
considerations into account by using recyclable materials and reduced the amount
of packaging required for the fifth-generation iPod by up to 59 percent (Weiss 2007).
Customers can return old iPods for a discount on new purchases, and the company has
pushed recycling through exchange offers. Dell has also attempted to develop energy-
efficient OptiPlex computers that are 50 percent more energy-efficient than comparable
systems from 2005.
ity
Hewlett-Packard reportedly claimed that its rp5700 desktop PC meets or exceeds

US Energy Star 4.0 requirements and contains 90% recyclable materials (Kurp 2008).
In addition to designing products that use less energy and emit less carbon, companies
like Google and Microsoft plan for infrastructure that will lower their overall carbon cost
Am
of ownership (TCCO). Microsoft, for example, has erected a data centre in central
Washington that consumes around 27 megawatts of energy at any given moment and is
supplied by hydroelectricity generated by two dams in the area (Kurp 2008).
Industry and Vendor Initiatives

Aside from government legislation, there are also industrial coalitions created by
like-minded organisations. These industry initiatives also go a long way toward reducing
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carbon emissions—and this is well before government obligations kick in. Vendors of IT
goods and services also gather together to set emissions targets that they can all agree
on. Following that, some of these initiatives will be discussed.

Green Computing 325
Green Grid—2007
Notes
e
In February 2007, a global consortium of IT providers, including AMD, Dell,
IBM, Sun Microsystems, and VMware, launched the Green Grid, a non-profit
li n
organisation. The goal of this partnership (Murugesan 2008) was to define and spread
energy efficiency methods in data centres and IT systems. e Green Grid works with
businesses, government organisations, and trade associations to develop best
practises, benchmarks, and technology that will help enhance IT energy efficiency (Kurp
2008).
On
CSCI—Climate Savers Computing Initiative
The CSCI, which was founded by Google and Intel in 2007, is a non-profit effort of
environmentally aware consumers, businesses, and conservation organisations (CSCI
2 009). CSCI’s mission is to encourage the development, deployment, and adoption
ity
of energy-efficient computers in both active and passive modes. According to CSCI
(2009), its objective is to reduce global CO2 emissions by 54 million tonnes per year
and reduce power usage by 50% by 2010. Fully committed members are projected to
save $5.5 billion in energy bills in the United States (CSCI 2009).
IT Vendor Initiatives
ers
Vendors of goods and services have also developed their own initiatives to reduce
the environmental impact of their operations.
Global Reporting Initiative

iv
The Global Reporting Initiative (GRI) is a forerunner in the development of a
framework for reporting on sustainability. The Global Reporting Initiative (GRI) aspires
Un
to make economic, environmental, and social performance disclosure as commonplace

and comparable as financial reporting. An organization’s environmental, financial, and
investment components are thus brought together and certified. GRI began certifying
software and digital tools and technologies in 2010 as part of a Sustainability Reporting
Framework.
GRI has set two objectives over the next ten years. To begin with, environmental,
ity
social, and governance (ESG) reporting should be made a standard practise to assist
markets and society in making informed and responsible decisions. By 2015, GRI
believes that all large and medium-sized businesses in OECD nations and fast-growing
emerging economies should be forced to report publicly on their environmental, social,
Am
and governance (ESG) performance. Second, during the next decade, ESG and
financial reporting must become more aligned. By 2020, GRI believes that an integrated
reporting standard should be defined, tested, and approved.

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326 Green Computing
Green IT audits are formal, independent verification and validation of an

Notes organization’s carbon performance and reporting. With increased governmental
e
obligations on carbon reporting, these Green IT audits are critical in proving the
organization’s green claims. CEMS auditing is included in these audits. Most critically,
li n
Green IT audits are expected to become real-time audits—that is, every carbon
reporting and carbon-related transaction will be audited through an independent module
of the CEMS that the auditors own and manage.
On
Internal and external audits play slightly different roles in carbon emissions
reporting—internally, they provide the decision maker confidence in her investment in
the Green project, and externally, they provide the legal underpinning that any formal
data reporting requires.
This section examines Green IT audits after discussing standards, legislation,

and various initiatives in the Green IT and environmental sustainability arena. As part
ity
of an organization’s overall audits, such audits provide a systematic review of the
organization’s structure and operations to determine the viability of its greening efforts.
Green IT audits, as a result, give a justifiable means of increasing carbon performance.
This is because Green IT audits are crucial in giving internal reliability to the corporate
board in terms of Green IT investments’ return on investment (ROI).
ers
Externally, they lend credibility to the organization’s reporting and claims of
accomplishment. Formal green and it’s validate the organization’s claims, so addressing
the possibility of green washing charges.
iv
Green and it assesses a company’s environmental credentials and goals for
environmentally friendly products and services. Furthermore, successful audits can
identify whether a company’s supply chain and/or product line is actually ecologically
sustainable.
Un
If these audits are carried out by recognized independent auditors, they provide
greater value and validity to the process. The ISO 19011 standard serves as a
foundation for green system audits.
Metrics and measurements are inextricably linked to green audits. Green audits
are used to ensure that the information reported on carbon emissions is accurate and
ity
sufficient. Green audits can also point out areas where the organization’s compliance
with standards and laws could be improved. Green metrics and measurements (also
known as carbon metrics) require validation throughout and are expected to play a
pivotal role in lowering organizations’ carbon footprints.
Am
Carbon data justification and reporting are more than merely an external
compliance method.
Internally, a company’s chief executive officer (CEO) is simpler to persuade and,

as a result, can persuade the Board to pursue carbon measures if the business case
is backed up with audited metrics. Green audits might involve carbon emission data
consistency, accuracy, computations, analysis, reporting, and storage. Such confirmed
data analysis can determine an organization’s Green IT readiness and maturity, as well
(c)
as that of its industry and perhaps the entire world (Unhelkar and Philipson 2009).
Businesses’ desire for credible carbon data must be backed up by new metrics
and measurements that are being developed at a rapid pace and harmonized across
Green Computing 327
the sector. Audits demonstrate the validity of real carbon measures, allowing for
comparison, justification, and optimization of a company’s environmental credentials. Notes
e
Everything that can be quantified in Green IT isn’t always a good “indicator” of the
li n
organization’s greenness. Furthermore, measuring everything that has to be measured
isn’t always simple. There is a risk of information loss when a complicated action is
measured by aggregated single numbers (Sharif 2010). Green audits allow for a better
understanding of the metrics’ (indicators’) worth as well as their accuracy.
On
Green metrics allow a company to understand how much carbon is produced by
its operations and, more crucially, how to measure it using standardised and detailed
data. The difficulties with these measurements originate from the fact that many
emissions are now omitted, double-calculated, or mixed up with other factors. Green
audits separate and validate emission readings into suitable areas. Green audits show
up additional areas for measuring carbon data in addition to checking carbon statistics
ity
and findings. As a result, green audits should dive into the organization’s present
financial, inventory, and HR processes. Green audits look into the five different types
of green metrics. Measure, monitor, manage, mitigate, and monetize are the five
categories of green metrics mentioned in previous units. In a green audit, each of these
measurements must be reviewed and certified as follows:
●● ers
Measure: What is being measured when you say “measure”? Is the
measurement accurate enough for reporting? Is there any other carbon data
that should be included in the calculations?
●● Monitor: What mechanism does the monitor use to select the data? What
iv
are the locations of the meters? Monitoring techniques that are sufficient and
accurate.
●● Manage—verify the carbon data, information, and analysis feedback and
Un
management procedures. This section is audited for carbon management,

governance standards, processes, and controls.
●● Mitigate—Is carbon data monitoring and reporting also being utilized to
minimize emissions? What carbon mitigation methods are in existence, and
how well are they working? The audit in the area of mitigation will primarily be
of interest to the organization’s internal stakeholders, but it will have external
ity
implications.
●● Monetize: As firms progress toward a carbon economy, audits of the
monetizing components of carbon data will be of great regulatory importance.
The ability to trade carbon necessitates the precision and validity of the
Am
technologies that make it possible. As a result, external parties—regulators,

dealers, partners, and those speculating in the carbon future—are heavily
involved.
Green audits cover the complete range of organizational actions that contribute
to a company’s carbon footprint reduction, whether directly or indirectly. For example,
to determine the level of usage in a day, month, or year, carbon usage by bank end-
users (e.g., workers and internet users) must be mapped to the carbon measure of the
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bank’s data centre. These data can be combined with the bank’s product and supplier
lifecycles to reveal the types of monitors, equipment, and other building infrastructure
that are affecting the bank’s environmental performance. These metrics will be gathered

328 Green Computing
and analyzed in CEMS in the future, necessitating data audits, analysis, and reporting
Notes for all of the aforementioned operations and measurements.
e
A power bill reflecting the amount of electricity spent by the organization’s activity
li n
is another example of a green audit study. Green audits will look into the accuracy
of this electricity bill, as well as the Scope-2 carbon emissions projections for the
organization’s carbon footprint. A green audit will guarantee that the power bill is a
complete and accurate representation of the emissions’ extent.
On
The following are the specific benefits of doing Green IT audits within businesses:
●● Validation of the complete organization’s asset registry in terms of carbon

emissions.
●● Formalization of metrics and associated measures are related to an
organization’s carbon performance, especially at the end-user and data centre
ity
levels, where the most carbon is generated.
●● Internal validation of cost-benefit estimates that demonstrate the ROI on
green initiatives to the corporate governance board and shareholders on
correlating carbon measures with the organization’s financial success.
●●
●●
carbon data.
ers
Cross-check smart metres that are used to automatically read and show
Stocks assesses the organization’s talent base, experience, and required

skills in order to put together a Green IT measurement and optimization
programme.
iv
●● Ratifying the stakeholders’ agreement on what should and should not be
included in carbon emissions calculations. (The Scope 1, 2, and 3 categories
of carbon emissions, for example, are still not standardised.)
Un
●● Validation of the electronic waste calculation and disposal (for more

information on comparison standards, read Donallen’s excellent article (Piccoli
2009)—the maturity section there examines the mapping between the former
CMM levels and Green IT).
●● Adequacy of policies and practises in addressing an organization’s total and
comprehensive carbon footprint. Procurement, disposal, and operational
ity
emissions all contribute to an organization’s overall carbon footprint. The

existing measures and regulations governing those measures, on the other
hand, are principally concerned with operational carbon. Audits may highlight
the necessity for a more complete approach to calculating the total carbon
Am
footprint.
●● Being a part of the corporate value offering through green activities both
internally and externally.
●● Assist in objectifying (making explicit) the other implicit attitudes and
opinions of participating employees and management when assessing the
organization’s green credentials.
●● Reducing the possibility of miscommunication and, maybe, repetition of
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calculations in a collaborative group of partners (particularly true with

outsourced projects).
●● Providing relative benchmarks from one audit to the next.

Green Computing 329
●● Validating the degree of sophistication or maturity measured.

Notes
e
li n
Green IT audits are required to verify and validate data collection mechanisms
such as smart metres, the underlying analysis of that data (such as comparisons to
permitted limits per day, per gadget, or per person), carbon trends (such as expected
carbon generation this year, next year, and if the business doubles its productivity),
and finally the organization’s reporting on carbon compliance. Green metrics and
On
measurements that are used for this goal must be validated.
Measurement methods that can create baselines and measure changes in carbon
storage and emissions on various scales, from individual machines to huge business
operations, must be developed.
“ICT’s vital role in economic recovery is the key to unlocking the promise of Green
ity
growth,” says Richard Simpson, director general of the electronic commerce in industry
in Canada.
Advanced ICT technologies and techniques including SOA, web services, mobile
technologies, semantic networks, Cloud computing, and IMS can all help with the
ers
creation of emission monitoring and measurement instruments.
Mitigation is the process of lowering a company’s carbon footprint by identifying

ways to operate more efficiently, lowering costs and CO2 emissions.
iv
If such legislation is enacted, Monetizing is set to take advantage of the possibility
to trade carbon credits in the future.
Comparative Audits
Un
Audits provide feedback on an organization’s current performance as well as its

Green maturity. An organization’s position on the Green CMM scale will be determined
by the results of audits. Audits can be used to determine an organization’s “as is” state.
They can also be used to determine whether the company has achieved the “to be”
state, the ideal Green state.
ity
Reports on the outcomes of a well completed Green IT audit will also assist a
business identify its strong and weak areas, allowing for the selection of appropriate
projects within its transformation plans. The Green IT audit can also benefit GET’s
many priority areas, as it certifies the impact of transformation on those areas.
Am
Conclusion
The multiple international conventions and summits on climate change, as well as
the resulting impact on business environmental sustainability, were the focus of this
chapter. The ISO 14001 standards, which were addressed as a way of environmental
management in an enterprise, are the most important standards in this subject.
Standards like these, as well as labelling standards like EPEAT, go a long way toward
establishing a common ground for understanding what companies are doing in terms
(c)
of carbon reduction initiatives. Is finally moving toward a more integrated strategy to

conducting and reporting on Green IT audits. The accuracy, validity, and usage of
carbon data would be validated and verified by such Green IT audits.

330 Green Computing
Notes
e
li n
On
ity
Audits reveal green sophistication of an organization before and after
transformation

State true or false
1.
2.
ers
GET is software designed specifically for managing a company’s carbon performance.
The GHG Protocol is a well-known protocol that many government and industry
leaders have accepted in order to better understand, quantify, and regulate GHG
iv
emissions.
3. Scope 3 emissions are the organization’s direct GHG emissions. These are
emissions from manufacturing activities (e.g., auto manufacturing), physical man-
Un
machine movements (e.g., in a foundry), or chemical emissions (e.g., from a paint

shop).
4. Green audits cover the complete range of organizational actions that contribute to a
company’s carbon footprint reduction, whether directly or indirectly.
5. Green metrics allow a company to understand how much carbon is produced by its
ity
operations and, more crucially, how to measure it using standardized and detailed
data.
Fill in the blanks

1. CEMS stands for _______.
Am
2. UNFCCC stands for _________.

3. GET stands for ________.
4. _______ is software designed specifically for managing a company’s carbon
performance. It is used to measure, monitor, and report on the company’s carbon
performance both internally and to regulatory agencies.
(c)
5. BRIC stand for ________.
Summary
●● A carbon-compliant organisation should be the consequence of a successful green
Green Computing 331
enterprise transformation (GET).

Notes
e
●● Apart from monitoring and reporting on an organization’s carbon compliance, it’s
also necessary to verify the veracity of those measurements and reports.
li n
●● Carbon Emissions Management Software (CEMS) is software designed
specifically for managing a company’s carbon performance. It is used to measure,
monitor, and report on the company’s carbon performance both internally and to
regulatory agencies.
On
●● The business is influenced by green IT, green business, and the industrial verticals
in which it operates.
●● The government and regulatory agencies are responsible for this. The
aforementioned standards provide a suitable foundation for a strategic and long-
term strategy to dealing with environmental impacts on a global scale, particularly
at the various levels of government.
ity
●● The Rio meeting in 1992 produced one of the first protocols that recognized the
importance of climate change and prompted action. This was the first protocol
of its sort, dubbed the Earth Summit, and became legally known as the United
Nations Framework Convention on Climate Change (UNFCCC, Rio, 2010).
●●
●●
ers
The Kyoto Protocol (2010) is an international agreement that establishes the
United Nations Framework Convention on Climate Change (UNFCCC).
The Greenhouse Gas Protocol (GHG Protocol) is a well-known protocol that many
government and industry leaders have accepted in order to better understand,
iv
quantify, and regulate GHG emissions.
●● The BRIC (Brazil, Russia, India, and China) group of countries have praised this
charter for its lack of discrimination between developed and emerging economies.
Un
The Brazilian Ministry of the Environment, for example, has disseminated the
Earth Charter and has used it in some of its initiatives since 2002, particularly as
a guide for implementing the Agenda 21 Program and as a reference for holding
national environmental conferences.
●● The flagship standard for environmental management is ISO I4001. This
ity
ISO 14000 series of standards is anticipated to play a vital role in business

environmental management, similar to how the ISO 9000 family of standards
played a key part in quality assurance.
●● Compliance requirements for carbon emissions by businesses will promote new
Am
and formal carbon metrics and measurements, as noted earlier in the introduction
(Unhelkar and Philipson, 2009). The standards mentioned previously give a
foundation for carbon initiatives, and law adds to them. The legal and regulatory
nature of carbon compliance requirements is best handled by establishing a
standard and putting in place trustworthy metrics and measures.
●● Carbon data and audits that are accurate in their collection and analysis provide
proof of environmental performance.
(c)
●● As the legal framework surrounding carbon emissions evolves, and as businesses

increasingly turn to carbon offsets and trading carbon credits, there will be an even
greater demand for standardization and accuracy in carbon data.

332 Green Computing
Activity
Notes
e
1. Identify the key features of the UNFCCC summits that can apply to your organization.
2. Insert those features as a list of action items in your Green transformation plan.
li n
3. Revisit the protocols and regulations discussed here—specifically considering which
of these will apply immediately to your organization (will depend on your geographical
region as well).
On
4. Apply the main features of ISO 14001 family of standards to your organization.
5. Identify the reporting requirements from a legal/compliance viewpoint and update
your Green IT strategy with the same.
6. Enlist the mechanism you will use for carbon reporting (manual, electronic, through
web services, etc.).
ity
7. Setup a Green IT audit of your software systems, databases, and application
(CEMS—if already available). This Green I T audit should be based on the framework
for IT audits.
8. Conduct a pilot internal audit before undertaking full scale audits—internal and
external.

1.
ers
Discuss the reasons why the Copenhagen summit on climate changed failed to
produce binding legislations.
iv
2. What are the possible differences in the way the fully developed nations view carbon
emissions as compared with the developing nations today?
Un
3. What role does a standard like EPEAT play in reducing carbon footprints of large
and/or government organizations?
4. Discuss one industrial initiative in reducing carbon emissions. Outline, according to
you, the challenges that this initiative will face in practice and your suggestions on
handling those challenges.
5. What is the importance of ISO 14001 and related standards in an organization’s
ity
attempt to transform itself into a Green organization?

6. What is a Green IT audit? List and discuss the purpose for conducting such Green
IT audits.
Am
7. What are the differences in auditing carbon data collection versus carbon trend
plotting (using environmental intelligence)? Discuss in the context of the roles
involved in these carbon data and analysis usage.
8. Discuss the audit techniques and audit areas based on your understanding of the
integrated model for auditing Green IT systems.
9. Define protocols and standards in terms of green IT.
10. What are green IT audits?
(c)
Glossary
1. Koomey’s law: According to Koomey’s law, the energy efficiency of computers doubles

Green Computing 333
every year and a half. This conclusion, which is backed up by six decades of data,
mirrors Moore’s law, the observation from Intel founder Gordon Moore that computer Notes
e
processing power doubles about every 18 months. The power–consumption trend
assumes greater relevance than Moore’s law as battery-powered devices such as
li n
phones, tablets and sensors proliferate, and the environmental impacts of computers
and these devices have to be minimized.
2. Kyoto protocol: An international agreement on global warming and emissions
mandating the reduction of carbon emissions, set at the UN Framework Convention
On
on Climate Change held in Kyoto, Japan in 1997. The Protocol made computer
manufacturers undertake energy audits to calculate the electricity used by their
devices over their life cycle and determine the quantum of carbon dioxide emissions
to take remedial action.
3. ISO 14001 standard: The ISO 14000 standards family addresses various aspects
ity
of environmental management. ISO 14001 deals with the requirements of an
environmental management system (EMS), and ISO 14004 offers general guidelines
for EMSs. The other ISO 14000 standards and guidelines address specific
environmental aspects such as labelling, performance evaluation, life cycle analysis,
communication and auditing.
4.
ers
Leadership in Energy and Environmental Design (LEED): LEED consists of a suite of
rating systems for the design, construction and operation of high-performance green
buildings, homes and neighborhoods. Developed by the US Green Building Council,
LEED is intended to provide building owners and operators a concise framework
iv
for identifying and implementing practical and measurable green building design,
construction, operations and maintenance solutions.
5. Virtualization: A process of creating a virtual (rather than actual) version of something,
Un
such as a hardware platform, operating system, a storage device or network

resources, with the aim to centralize administrative tasks whilst improving scalability
and overall hardware resource utilization.
ity
Unhelkar.
Further Readings
Am

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2008, 11(3), 2008.

(8), August, 2007.
334 Green Computing

Notes and Actions, A white paper by Connection Research, 2009.
e
6. Brown, R., Webber, C., and Koomey, J. (2002). Status and future directions of
li n
the Energy Star program. Energy, 27(5), 505–520.
7. Cutter Benchmark Review (CBR). (2009) . Creating and applying Green IT
metrics and measurement in practice. In G. Piccoli, ed., Green IT Metrics and
Measurement: The Complex S ide of Environmental Responsibility, pp. 10–17,
On
Vol. 9, No. 10, accessed October 2009.
8. Kurp, P. (2008). Green computing. Communications of the A CM, 51(10), 11–
13. doi:10.1145/1400181. 1400186.
9. Murugesan, S. (2007). Going Green with IT : Your Responsibility Toward
Environmental Sustainability. Cutter Consortium Business-IT Strategies
Executive Report, 10(8).
ity
10. Weiss, A. (2007). Can the PC go green? netWorker, 11(2), 18–25.

State true or false
1.
2.
3.
False
True
False
iv ers
4. True
5. True
Un
Fill in the blanks

1. Carbon Emissions Management Software
2. United Nations Framework Convention on Climate Change
3. Green enterprise transformation
ity
4. CEMS
5. Brazil, Russia, India, and China
Am
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Green Computing 335
Unit -4.4: Emergent Carbon Issues: Technologies and

Notes
Future
e
li n
Objectives:
●● Understand future carbon landscape.
On
●● Learn about green ICT and technology trends.
●● Comprehend ISO—new and upgraded standards.
●● Analyze ecodesign and biomimicry.
●● Evaluate Green ICT—business and economic trends.
ity
●● Learn about dichotomy of developing economies.
●● Comprehend collaborative environmental intelligence.
Introduction
iv ers
Everything comes to us that belong to us if we create the capacity to receive it.
- Rabindranath Tagore
Un
ity
Am
Green IT, as well as the whole environmental sustainability domain, is fast evolving.
Furthermore, it is a relatively embryonic subject that necessitates constant attention, since
the speed of technology progress has a variety of unanticipated effects on corporate
missions and profitability. Technologies both raise emissions and create opportunities to
(c)
reduce emissions. When David Kirkpatrick* argues that “the age of computing has barely
begun,” he is referring to the age of Green IT, which has yet to begin.
This brief chapter aims to broaden and imagine the future of Green IT and
environmental issues. The objective of this chapter is to analyze future possibilities
336 Green Computing
in terms of both carbon generation and mitigation in business, rather than to

Notes propagate any specific hands-on action. The backdrop for this imaginative exercise
e
in emerging carbon concerns continues to be the four elements of economics,
technology, processes, and people. Controlling carbon without limiting the expansion
li n
of technologies and businesses is an intriguing part of visualizing the carbon
economy. Faster computer processors, larger storage capacities, and lightning-fast
communications, for example, are all double-edged swords: they can increase carbon
emissions due to higher power consumption while also providing opportunities to
On
reduce carbon emissions through technological advancements and business process
optimization. As a result, in Green IT, fast emerging technologies must be examined in a
creative and holistic manner.
This fascinating conversation also includes the establishment of new environmental

standards, the potential for new global understanding in terms of protocols, the
development and integration of new CEMS, and positively transforming attitudes. The
ity
exploration of these new technologies and consideration of their use in Green IT is
part of a novel approach to comprehending and dealing with the new carbon dilemma.
For example, understanding developing technology allows the designers of Green
information portals to incorporate flexibility into new strategic directions, innovative
ers
rules and processes, and sound tactical development. XML, SOA, mobile services,
collaborative online services across industry verticals and with regulatory authorities,
virtualization, and Cloud computing are all examples of technologies that provide
potential for innovation.
Aside from technological advancements, the business models themselves will

iv
adapt to reflect the emerging carbon economy. “Over the next ten years, the Internet
will drive changes in consumer behavior that will lay waste to all the corporate re-
engineering and cost-cutting efforts that have kept so many MBAs and programmers
Un
burning the midnight oil,” Siegel (1999) wrote in Futurise your Enterprise. He had
no idea that the influence of carbon on consumer behavior would be even higher,
necessitating business model renovation and reinvention to match the carbon economy
of the next decade. Emergent technology, inventive processes, innovative business
models, demanding customer demands, synergetic standards, and new, positive social
attitudes make up the future of Green IT and environmental sustainability.
ity

Am
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Green Computing 337
In his book The IRG Solution (Souvenir Press, 1984), David Andrews stated that
central media and government-type hierarchical organizations could not effectively Notes
e
understand the contrived environmental problem. They also had no notion whether the
answers were adequate.
li n
It was stated that the broad use of information technologies in enterprises, together
with their ever-lowering costs, has resulted in a period of significant carbon emissions
from all sectors of society.
On
As a result, the future is not so much about going back to a time before technology
as it is about studying futuristic technologies that will cut future emissions while also
assisting in the reduction of existing ones.
While there are various perspectives on the future of Green IT, the four pillars of
Green IT transformation outlined previously are an excellent place to start. In the table
below, future possibilities are summarized as examples.
ity
The future of Green IT is shaped by a number of variables.
These key actors include scientific breakthroughs, innovative approaches to

applying information technology in business, updated and current regulations and
ers
legislation that are embraced in spirit across industries and regions, and an ingrained
favorable social attitude about carbon emissions. The table below depicts the
various Green IT parameters in relation to the four dimensions. The notion that novel
approaches are required in all four dimensions of Green IT is most significant when
considering the future of Green IT.
iv
The diverse nature of Green IT necessitates flexible Green IT solutions that may
be employed in a variety of settings. In the Green IT domain, the use of knowledge
management solutions can help to stimulate the generation of additional insights and
Un
knowledge. Green IT knowledge, both implicit and explicit, is expected to take on a

variety of radical forms. The amount of carbon savings achieved by an organisation
within a permissible limit, for example, can be an explicit piece of knowledge that Green
HR might utilize in its internal education programme or exchange with accountants. In
order to price and enable trading in software applications, mathematical equations such
as Blackscholes and Binomials, graphs, and tables will be used.
ity
These applications must be flexible enough to accommodate future changes in

environmental regulations, legislation, and processes. Green ICT users have varied
levels of knowledge and appreciation, as well as varying interests and priorities. As a
result, Green ICT applications will need to be adaptable and agile at all times.
Am
Future of Green IT in the Four Dimensions

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338 Green Computing
Socially, the future of Green ICT lies in innovation that takes use of social
Notes media networks, brings individuals and organizations together in consortiums,
e
raises public awareness of concerns, and activates the organization’s Green HR
function. At the local, regional, and global levels, social networks relating to Green
li n
IT and environmental responsibilities can be formed. These groups have different
interpretations and priorities in terms of the environment at each level.
Different views and priorities will be capitalised on by social techniques, which will
On
bring them together on a single platform. Organizations and governments can achieve
this by being actively participating in the social media network phenomenon rather than
simply observing or attempting to regulate it.
Organizations might try to innovate internally in their Green HR department

in addition to their exterior social media initiatives. Such innovation necessitates
careful examination of the mind maps of those in charge of carbon reduction inside
ity
the organisation, the tools and technologies they use, and the way these people are
trained, maintained, and promoted.
More than what was discussed in Green HR, the future carbon trading has an
impact on the internal organisation. While an organization’s external duty for meeting
ers
carbon reduction targets is shared among many departments and individuals within the
organisation, this obligation is shared among many departments and individuals within
the organisation. If the firm is to perform successfully in the future carbon economy, it
will need to thrive at internal collaboration.
iv
In the context of carbon trading, Malone (2004) highlighted decentralization and
collaborative decision making. Internal use of carbon credits, for example, and then
supporting an internal and external market or sharing of carbon credits, might result in
a societal shift with benefits that extend beyond the corporate border. Such a feat will
Un
go much beyond the carbon reduction targets set for the short term. Collaboration—
both internal and external to the organization—creates opportunities for a much more
significant social change phenomenon.
Making use of social media networks provides new opportunities for small
and medium companies to locate and utilize carbon reduction expertise while also
ity
promoting real attainment of the same. Such cross-border use would necessitate a far
more thorough legal structure than now exists.

Am
(c)

Green Computing 339
There is no such thing as a “silver bullet” answer when it comes to green IT.
Indeed, we become aware of it. “The bulk of invention is low-amplitude and occurs over Notes
e
a long period,” writes Bill Buxton in The Long Nose of Innovation. Companies should
spend as much time refining existing technology as they do creating new ones.”
li n
Alignment of new and emerging technologies with business has proven to be
a key factor in gaining a competitive advantage. When it comes to innovative use of
emerging technology and carbon reduction, the same alignment must be kept in mind.
On
Environmental intelligence (EI) encompasses not only the correlation of data and
insights into carbon data and information, but also the creative application of business-
oriented solutions.
Cloud computing, software as a service (including lean-IT), nanotechnologies,

quantum/ternary computing, Eco design, and biomimcry—as indicated in Figure
below—are the technologies most likely to have an impact on Green IT. Some of these
ity
technologies are already having an influence on lowering businesses’ environmental
footprints. However, in the near future of the carbon economy, a significantly higher
influence is expected. Similarly, the introduction and upgrading of ISO standards,
corporate governance standards, and a fresh look at Green IT strategies and policies
will all help to match these technologies with business. This is also depicted in the
diagram below.
ers
Next, we’ll talk about these technologies and their impact on business’s
environmental responsibilities.
iv
Un
ity
Am
Emerging technologies landscape and Green IT impact.

(c)

340 Green Computing
Cloud Computing
Notes
e
li n
On
ity
Cloud computing is an integral component of a company’s overall IT strategy.
However, beyond those conversations, Cloud computing has a lot more to offer in the
ers
context of EI in the future. The core idea of Cloud computing is the consolidation of
hardware and software services that are made available via the Internet’s constant,
uninterrupted connectivity. While this cloud-based service delivers several business
benefits to organizations, the benefits in terms of reducing carbon emissions through
iv
consolidation are significant. This is because the Cloud’s ability to share infrastructure
and applications, pool reusable data, and provide flexibility in IT planning opens up a
world of possibilities that have yet to be explored.
Un
In terms of what it offers to Green I T, the Cloud’s future is based on its ability to
continually and dynamically bind together several threads of computing processes,
multimedia data, and intelligently altering interfaces. The creation of public and private
Clouds is increasing the chances to lower overall carbon footprint through dynamic
collaboration. The ability to leverage the Cloud computing business idea of “pay as you
go” in terms of computing services is enhanced by dynamic collaboration in the Cloud.
ity
Cloud-based collaboration, for example, eliminates the customary “buffer” of

hardware, such as disc space and processing capacity, that data centre managers
would typically require for their own enterprises.
The availability of widely accepted standards, as well as quality in metrics and

Am
measures, will have a significant impact on the future of Cloud computing. The carbon
emission computations in the Cloud are now viewed as external to the organisation,
resulting in a reduction in the user organization’s carbon footprint. That, however,
is not a true representation of the “total” reduction in emissions attributable to Cloud
computing. It will be necessary to perform a far more precise computation that balances
the consolidation of computer equipment with the power consumed by communication
networks in connecting with those consolidated computing systems. Thus, using the
(c)
most optimal paths by your services to access the Cloud will have a similar influence on
carbon reduction as consolidating the back-end servers themselves.

Green Computing 341
Notes
e
li n
On
ity
ers
Consolidated, optimized, and large Cloud-based data centres, comprised of an
ever-expanding deck of supercomputers, provide the foundation for carbon-sensitive
computing in the future. Such Cloud-based services will be provided by a group of large
iv
computer suppliers with specialized capabilities in server management, location and
infrastructure, metrics and measurements, standards, and, of course, compliance with
legal and reporting requirements.
Un
SaaS
ity
Am
SaaS (software as a service) is an excellent technique to deliver software

(c)
applications. Anyone, as and when needed, has access to an application running on

a remote server thanks to SaaS. The execution of an application from a centralised
server via Internet connectivity is known as SaaS. The SaaS model combines shared

342 Green Computing
services, reduced power usage, increased cooling efficiency, and increased equipment
Notes density. SaaS is closely related with Cloud computing in the United States, and it
e
adheres to the previously described pay-as-you-go principle. While the Cloud allows
for the consolidation of infrastructure and hardware, as well as expansion without the
li n
normal overheads, SaaS allows for the execution of programmes that are not installed
on the organization’s local servers. Instead, programmes are launched on a single
machine that is shared by multiple users. When compared to the number of computers
necessary if applications were run separately and locally, this leads in the consumption
On
of less electricity by a lower number of machines. As a result, total energy and cost
savings are realised. In fact, the ideal future is where SaaS applications with associated
carbon metrics are architected, created, modelled, and produced from the bottom up.
Application suppliers may no longer offer their apps as bundles and instead offer them
as services.
ity
iv ers
Un
SaaS and cloud computing in Green ICT strategies.

ity
The data, its integration, and security are all issues with SaaS-based deployments.
As a result, in SaaS-based software deployment, the application execution

and reusable data service outlined in the preceding section become more important.
Am
Questions including how the data is created, where it resides, how it interacts with the
business’s existing data, how it is backed up, and how much control the Cloud provider
has over the data versus the organisation should all be asked and probed.
Because SaaS applications are deployed and configured in a centralized location,

they are easier to manage and upgrade. It lowers the cost of application upgrades and
maintenance. However, data security and privacy, particularly from competing entities,
can be difficult to achieve.
(c)
SaaS has a long way to go because its success is not solely dependent on
technology. To make SaaS a success, it will take innovative business models, a
stringent legal framework (that ensures data security and privacy), and a shift in user

Green Computing 343
attitudes. There will be a significant reduction in the “clutter” of hardware and software
components as SaaS-based software distribution becomes more widely accepted. Notes
e
Nanotechnologies
li n
Nanotechnology is the study of computing on a small scale. These technologies
have the potential to have a significant impact on Green IT, both in terms of hardware
and software. Nanotechnologies enable atomic-scale creation, measurement, and
manipulation of electronic data and communications. Size reduction necessitates
On
a significant amount of research effort—design, development, and manufacture.
Providing electricity to these tiny gadgets necessitates advancements in battery
technology. However, because of their compact size, these devices only demand a
small quantity of electricity. Device size reduction, potential elimination of movement
(e.g., disc spinning) within the devices, and ease of handling can all help to minimize
overall carbon emissions from these devices.
ity
Quantum/Trinary Computing
Trinary (or ternary) computing offers significant benefits not only in terms of
computation but also in terms of reducing IT’s carbon footprint. Trinary computing
ers
operates at the most fundamental level of computing by adding a “-1” option to the
binary bit possibilities of “0” and “1.” Nikolay Brusentsov created a trinary computer in
1958, which is reported to require far less electricity than a binary computer.
New Renewable Energies

iv
The main sources of renewable energy are wind, solar, wave, nuclear, and
biomass. Current oil, coal, and gas are finite energy sources. Exploring novel energy
sources that do not deplete with use is a scientific exercise that is still ongoing. The
Un
introduction of these renewable energy sources will alter carbon emissions calculations
because the emissions produced by these energies are predicted to be significantly
lower than those produced by coal and gas. However, it is important to strike a balance
between the use of these futuristic energy sources and the emissions that may emerge
from the proliferation of end-user gadgets that continue to release heat and carbon.
ity

The ISO 14000 family of standards, which was previously discussed, is also
evolving. For instance, the ISO 14001 standard, which specifies the requirements of an
environmental management system in the context of a specific product or organisation,
Am
does so in the context of a specific product or organisation. This standard, on the other
hand, contains no standards for dealing with environmental practices connected with
collaborative organizations—especially if they collaborate dynamically.
Either the ISO 14000 series of standards must be updated to include dynamically
interacting firms, or a new set of standards must be developed to regulate the
environmental practices of such collaborations. Environmental governance standards
(based on ITIL and CoBIT, for example) that deal with embedding environmental
(c)
management inside corporate governance structures are also required.
Standards that might dictate the use of the aforementioned new technologies
from an environmental standpoint are also required. Finally, the use and deployment
344 Green Computing
of the standards themselves must take advantage of the Cloud and be SaaS based,
Notes minimizing the overheads involved with compliance and reporting. Emerging
e
technologies, procedures, and methods of developing and deploying software
applications and services would be included in such standards.
li n
Ecodesign
On
ity
iv ers
Ecodesign is based on environmental considerations in the architecture and
design of products and processes at every stage of the process. While environmental
Un
concern is a product, lifecycles themselves are not new, this process involves a
thorough examination of the Green P-O-D. For example, ecodesigning a computer
display will entail a less energy-intensive design, a thorough examination of the
monitor’s accompanying devices—such as the machine, keyboard, and mouse—their
biodegradability, and the ergonomics of use. Each of these elements has an impact
on ecodesign. Design, raw materials, production, packaging, and distribution are all
covered under ecodesign. For example, ecodesign might explore local procurement
ity
of raw materials to reduce transportation and storage costs, hence reducing carbon
emissions. Another example is the raw material selection. While choosing wood over
plastic might result in a biodegradable, low-cost option, plastic equipment could offer a
durable, lightweight product with a long lifespan. These challenges are incorporated into
Am
the design of any ICT equipment by ecodesign.
Biomimicry
As an emerging concept, biomimicry necessitates extensive research, testing, and
application across all aspects of a company’s products and services. Biomimicry is a
scientific and art combination that tries to learn from and replicate nature in a way that
is generally sustainable. Nature conserves energy by using only the amount required to
(c)
perform a task, ensuring that the function matches the form, recycling, and relying on
diversity.

Green Computing 345
Nontoxic adhesives inspired by geckos, energy-efficient buildings based on termite

mound architecture, wingtips on commercial aeroplanes based on wingtip feathers Notes
e
of birds of prey, resistance-free antibiotics inspired by red seaweed, and a solar cell
inspired by a leaf are all examples of biomimicry. As a result, biomimicry contributes to
li n
the definition of a successful technical invention. Innovation that works in harmony with
nature is considerably more likely to be long-lasting than innovation that does not.
These examples show how Green IT may be used to explore potential in
On
data centre infrastructure, computer design, computer operations, communication
networks, and even system applications. Biomimicry in IT, for example, can lead to
the design of glass screens that focus on total external reflection, virtual keyboards,
and biodegradable external parts as much as feasible. While the importance of Cloud
computing was addressed earlier, not all of the Cloud’s computing capacity will be
centralised. As a result of its nature, which relies on and makes effective use of local
expertise, the Cloud architecture may evolve into a distributed architecture that benefits
ity
from decentralising some features of a centralized design. In the Green ICT domain,
creating a data centre in a cold geographical region, covering its roof with terracotta
tiles, giving enough natural ventilation to the building, and growing ivy on the side walls
are some examples of using nature to reduce the power used in cooling data centres.
ers
With only a little more than half a century of computing history to draw on, there are
plenty of opportunities to research and find a lot about how computers are designed
and developed that can be based on how nature designs things.

iv
Enterprise Strategy Group found that nearly half of 1,000 global senior business
and IT managers said professional services to assess, design, and implement
technologies to support Green initiatives were most important in selecting IT vendors
Un
(Nordin 2008, OECD 2009; The Climate Group 2008, as also reported by Garito, M.,
2011).
Business and economic trends in Green IT are just as important as technological

advances in determining the final outcome of Green IT. These new business models
also provide opportunities for future research and development in the crossing realms
ity
of economics and the environment (as Younessi [2011] and Sherringham and Unhelkar
[2011] both point out).
Collaborations, which are based on internet connectivity, allow firms to gain an

advantage by interacting with one another rather than competing with one another.
Am
New collaborative business models that are also dynamic (that are established and
dispersed on a regular basis) can lead to a variety of different approaches for these
partnerships to understand and apply Green IT.
Collaborations also create partnerships between a network of organizations,

allowing them to buy and sell their products and services electronically, making them
less expensive to sell or buy and allowing them to reach a broader market. The
presence of collaborative commerce, according to Fairchild and Peterson (2003),
(c)
suggests a network of firms with similar collaborative natures and a well-established

collaborative business platform and tactics. Business collaborations provide the option
for reusability of data, processes, and systems, which is beneficial in decreasing the
organization’s carbon footprint. Collaborations can also aid in the dissemination of
346 Green Computing
information and knowledge gained through the implementation of Green IT policies.

Notes Thus, Green IT collaborations would result from companies not only developing
e
and selling green products, but also incorporating green partners into their business
practises, sharing their growing knowledge and experience in this domain, and assisting
li n
and supporting one another in the collaborative effort.
Green IT should eventually become a self-sustaining commodity that can be sold

for its own sake or used to boost a company’s share value.
On
The graph below depicts the growing importance of collaborative business models
and the application of tools and approaches across a variety of industries. In terms of
how ubiquitous the usage of collaborative technologies is in different business sectors,
education, transportation, and scientific businesses score highly in the “strongly agree”
choice, while other industrial sectors such as health care, finance, and media score
closely in the “agree” option. Businesses are rapidly forming collaborative alliances to
ity
package their products and services, bolstered by the Internet’s interconnectedness
and future prospects for real-time access through mobile networks. These business
outcomes also have a significant impact on the Green IT domain. Cooperation, for
example, allows numerous firms to decentralise decision-making; as a result, if one
of the collaboration partners emits a high amount of carbon, other company partners
ers
should be prepared to take action to minimise those emissions. It leads to business
models that use dynamic knowledge management systems on a regular basis
(Unhelkar 2010, Cutter report). In these business models, the chances to cut carbon
emissions at the source grow fast.
iv
Un
ity
Am
Use of collaborative tools by organizations in practice.
The previously mentioned technological breakthroughs like cloud computing and

SaaS are not the only ones that have an impact on Green ICT. They also necessitate
a business strategy that can sustain the implementation of these technologies.
Invariably, such a commercial model will contain agreements on how carbon emissions
would be shared among Cloud computing companies and users. Furthermore, when
it comes to Cloud computing, product, service, and infrastructure organizations will all
(c)
have various models, and hence different ways of quantifying carbon emissions. For
calculating raw materials and inventory, linking them to supply networks, and delivering
final products, product-based enterprises rely heavily on the Cloud. Raw resources
are scarce in service-based sectors, stockpiles are only linked to equipment, and
Green Computing 347
there is no distribution network. As a result, service level agreements for Cloud-based

business models, in which these organizations use Cloud computing, must be designed Notes
e
differently.
li n
For a service-based firm, the services and support required from the C loud are
more al-time, critical components than for a production-based organisation. The
requirements for uptime, redundancies in data and systems, employee support,
education and training, and even marketing and advertising all play a role in such a
On
company model.
From a commercial standpoint, the future of Green ICT is inextricably related to

good corporate responsibility and the promotion and marketing that follows. The Green
marketing credentials, as well as their limitations. In the social dimension of Green IT,
supporting diverse environmental causes, forming environmental social media groups,
and understanding changing customer preferences are the keys to the future.
ity
Changes in the internal organisation of a company are also reflected in business
models. Project-based work within organizations, for example, will be carried out
by virtual project teams made up of members from various areas of business who
collaborate electronically to generate outcomes. Internal communication, process
business model.

iv ers
integration, and information sharing among team members are all part of the internal
Increased interest in sustainable processes and products will soon lead to “self-
sustaining markets,” in which goods and services are bought and sold for their own
reason. Investors can benefit from sustainability because it has inherent trade value.
Because of the scale of the BRIC (Brazil, Russia, India, and China) economies and
Un
their widespread adoption of sustainable and green ideals, these economies will see
a large capitalization of green infrastructure. HRG, based on K & L Nathadwarawala
(2011).
The globalized nature of most medium to big enterprises is reflected in rapidly

evolving business and economic trends. Is globalization, in turn, leading to an even
ity
greater challenge that the total environment will have to face in the near and long term
future—the dichotomy between rapid economic development and carbon reduction in
developing economies.
This was the main point of conflict between these two economic groups, and
Am
it was predicated on the necessity to assess overall carbon emissions over a longer
time span. This is a crucial component in the method by which carbon is calculated
and refracts different viewpoints of developed and developing countries. This may not
be a practical calculation to a considerable extent. This is because, if only the recent
few years or even a decade are considered, developing countries contribute significant
emissions, as economic development is more or less linked to rises in carbon
emissions. Highly industrialized economies have historically produced significant
(c)
amounts of carbon during periods of rapid growth.
The developing economies (BRIC) are developing carbon when the world is more
carbon conscious than it was previously. It has given rise to a new challenge: balancing
and fairness across the globe.
348 Green Computing
These global factors must be incorporated into new and emerging approaches to
Notes sustainability in practice. Governments, businesses, and individuals must expand on
e
them by including components of geographical regions and temporal periods into the
measurement and restriction of emissions.
li n
As a result, new economic models for resource sharing across regions and time
are necessary. The consumption gap between rich and developing countries, as well as
the resulting carbon emissions, must be overcome.
On
Environmental intelligence, as stated in previous chapters, when combined with
the collaborative business models discussed previously in this chapter, provides a
significant field for research into business environmental activities. Collaborations
between diverse stakeholders and parties include those between organisations,
ity
individuals and organisations, and government and organisations, among others.
Collaborating EI, according to us, extends beyond the insights needed and exploited by
a single business to the domains of many, dynamic collaborative organisations.
Unhelkar and Tiwary (Cutter 2010) define collaborative intelligence as a technical
ers
platform where various firms collaborate to share their business intelligence for the
best-in-class outcome without jeopardising their own market position and differentiation.
In the environmental arena, developing and formalizing collaborative EI capabilities

will give partnering organisations with market differentiators.
iv
Collaboration and EI are brought together in collaborative EI, allowing
businesses to prepare for the carbon economy without having to “reinvent the wheel.”
Noncompetitive carbon data and analysis, for example, may be easily shared among
Un
enterprises and governing authorities because to collaborative EI.
Sharing carbon capabilities can also include sharing essential environmental

system components like security, access, and authentication. This type of exchange of
technological components can help to ensure that environmental security and privacy
standards are met.
ity
Am
(c)

Green Computing 349
Developed Economies and Developing Economies (BRIC) Comparison along

Four Dimensions Notes
e
li n
On
ity
iv ers
Un
Dynamic integration and aggregation of disparate carbon data and various

transactions from multiple businesses into a single customer perspective are also part
of future collaborative EI development.
Following a specific response to images of interest and future investigations in

ity
relation to collaborative EI:
●● Collaborative carbon data for trend plotting—to provide an industry-wide picture

of carbon trends, carbon data and information from numerous sources and many
organizations is necessary. Environmental insights will be created by integrating
Am
data warehouses that would not be achievable with a single, enterprise data base.
●● Collaborative data warehouses—will repurpose common, noncompetitive,
sharable carbon data, reducing data replication and processing.
●● Collaborative EI using Cloud computing—cloud collaborations will allow for better
and more centralised carbon data and device management. Smart metres, for
example, can collect and transmit data not to a single organisation, but to the
Cloud’s systems and facilities.
(c)
●● Using mobile technologies to collaborate on EI. Results in mobile data

warehousing, OLAP, and data mining that originate in business intelligence and
are then applied to environmental intelligence. A carbon data warehouse is a

350 Green Computing
massive collection of data on the environment gathered from operational data

Notes sources. To detect and interpret trends from such collaborative organisational
e
data, OLAP and data mining techniques can be applied.
li n
●● Collaborative EI and Green Blogs—allows for the free exchange of environmental
knowledge and ideas. The benefit of such Green blogs and discussions is that
they may be archived for future reference, indexed and investigated, and enable
collaborative opportunities outside of traditional journals and periodicals. Blog-
based communication allows for a more open exchange of ideas between
On
enterprises, as well as real-time sharing of those ideas and the ability for
customers to express their preferences.
●● Web 2.0/Web 3.0 and collaborative EI Unhelkar and Trivedi (2009) argue that
the new version of the web has set new trends in communication technologies
that go beyond the core task of communication. Rich user experience, capacity
ity
for users to not only get information but also execute services, dynamic content,
and scalability are all features of these technologies. The organization’s
administration and leadership may make quick decisions about the collaborative
organizations’ path thanks to the instant gathering of carbon data and information,
as well as instant feedback via applications that run on new web platforms. The
ers
implementation of Web 2.0 technologies on mobile devices will cut energy
consumption because mobile devices use less energy than desktop computers.
It will also virtualize server resources, resulting in a more sustainable and
environmentally friendly system.
iv
●● Collaborative EI and GRID computing—a GRID of computers connected by a
network was the forerunner to today’s Cloud computing. A computing GRID, on
the other hand, was primarily interested in sharing otherwise unused computing
power (Unhelkar 2004)—as opposed to a C loud, which also rings in business
Un
rules for sharing and paying for resources. The GRID, on the other hand, is a well-
known computer connectivity paradigm that should be thoroughly investigated
for the purposes of decreasing overall global computing needs. A wireless GR
ID, for example, may provide the opportunity to fully avoid the requirement for a
physical communication network, hence reducing the carbon footprint of physical
infrastructure.
ity

State true or false
1. Ecodesign is based on environmental considerations in the architecture and design

Am
of products and processes at every stage of the process.

2. Business intelligence (BI) encompasses not only the correlation of data and insights
into carbon data and information, but also the creative application of business-
oriented solutions.
3. A computing GRID was primarily interested in sharing otherwise unused computing
power (Unhelkar 2004)—as opposed to a C loud, which also rings in business rules
(c)
for sharing and paying for resources.

4. Business and economic trends in Green IT are just as important as technological
advances in determining the final outcome of Green IT.

Green Computing 351
5. The carbon emission computations in the Cloud are now viewed as internal to the
organisation, resulting in a reduction in the user organization’s carbon footprint. Notes
e
Fill in the blanks
li n
1. __________ is a scientific and art combination that tries to learn from and replicate
nature in a way that is generally sustainable.
2. ________ computing operates at the most fundamental level of computing by adding
On
a “-1” option to the binary bit possibilities of “0” and “1.”
3. The core idea of ________ computing is the consolidation of hardware and
software services that are made available via the Internet’s constant, uninterrupted
connectivity.
4. __________ enable atomic-scale creation, measurement, and manipulation of
electronic data and communications.
ity
5. ________ applications are deployed and configured in a centralized location, they
are easier to manage and upgrade. It lowers the cost of application upgrades and
maintenance.
Summary
●● ers
Controlling carbon without limiting the expansion of technologies and businesses
is an intriguing part of visualizing the carbon economy.
●● The exploration of these new technologies and consideration of their use in Green
iv
IT is part of a novel approach to comprehending and dealing with the new carbon
dilemma.
●● Aside from technological advancements, the business models themselves will
Un
adapt to reflect the emerging carbon economy.

●● In his book The IRG Solution (Souvenir Press, 1984), David Andrews stated that
central media and government-type hierarchical organizations could not effectively
understand the contrived environmental problem. They also had no notion whether
the answers were adequate.
ity
●● It was stated that the broad use of information technologies in enterprises,

together with their ever-lowering costs, has resulted in a period of significant
carbon emissions from all sectors of society.
●● These key actors include scientific breakthroughs, innovative approaches to
Am
applying information technology in business, updated and current regulations

and legislation that are embraced in spirit across industries and regions, and an
ingrained favorable social attitude about carbon emissions.
●● The diverse nature of Green IT necessitates flexible Green IT solutions that may
be employed in a variety of settings. In the Green IT domain, the use of knowledge
management solutions can help to stimulate the generation of additional insights
and knowledge.
(c)
●● Socially, the future of Green ICT lies in innovation that takes use of social media
networks, brings individuals and organizations together in consortiums, raises
public awareness of concerns, and activates the organization’s Green HR function.

352 Green Computing
●● Organizations and governments can achieve this by being actively participating in

Notes the social media network phenomenon rather than simply observing or attempting
e
to regulate it.
li n
●● Malone (2004) highlighted decentralization and collaborative decision making.
Internal use of carbon credits, for example, and then supporting an internal and
external market or sharing of carbon credits, might result in a societal shift with
benefits that extend beyond the corporate border.
On
●● Making use of social media networks provides new opportunities for small and
medium companies to locate and utilize carbon reduction expertise while also
promoting real attainment of the same.
●● “The bulk of invention is low-amplitude and occurs over a long period,” writes Bill
Buxton in The Long Nose of Innovation. Companies should spend as much time
refining existing technology as they do creating new ones.”
ity
●● Environmental intelligence (EI) encompasses not only the correlation of data
and insights into carbon data and information, but also the creative application of
business-oriented solutions.
●● Cloud computing is an integral component of a company’s overall IT strategy.
●●
ers
However, beyond those conversations, Cloud computing has a lot more to offer in
the context of EI in the future.
The core idea of Cloud computing is the consolidation of hardware and software
services that are made available via the Internet’s constant, uninterrupted
iv
connectivity. While this cloud-based service delivers several business benefits
to organizations, the benefits in terms of reducing carbon emissions through
consolidation are significant.
Un
●● The carbon emission computations in the Cloud are now viewed as external to the
organisation, resulting in a reduction in the user organization’s carbon footprint.
●● SaaS (software as a service) is an excellent technique to deliver software
applications. Anyone, as and when needed, has access to an application running
on a remote server thanks to SaaS. The execution of an application from a
centralised server via Internet connectivity is known as SaaS.
ity
●● Nanotechnology is the study of computing on a small scale. These technologies

have the potential to have a significant impact on Green IT, both in terms of
hardware and software.
Am
●● Trinary (or ternary) computing offers significant benefits not only in terms of
computation but also in terms of reducing IT’s carbon footprint.
●● Exploring novel energy sources that do not deplete with use is a scientific exercise
that is still ongoing. The introduction of these renewable energy sources will alter
carbon emissions calculations because the emissions produced by these energies
are predicted to be significantly lower than those produced by coal and gas.
●● The ISO 1 4000 family of standards, which was previously discussed, is also
(c)
evolving. For instance, the ISO 14001 standard, which specifies the requirements
of an environmental management system in the context of a specific product or
organisation, does so in the context of a specific product or organisation.

Green Computing 353
●● Ecodesign is based on environmental considerations in the architecture and

design of products and processes at every stage of the process. Notes
e
●● Biomimicry is a scientific and art combination that tries to learn from and replicate
li n
nature in a way that is generally sustainable. Nature conserves energy by using
only the amount required to perform a task, ensuring that the function matches the
form, recycling, and relying on diversity.
●● Enterprise Strategy Group found that nearly half of 1,000 global senior business
On
and IT managers said professional services to assess, design, and implement
technologies to support Green initiatives were most important in selecting IT
vendors.
●● Collaborations also create partnerships between a network of organizations,
allowing them to buy and sell their products and services electronically, making
them less expensive to sell or buy and allowing them to reach a broader market.
ity
●● Peterson (2003), suggests a network of firms with similar collaborative natures and
a well-established collaborative business platform and tactics.
●● The globalized nature of most medium to big enterprises is reflected in rapidly
evolving business and economic trends. Is globalization, in turn, leading to an
●●
carbon reduction in developing economies.
ers
even greater challenge that the total environment will have to face in the near
and long term future—the dichotomy between rapid economic development and
Governments, businesses, and individuals must expand on them by including

iv
components of geographical regions and temporal periods into the measurement
and restriction of emissions.
●● Collaborations between diverse stakeholders and parties include those between
Un
organizations, individuals and organizations, and government and organizations,

among others. Collaborating EI, according to us, extends beyond the insights
needed and exploited by a single business to the domains of many, dynamic
collaborative organizations.
Activity
ity
1. Prepare a presentation on the topic “ecodesign and biomimicry”.

2. Formulate a case study describing Collaborative Environmental Intelligence.

Am
1. What would be the innovative aspects of applying Cloud computing to the

environmental challenge?
2. How does a SaaS-based application reduce carbon emission?
3. Discuss the ways in which standards in environmental management can be
enhanced.
4. What are the major points of contention in the carbon debate between the developing
(c)
and developed economies?

5. What is collaborative EI? Discuss two ways in which collaborative EI can be applied
in today’s organizations to reduce their carbon footprint.

354 Green Computing
6. What do you understand by future carbon landscape?

Notes
e
7. Define green ICT.
8. What do you mean by green ICT in reference to technology trends?
li n
9. Define ISO. What are its new and upgraded standards?
10. What do you understand by ecodesign?
11. Write a short note on biomimicry.
On
12. Briefly talk about business and economic trends in green ICT.
Glossary
1. Ecodesign: Ecodesign is based on environmental considerations in the very early
conceptual stage of the architecture and design of products or processes.
ity
2. Biomimicry: it can be considered as a combination of science and art that aims to
learn from and emulate nature, which is usually sustainable. Nature uses only the
energy it needs to carry out a function, ensures that the functionality matches the
form, recycles and relies on diversity.
3.
ers
Green washing: The practice of organizations exaggerating their green credentials
and environmental sustainability attributes, making claims that are untrue. It is an
unjustified appropriation of environmental virtue. Green washing is an amalgam of
the terms green and whitewash.
4. Greenhouse gas (GHG): A wide range of different gases that can absorb thermal
iv
infrared radiation (heat) which is emitted from the earth, and then re-emit it. The most
significant GHGs are CO2, methane, nitrous oxide and CFC gases.
Un
5. Green PC: A personal computer that is designed to be environmentally friendly and

has a reduced carbon footprint throughout its life cycle. It is energy efficient, contains
less hazardous materials and is easy to upgrade and recycle.
ity
Unhelkar.
Further Readings
Am

2008, 11(3), 2008.
(c)

(8), August, 2007.

Green Computing 355

and Actions, A white paper by Connection Research, 2009. Notes
e
6. Deitel, H., D eitel, P., and S teinbuhler, K. (2001). e-Business and e-Commerce
li n
for M anagers, Prentice Hall, Upper Saddle River, New Jersey.
7. Kalakoa, R. and Whinston, A. B. (1999). Frontiers of Electronic Commerce,
Addison-Wesley.
8. Malone, T. W. (2004). Ā e Future of Work Boston: Harvard Business School
On
Press.
9. Siegel, D. (1999). Futurize Your Enterprise: Business Strategy in the Age of the
E-Customer. John Wiley Publishing.
10. Garito, M. (2011). Balancing Green ICT Business Development with Corporate
Social Responsibility (CSR). I n B. Unhelkar, ed., Handbook of Research in
ity
Green ICT, pp. 607–620. IGI Global, Hershey, PA, USA.

State true or false
1.
2.
3.
True
False
True
ers
4. True
iv
5. False
Fill in the blanks

Un
1. Biomimicry
2. Trinary
3. Cloud
4. Nanotechnologies
ity
5. SaaS
Am
(c)

356 Green Computing
Module - V: Case Studies

Notes
e
Structure:
li n
5.1 Case Study in Applying Green IT Strategies and Applications
to a Hospital”
On
ity
5.2 Case Study in Applying Green IT Strategies and Applications
ers
to the Telecom Sector”
iv
5.2.4 Enterprise Data Center Transformation Plan ...
Un

5.3 Case Study in Applying Green IT Strategies to the Packaging Industry
ity

5.3.3 SWOT of AuPack in Green Context ...
Am

(c)

Green Computing 357
Unit -5.1: Case Study in Applying Green IT Strategies

Notes
and Applications
e
li n
Objectives:
●● Understand preliminary green investigation.
On
●● Learn about SWOT of GoodMead Hospital.
●● Comprehend strategic concerns of management.
●● Analyze green transformational elements.
●● Evaluate social dimension in hospital GET.
ity
●● Learn about technology changes in hospital.
●● Comprehend applying mobile technologies in GET.
●● Analyze implementing green IT strategies.
Introduction - GoodMead Hospital

iv ers
Un
ity
Am
GoodMead is a fictional huge hospital in a major metropolis that provides public

medical services.
These services include the conventional outpatient department, which provides

patients with routine consultations, as well as numerous specialties such as paediatrics,
(c)
gynaecology and obstetrics, orthopaedics, radiography, sports medicine, and so on.
The hospital’s carbon footprint was discovered during a recent preliminary Green
IT audit, which found that the facility has a significant carbon footprint. Significant

358 Green Computing
reviews of patient management processes, electronic patient records management

Notes (EPR), laboratory equipment management, medical medications and material
e
management, and equipment and building management were carried out.
li n
The auditors’ first assessment, as well as that of the hospital’s tentatively appointed
chief green officer (CGO), was that significant improvements could be made in all of
these areas, lowering the hospital’s carbon footprint. The hospital’s service processes’
cost-effectiveness and efficiency are just as crucial as its carbon efficiency.
On
As a result, the anticipated benefits in terms of cost reduction and process
improvement are significant. In addition to focusing on procedures in terms of carbon
reduction, the preliminary inquiry revealed that GoodMead has made a significant
investment in a data centre. This data center’s structure and infrastructure are almost
ten years old, and the server machines themselves are on average four years old.
The audit also found that the hospital may influence many of its collaborating
ity
organisations by implementing a Green enterprise transformation (GET). These are the
laboratories, pharmacies, and vendors.
The hospital’s attempt to become a Green hospital’s return on investment (ROI)

is intended to move beyond the carbon emphasis and into the overall business
ers
optimization area. As a result, the hospital’s administration is eager to put new financial
allocations indexed to carbon reduction to good use. This effective utilization involves
a strategy that benefits the hospital as a whole, rather than only IT-related carbon
reduction.
iv
The aforementioned preliminary Green IT audit was done as a result of the
Un
decision made by the new, visionary leadership of GoodMead hospital. This audit took
done over the course of four weeks.
The audit’s main backer was the CGO, who had only recently been appointed. The
CGO, along with the IT auditors, department leaders, and the CIO, requested opinion
on the hospital’s current situation.
ity
The four dimensions of GET served as the foundation for this assessment. As a
result, information on the hospital’s economic performance, culture or attitude, business
operations, and technical infrastructure was gathered. On how to address the GET, the
CGO is seeking opinion from Green IT professionals as well as medical administration
experts.
Am
The following is a list of notable findings from GoodMead Hospital’s preliminary

Green IT audit:
●● As a big, public-sector hospital, the hospital is required to take steps to

measure, report, and reduce its carbon emissions.
●● The hospital has a significant opportunity to influence its collaborative
partners.
(c)
●● The hospital’s OPD (out-patient department) is a vast and sophisticated

department with its own separate building and infrastructure. This department
is supported by 220 desktop computers, 100 mobile laptops and PDAs carried

Green Computing 359
by the workers, and a plethora of supporting IT equipment, such as printers.

According to calculations and assumptions in terms of computer usage, this Notes
e
department alone accounts for 60 to 65 kT (kilo Tonnes) of the hospital’s
carbon emissions.
li n
●● Additional desktops, printers, laptops, and PDAs are available in the hospital’s
other areas, such as surgery and laboratories. At this time, the emissions from
these devices total 20 kT.
On
●● Scripts are written on printers, and medical records, reports, and related
documents are printed on them (such as a referral). The hospital produces
5,000 pages of regular paper on average, using the same amount of ink and
printer time.
●● A pathological laboratory affiliated to the hospital performs diagnostic blood
and associated testing. The lab equipment is beginning to show its age.
ity
Similarly, the data kept on the hospital’s servers, which provides information
to employees on the outcomes of the tests, consumes a significant amount of
energy and emits carbon dioxide.
●● Pre- and postsurgical activities necessitate a significant amount of electronic
equipment as well as information technology assistance.
●●
ers
The hospital will be required to produce a significant amount of legal
documentation (such as the signing of authorization to undertake specific
operations) and other documents.
●● External pharmaceutical organizations, as well as manufacturers and
iv
distributors of pharmaceuticals and hospital equipment, collaborate with the
hospital. This collaboration is made up of manual exchanges as well as some
early web services-based interactions.
Un
●● Personnel roistering is inefficient, forcing administrative staff to rely on

physical notepads, whiteboards, and diaries to schedule doctor availability.
●● The scheduling system for patient visits, surgical procedures, and
human relations (HR) (e.g., doctor vacation) is also in need of significant
improvement. Many times, scheduling patient consultations and work rosters
for nurses and administrative personnel is done manually.
ity
●● A comprehensive multimedia dollhouse project is in the works. The goal of

this project is to combine a significant amount of data in diverse formats into
a single data warehouse. Authorized users, such as doctors, patients, and
external specialists, will also be able to access audio and video recordings of
Am
previous consultations.
●● With the availability of a multimedia database, there is the possibility of adding
optional enhancements to the project, such as the capacity for doctors to
consult remotely utilizing audio and video media and high-speed internet.
●● Access security and patient data privacy (EPR) are high priorities that must
not be jeopardized under any circumstances.
●● A variety of related cross-functionalities (such as sports information) should
(c)
be included to attract and retain non-patients. This could assist to keep the
community informed about the site.
●● Internal administrative systems (such as scheduling surgeries in operating

360 Green Computing
rooms or maintaining a nurse leave roster) should be shifted to an Internet-

Notes based system to allow for global (or off-site) management.
e
●● Provisional inventories are at an all-time high. Both medical and IT inventories
li n
are included. For example, there are 15 PCs in the IT departments that might
be used as backups in the event of a system failure. Similarly, the data centre
has a lot of storage capacity that isn’t being used.
On
ity
iv ers
GET for GoodMead hospital
Un

The SWOT analysis of GoodMead Hospital is depicted in the diagram below.
This type of SWOT analysis is useful in determining the best approach for the GET.
GoodMead, for example, is a large hospital with several campuses and divisions.
A SWOT analysis makes it easier to see how the hospital’s inherent strengths can
ity
be leveraged. Such an analysis will also reveal the regions that will be immediately
affected by the transition and pose dangers. In actuality, this will be a large effort that
will involve all of these departments. The SWOT analysis can help comprehend the
extent and coverage of work during this change in this example case study.
Am
(c)

Green Computing 361
Notes
e
li n
On
ity
SWOT for GoodMead hospital
iv ers
As a consequence of the SWOT analysis of GoodMead hospital in its “as is” state,
the following understanding emerges:
Strengths
Un
●● A well-known public hospital. The hospital’s popularity is a major driving force

behind its decision to pursue GET. The ramifications of such a revolution will
extend well beyond the institution. In terms of patients and corporate sponsorship,
the hospital receives significant assistance.
●● Financially well backed by the government. GoodMead has long been a regional
ity
flagship hospital, with sufficient funding from the government over the last decade,
allowing it to carryout its services, as well as research and teaching.
●● Budget for green IT. A newly elected government has granted the hospital with an
additional, targeted grant to help it boost its environmental credentials.
Am
●● A well-known teaching and research facility. There is a culture of experimentation

and research. As a result, the hospital will be in a great position to experiment
with carbon reduction and waste reduction in all of its departments and activities.
Furthermore, the personnel are well trained in their respective fields, including
medical, administrative, and IT support.
Weaknesses
(c)
●● A deteriorating IT infrastructure: The data centre is more than 10 years old,

and the average server is 4 years old, according to the preliminary Green IT
assessment. This translates to a rapidly ageing infrastructure that is unable to reap

362 Green Computing
the benefits of current server designs and cooling techniques. Furthermore, the
Notes operation of such infrastructure entails considerable overhead expenditures.
e
●● Green IT is not supported by this attitude. A preliminary poll conducted during
li n
the audit, as well as one-on-one interviews with a few volunteer staff members,
revealed that GoodMead’s stance toward Green IT was negative. The proposal
was met with skepticism, notably among medical professionals, who believed that
IT-related carbon savings were insignificant.
On
●● Processes that are carbon inefficient. At the organizational level, numerous carbon
inefficient processes were identified. Patient management, inventory management,
and employee rosters were among the activities involved. The IT systems that
supported these systems were also inefficient in terms of carbon emissions. This
meant that the procedures were taking needlessly long, bureaucratic stages, that
the activities were redundant, and that the systems supporting the processes were
ity
data-intensive but didn’t add value. There were no technological breakthroughs in
the systems, such as cloud computing or online services.
●● Collaboration with partners is lacking. The hospital’s supplies, in particular,
arrived uncoordinated, and the hospital’s IT systems were not integrated with the
●●
supplier’s.
ers
A lack of IT expertise (new technologies). While the hospital was ahead of the
curve in terms of medical research and training, it lacked experience with new and
emerging information technology. As a result, current IT management has shown
little interest in making significant adjustments to reduce carbon emissions.
iv
Opportunities
●● New leadership is in place (CEO, CIO). The formation of the new leadership
Un
team is one of the most important opportunities Goodmead has to design and
implement environmentally friendly business plans. The appointment of the
CGO to supervise the overall green transition and report to the corporate board
alongside the CIO is a significant development in and of itself.
●● The government is putting a lot of emphasis on the environment. Government
measures on carbon reduction are now giving regulatory agencies a push. As a
ity
result, new legislation regulations are going to be enacted, making it mandatory for
large enterprises to calculate and report their carbon emissions. The government’s
focus on semi- or quasi-government entities, such as this hospital, is providing the
essential possibilities and impetus for carbon reduction programmes.
Am
●● Integrating green portals with regulatory portals is a good idea. The government’s
push towards carbon reduction It is not only an opportunity for the hospital
to transform its business models, portfolios, and data centres, but it also
provides carbon data and information to its IT systems and portals. As a result,
the government is now offering web services through its regulatory portals
that “consumers” of web services can access. Telework and telemedicine—
the telemedicine market is growing at a rapid pace, with developed nations
(c)
implementing many projects already, and the technology is getting more

affordable. As a result, telework and, in particular, telemedicine, offer more options
to reduce emissions. Every day, it becomes more and more cost-effective.

Green Computing 363
Threats
Notes
e
●● Uncertainty about where to focus. While the hospital’s senior management
is committed to a green hospital, the dynamic nature of the technology area
li n
causes occasional shifts in focus. For example, the social side of Green IT is now
negative, but bringing about change in that sociocultural area will necessitate
significant staff training and education. User devices, such as PCs and laptops,
will also need to change. There is a greater risk of conflicting aims, resulting in
increased focus uncertainty. To sustain focus, senior management must take the
On
initiative and remain in command.
●● Legislation is changing. While the government is behind the initiative and wants
GoodMead to be environmentally conscious, the legislation is still in the works.
As a result, adjustments to the way the scopes 1 and 2 are computed, as well
as changes to the emission benchmarks, have been made. This adds to the
ity
uncertainty and hazards associated with developing and executing Green IT
strategy.
●● Exposure risks: The confidentiality and privacy requirements of the patient’s
information must be protected as the transformation of technical systems and data
●●
warehouses takes place.
ers
Infrastructure/change management is a term used to describe the management of
infrastructure and change. It may be difficult to adopt some technological solutions
in which service reliability is critical due to the ageing and underdeveloped nature
of the technical environment.
iv
The aforementioned S WOT analysis provides significant input in identifying and
Un
categorizing drivers for environmentally responsible business strategy (ERBS) and vice
versa. Senior management can begin with a broad grasp of the ERBS drivers, which
will be codified once the SWOT analysis is completed.
The primary drivers for environmental responsibility at GoodMead Hospital are

depicted in the diagram below.
ity
Figure below depicts social political pressure and enlightened self-interest as the
two primary drivers for ERBS out of the six drivers that drive ERBS. The following is a
description of these two drivers:
●● Pressure from the political system: The hospital has a significant presence in the
Am
community. Furthermore, it serves as a regional flagship hospital. The hospital

is under significant social and political pressure to establish its environmental
credentials. The hospital under pressure from the broader public, which sees it as
a symbol of good service-based organization and a diverse range of patients (e.g.,
youngsters, sports-people).
●● Enlightened self-interest: The hospital’s senior management, or decision-makers,
are eager to take on the challenge of altering their processes and internal societal
(c)
attitudes to a more positive, green mindset. While the availability of money

dedicated to this aim is encouraging, they are also realizing the importance of

364 Green Computing
undergoing this green enterprise wide change in order to stay a leader in the
Notes emerging carbon economy.
e
li n
On
ity
iv ers
Drivers for environmental responsibility of business
Steps in Developing a Hospital’s ERBS

The steps in developing an environmentally responsible business strategy are
Un
depicted in the diagram below. Figure following, on the other hand, not only serves as a
reminder of the stages involved in creating an ERBS for a hospital, but also depicts the
major drivers, dimensions, risks, and metrics for this GoodMead ERBS.
●● The hospital’s commercial objectives for becoming a green hospital were

identified previously. These goals and ambitions serve as a starting point for the
hospital’s strategy development. Drivers for the aims of reduced self-interest and
ity
sociopolitical pressure on the hospital.

●● Green IT plans: These are medium-term (3–5-year) strategies that are driven
by the CGO and based on the organization’s drivers and objectives. Green IT
strategies also include components of risk or threat, as identified during the SWOT
Am
analysis.
●● Green IT policies and preconditions: These are policies that are developed at the
departmental level and put into operation by department heads and/or process
owners. These policies apply to the procurement of new equipment (Energy Star
ratings), process adjustments, and the provision of staff training.
●● Green IT resource plans: These contain information about the resources needed
(c)
to complete the transformation. In the case of GoodMead, for example, the

green transformation team would be led by the CGO, supported by Green HR,
and interacting with the operational personnel (doctors, nurses, administrators).
Budgets and resources for acquiring and deploying CEMS are often included in
Green Computing 365
resource plans. Green KPIs can be used to evaluate the transformation’s success.
Notes
e
●● Green transformation plans: These are plans for corporate transformation and
change management that will concentrate on the dimensions and work areas.
li n
On
ity
ers
Steps in developing an ERBS
iv
Un
Figure following depicts the primary green transformational aspects of GoodMead

hospital, based on the conversations thus far. The general framework for green
transformation is illustrated on top, with the many key pieces underneath. The following
are the components:
●● The influencers and their spheres of influence.

ity
●● The major dimension, as well as the GET, will occur. For change, this is the
process dimension, which is also supported by the social dimension.
●● The sort of transformation, the budgets, and the resources available to the
company can all be influenced by the demography of the organisation. These
Am
demographics apply to GoodMead Hospital, which is a large-scale service

institution in a developed region’s metropolitan metropolis.
●● The level of maturity of GoodMead’s Green IT performance is quite basic. (This
cannot be fully determined at the start of the project because the measurement
procedure is not yet established.) However, a reasonable estimate of the amount
of maturity can be given.)
(c)

366 Green Computing
Notes
e
li n
On
ity
ers
GoodMead hospital’s major green transformational elements
Once the aforementioned features of GoodMead have been established, the

iv
hospital can be transformed as follows:
●● Monitors, PCs, laptops, and mobile phones—measuring, upgrading, and recycling;

desktop virtualization; centralized green services
Un
●● Virtualization, optimization, self-healing networks, network topology, database

design, hardware and software components, security concerns, and backup
procedures are all topics covered in the data centre. Redesigning the data centre
to provide flexibility and agility in order to facilitate future infrastructure upgrades.
●● IT systems supporting hospital procedures such as booking, consultation,
ity
diagnosis, treatment, prescription, and education; equipment procurement,

installation, and use; and supply chain integration with local and international
pharmacies and drug suppliers. Electronic interaction with the government and
other regulatory organizations should also be possible.
Am
●● Wastage—Electronic trash coming from underutilized or broken gadgets; bio

waste is also taken into consideration.
●● Attitude—developing and promoting training and consulting programmes for
employees (doctors, nurses, and admin) as well as patients and business
partners. Internet-based system for global management of administration, rosters,
and the majority of HR (human relations—people) tasks. Telework and telehealth
change management.
(c)
The Green Transformation Project

The GET project will run between 12 and 18 months in total, with the full carbon
value realised over a strategic time span of 3 to 5 years. The corporate board has
Green Computing 367
approved a budget of $1 million, and the CGO has been given authority to carry out this
transition. Notes
e
The 18-month GET plan is depicted in further detail in the diagram below. It is
li n
separated into six three-month parts.
●● First quarter: The hospital transformation’s first quarter is primarily focused

on investigation and diagnosis. Identification of important drivers for
green transformation is part of this endeavor (in case of the hospital it is
On
sociopolitical and enlightened self-interest). The CGO will oversee the
hospital’s strategy planning in the first quarter, developing a 3–5 year
executable strategic plan. The hospital’s return on investment measures will
also be included in this plan.
●● Second quarter: This is the quarter in which the plan devised in the preceding
quarter is put into action. In the case of GoodMead, the implementation of
ity
GET in this quarter is focused on the transformation process. As a result,
Green BPM shows up to lay during his quarter. Process changes in the
health-care industry necessitate substantial modelling, verification and
validation, as well as tool assistance. The carbon content of the key processes
ers
must first be established. During the diagnosing phase, this will happen in an
approximate manner. Processes are reengineered and their carbon contents
are calculated again in the Green BPM activities to check that they have truly
been decreased.
●● Third quarter: In the case of GoodMead, the third quarter of GET is dedicated
iv
to social transformation. As a result, this quarter’s focus is on individual
employees’ attitudes and behaviours. In a service organisation, the social
dimension is especially crucial because the organization’s output is customer
Un
service (patient in this case). While the staff are given training to enable
them to access environmental data, information, and knowledge within the
business, the patients and the general public are kept informed about the
changes that are taking on within the hospital. Metrics and measurements
relating to the social aspects are used.
●● The fourth quarter is dedicated to the “Review” stage of the transformation.
ity
Currently, there is a strong emphasis on measurements based on previously

defined metrics. Green KPIs, such as CO2E per computer/laptop/mobile,
CO2E per staff person or per patient, and KPIs related to computer recycling,
are examples. KPIs can also be fine-tuned in the future for ongoing and
continual improvement. Green IT audits can be part of the review phase
Am
to determine the organization’s maturity. The criteria for success include

reducing the complexity of processes, improving service quality, and adhering
to statutory standards.
●● Fifth quarter: If the GET Review phase shows that the organisation, such
as GoodMead, is successful, it must immediately focus on delivering
transformation support to its partners. These include pharmaceutical
companies, laboratories, equipment manufacturers, and, of course, patient-
(c)
related organisations such as medical insurance companies.

●● Sixth quarter: This is the quarter in which the hospital’s next steps will be
heavily influenced by feedback from the transformation. This quarter, official

368 Green Computing
external Green IT audits are conducted, allowing compliance with regulatory

Notes standards to be formalised. his quarter also marks the beginning of an
e
ongoing journey for the hospital’s environmental programme management,
which will work closely with the Green HR department to ensure that Green
li n
IT specific roles are maintained and that those who work in them are engaged
and trained.
On
ity
iv ers
An 18-month GET project plan for GoodMead.
Un
The returns on the GET project for GoodMead Hospital are shown in the graph
below. While these returns are positive,
Despite the fact that they are not the primary drivers for the ERBS, they are
necessary to demonstrate two critical points: (a) the GET is inextricably linked to profits,
and (b) GET will result in improved overall performance.
Figure given below depicts the organization’s development and returns over a
ity
four-year period with business as usual. The initial expense of an ERBS investment
is higher, and hence the net returns for the first year are lower—as seen in Graph
(GoodMead Green IT ROI – With No ERBS and with ERBS) provided in Figure below.
However, the overall efficiencies and effectiveness generated from ERBS produce
Am
returns on the original investment to “go green” over the next three years.
(c)

Green Computing 369
Notes
e
li n
On
GET cost-benefit (ROI) analysis.
ity
During the third quarter of the transformation, the hospital’s social dimension
undergoes significant changes. The following are some of the changes:
●●
ers
Creation and delivery of training programmes for all levels of staff: These
training programmes range from a two-hour talk on what Green IT implies to
a full three- to five-day training session (stretched over three to five weeks to
guarantee minimal disturbances to the hospital’s usual operations).
iv
●● Quick surveys and feedback to assess attitudes toward Green IT:
These surveys can be conducted online within the hospital’s systems,
allowing for instant collation and analysis of the data. Before and after the
transformation—in this example, in the first and fourth quarters—surveys are
Un
required.
●● The use of IT technologies can help doctors relieve ordinary stresses that
go beyond their own specialized or generalist talents. This would be the
consequence of Green BPM, however doctors would need to be trained in
order to use the new green methods.
ity
●● Implement measurements to provide users with real-time feedback on their

daily carbon footprint: In GoodMead, a CEMS will inevitably be implemented,
and this CEMS will provide the required tools for capturing and analyzing
carbon data on a regular basis.
Am
●● Creation of a telework programme for support functions: Telework can

benefit several administrative and support functions in the hospital. Support
employees can, for example, schedule rosters, bill patients, and do various
HR responsibilities in part through Telework. This will allow for less travel of
people and equipment, as well as a reduction in carbon emissions.
●● Telehealth is more than just a way to help patients who are in need of medical
attention but are not in close proximity to a doctor. A physician or a health-care
specialist who uses telehealth reduces the carbon footprint of the process
(c)
both directly and indirectly; improves health assistance in remote areas; and
improves education, research, and administration in the field of medicine
without increasing the carbon footprint.

370 Green Computing
●● In terms of Green IT, the development of a Green HR function that

Notes encompasses training, reward, and progression structure, notably for admin
e
and support workers.
li n
Technology changes in the hospital as well as the green enterprise transition
program gets underway related to the user de vices, data, equipment, and wastages.
Following are some of them are technical modifications that occurred during GET:
On
●● Servers in the data centre are being replaced with low-carbon emission
servers.
●● Equipment are gradually being replaced with low-carbon devices.
●● Changes to the current backup, including data on the data servers being
backed up off-site.
ity
●● Upgrades to IT systems are being made in order to automate operations.
●● Upgrade to the EPR by creating a cloud migration strategy. EPR can improve
medical record documentation and improve the doctor-patient consultation
process. Despite the hazards connected with this strategy—especially from a
●●
ers
security standpoint—the approach of singing the C loud for E PR is likely to
result in significant carbon reductions.
Medical reports that are not printed on paper save not just paper but also time
and effort in maintaining manual records.
iv
●● Collaboration with partners, such as issuing prescriptions online or using web
services to get medical drugs.
●● Ordering and retrieving laboratory tests, prescription writing, consultation or
Un
referral notes, and billing are all processes that use green BPM.
●● Carbon data corresponding to various clinical actions will be recorded
by CEMS. Time, types of examinations, evaluations, progress notes,
medications, and follow-up appointments, for example, can all be recorded
during a patient session. The carbon content of pathological tests and the
transfer of results to the physician’s computer will also be calculated.
ity
●● The hospital’s staff roistering processes will be measured and monitored by

CEMS. While the actual roistering procedure is currently a mix of the HR
system and some whiteboard manual work, CEMS will be trusted to measure
the “slack” in the process. The ideas of “Lean” business can be used to tighten
Am
the process and minimize slack. Reduced roistering overheads, reduced or

eliminated double booking of workers, and other factors can all contribute to a
reduction in carbon emissions.
●● End-user devices, such as PCs in counselling rooms, examination rooms,
nursing workstations, and administrative gear, are among the modifications.
●● Equipment for communications and networking. Virtual private network (VPN)
for high-speed collaboration with other hospitals, service providers, and
(c)
planning organisations is part of the network infrastructure. The GoodMead

precinct’s local area network (LAN) allows for local communication.
●● Non-IT equipment and their lifecycles are expected to be subject to the Green

Green Computing 371
P-O-D. Although some devices, such as those used in operating rooms,

X-rays, and pathological diagnostics, are not directly related to IT, they are still Notes
e
significant contributors to carbon emissions.
li n
●● Policies and procedures for electronic waste. These must be debated,
updated, and put into effect through staff training.
On
The application of mobile technology in health-care services can result in
significant process benefits, as well as carbon savings. Earlier in this book, we
discussed the different mobile benefits of Green IT. Mobile laptops, blackberries,
and iPhones are used by a vast number of hospital employees, including physicians,
nurses, and administrative staff, to connect for both work and social networking. From
a carbon reduction standpoint, the following are the specific benefits that mobile
ity
technology provide to the key users in GoodMead hospital:
Doctors
Mobile technology has the potential to minimize carbon emissions across the
physician’s entire work and social operations. Handheld devices dedicated to a
ers
physician’s routine (e.g., TouchWorks from Allscripts Healthcare Solutions) can offer the
doctor with real-time data and information. This will not only improve patient treatment
and eliminate geographical barriers, but it will also lessen the service’s carbon footprint.
All doctors will have access to dedicated health-care mobile tools and supporting
iv
technology from GoodMead, allowing them to treat patients more efficiently, participate
in conversations and conferences via their devices, and have quick access to patient
data. The physician’s actions are also recorded by the device, allowing for easy tracking
Un
of actions when a staff member transfers over patient care to another member.
Nurses
Mobile technology also makes it easier for nursing staff to communicate with
doctors and patients on a regular basis. Nurses’ usage of handheld gadgets, according
to GoodMead, is boosting their consulting/advisory duties (especially in a postoperative
ity
situation).
Furthermore, mobile devices improve the vital record keeping of patients with high
efficiency and no physical paper. Checking the availability of doctors, having quick
consultations with doctors, and handing over during the shifts et personal HR data
Am
access—all of these processes have been improved for nurses thanks to the use of
mobility in the hospital, which has resulted in a lower carbon footprint.
Patients
As a huge, public-sector health-care provider, GoodMead needed to deliver
excellent service while reducing carbon emissions. Patients now have more flexibility
thanks to the use of mobile technology, since they may have their checkups without
(c)
having to physically go to the hospital. Patients can now connect via a variety of PDAs
and mobile laptops, starting with the usage of a cell phone. This has reduced patient
mobility and queue while also providing patients with location-independent advice
when they needed it most. Additional mobile devices that remotely monitor patient data,
372 Green Computing
transmit it to the hospital, and generate pertinent alerts have improved processes and
Notes cut carbon emissions.
e
Suppliers (e.g., Pharmacies)
li n
Between the hospital and its medicine supplier, mobile technology simplifies the
receiving and ordering operations. It also comes with a superior management and
storage system. GoodMead has moved forward with Mobile Solutions, a subsidiary of
Cardinal Health, which offers scanning services via a pocket PC. This technology allows
On
GoodMead’s personnel to interact directly with hospital inventory, resulting in better
inventory management for medical medications and medical equipment.

The lessons learned as a result of the hospital’s GET effort are listed below. These
ity
lessons demonstrate the importance of Green ICT in the medical setting.
●● Carbon reduction will necessitate significant adjustments in the business’s

social, process, and technical dimensions. These adjustments are being made
across the board, not just in one department or procedure.
●●
●●
ers
Customer expectations have a significant impact on service firms. In the
instance of GoodMead, patients and the general public were more eager than
internal personnel and managers to see the hospital become a green hospital.
Telework and telehealth are anticipated to play a significant part in not just
iv
enhancing the hospital’s business processes, but also in lowering its carbon
footprint.
●● When it comes to operational carbon reduction, adjustments to processes are
Un
more effective than modifications to the procurement and disposal cycle.

●● From a social standpoint, training and education play a significant role in
carbon reduction in a hospital—and comparable service organizations—
because they bring about a shift in mindset and approach to Green IT
rearrangement to Green HR.
●● Environmental intelligence should be considered when making changes to
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IT systems that support business and technical activities. A transforming

organization’s strategic value of directions will not be provided by simple
carbon data mining.
●● The implementation of ongoing monitoring of the risks connected with GET
Am
should be planned. These dangers are not limited to the main transformation
dimension, but can appear in any of the four dimensions.
Describe the following in brief in reference to the case provided:

1. Preliminary Green Investigation
(c)
2. SWOT of GoodMead Hospital

3. Strategic Concerns of Management
4. Green Transformational Elements

Green Computing 373
5. Social Dimension in Hospital GET

Notes
e
6. Technology Changes in Hospital
7. Applying Mobile Technologies in GET
li n
8. Implementing Green IT Strategies
On
Unhelkar.
Further Readings
ity
4.
ers
2008, 11(3), 2008.
iv
(8), August, 2007.
Un
ity
Am
(c)

374 Green Computing

Notes
and Applications
e
li n
Objectives:
●● Understand ZeeTel telecom scenario.
On
●● Learn about strategic approach to green ICT.
●● Comprehend SWOT of ZeeTel—environmental context.
●● Analyze enterprise data center transformation plan.
●● Evaluate enacting GET for ZeeTel.
ity
●● Learn about data center changes in GET.
●● Comprehend next-generation networks in GET.
●● Analyze attitude and training.

iv ers
Un
ity
Am
ZeeTel is a fictitious big telecom firm that operates in Africa. ZeeTel is in charge
of the region’s fundamental communication infrastructure, as well as providing some
land-based and mobile services. The main focus of ZeeTel’s operations has been
the development of a telecom platform that serves as the backbone for the region’s
communications infrastructure.
(c)
Thus, ZeeTel’s customers are primarily corporate customers who use ZeeTel’s
telecom platform to deliver their content (for example, sports or entertainment
providers) or direct, large-scale users of ZeeTel’s services (e.g., banks or airlines).
Green Computing 375
Except for its workers who use the IT systems to provide business services, ZeeTel has
very few direct end users. Some staff households are occasionally participating as part- Notes
e
time end-users.
li n
Despite being owned by the government, ZeeTel’s board enjoys autonomy
and is responsible for its own actions. The ZeeTel corporate board is made up of the
company’s top executives (CxOs), members from the big workforce’s labour unions,
and government officials.
On
ZeeTel’s core business (creating high-end communications infrastructure) entails
technological advancements and modifications that result in large-scale building and
deployment of physical and wireless communications networks. Because the building
of communication network infrastructure is closely regulated, there is little competition
for Z eeTel. Apart from that, the government owns ZeeTel through financial and legal
arrangements. With the organization’s operational independence and the delivery
ity
of a government directive on climate change, Z eeTel is now seriously contemplating
expanding, improving, and implementing its environmental objectives. A year ago, such
planning was done in a less formal manner, mostly in response to increased requests
for environmental awareness from its corporate customers.
ers
As the region’s environmental consciousness grows, these corporate customers,
including content and service providers, have begun to demand carbon reduction,
particularly in the networks that they use to deliver their own content and services.
This is especially true where these corporations have global operations and their
iv
own customers expect environmental friendliness in their final goods. As a result of
this informal plan, the environmental context has now become an intrinsic aspect of
ZeeTel’s formal corporate strategy. As a result, carbon consciousness has become a
required component of every ZeeTel decision-making process.
Un
However, ensuring that the green telecom programme is not carried out by
limiting business volume and service is a crucial component of this formal strategy.
The CEO of ZeeTel’s green enterprise transition mandate includes, among other
things, the necessity to synergize carbon and cost efficiencies. This synergy between
environmental and business benefits is planned to be accomplished by using
ity
information technologies and systems to optimize ZeeTel’s business processes. This

can include, for example, replacing current legacy systems and hardware with low-
power emitting technologies; IT systems that enable improved carbon measurement
and control; and upgrading existing communications networks with environmentally
friendly Next Generation Network or Gigabit Passive Optical Network (GPON).
Am
The fact that ZeeTel is a government-owned company that needs to demonstrate

the government’s commitment to carbon reduction was a major driving element in the
board’s decision to control and minimize its carbon footprint. Furthermore, as a single,
large, infrastructure-based firm, ZeeTel has the potential to have a significant impact
on many comparatively smaller organizations that rely on its platform and infrastructure
services. Changes in the region’s communication networks and facilities are anticipated
to have an impact on social factors such as telecommuting and virtual group forms.
(c)
Reduced work travel throughout metropolitan cities where ZeeTel’s platform is heavily
used and, eventually, large-scale attitude and behavioral change are possible as a
result of such an influence.

376 Green Computing
Notes
e
li n
On
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ers
GET for “ZeeTel” telecommunications company
ZeeTel’s comprehensive approach to GET is depicted in the diagram above.

Compliance with environmental requirements will be achieved through technology
and process changes as part of the green enterprise transformation. The end result
iv
is a green business strategy that includes not only carbon reduction but also business
benefits. The following are some of the commercial and technology benefits of ZeeTel’s
GET methodology.
Un
●● Due to carbon reduction and a commensurate improvement in ZeeTel’s

image, business has grown, particularly with corporate customers.
●● Upgrades to hardware, software, and networks are on the way, but they are
now more tightly connected with environmental performance.
●● Ability to adhere to government-created policies, legislative, and regulatory
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frameworks, as well as telecom summit bodies and industrial consortiums.

●● Ability to deal with carbon prices, especially as a government entity. These
carbon fees are intended to be imposed directly on large infrastructure
companies like ZeeTel.
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●● Preparing on how to deal with business customers in terms of financial

models that will allow them and ZeeTel to share carbon taxes.
●● Ability to ensure that no carbon penalties or fines are imposed. These rules
apply to ZeeTel regardless of its quasi-government status. Penalties and fines
are not only expensive, but they also cost the organization and its leadership
position face. ZeeTel must publicly and formally control its carbon emissions.
●● Taking advantage of incentives. Carbon emissions that are properly and
(c)
accurately measured, as well as their subsequent reduction, may open up

opportunities for government incentives in the form of financial rewards
and growth support, allowing the organization to build more carbon-efficient
communications infrastructure in and beyond the region.
Green Computing 377
●● Make the most of mobile technology and services, which, while requiring
more electricity to operate, also provide chances to reduce carbon emissions Notes
e
significantly.
li n
●● Ability to improve network efficiency and communications equipment
effectiveness, which will result in a total reduction in T CCO—rather than just
operational carbon.
●● Application of quantifiable and measurable values (green metrics) that show a
On
strategic carbon advantage over the equipment’s whole lifecycle, not only the
operational side.
●● Create and advocate policies to assist corporate customers in implementing
their own Green IT strategies, such as phone recycling.
●● Through advanced CEMS—carbon emissions management software—the
ability to dynamically design and modify policies.
ity
The Green IT Strategic approach of ZeeTel has to consider the specific Issues
related to a telecom sector infrastructure-type organization. An infrastructure company,
ers
such as ZeeTel, will have significantly more data servers, communication switches,
and related networking equipment than a product or service company, as well as big
physical buildings spread over the region and multiple communications to customers.
ZeeTel has service-oriented interfaces with the IT systems of energy vendors (e.g.,
electricity vendors) at the IT systems level.
iv
This configuration differs from the service setups discussed in the previous two
chapters, such as a hospital or a package company. For example, in the preceding
two case examples, the end users are straightforward to identify, belong to a well-
Un
known user base, and contribute significantly to carbon emissions, but those emissions
are rather easy to determine. In the instance of ZeeTel, the end-user is not directly
visible (save for those workers who would be utilizing the business and resource
planning systems, as described earlier) and is also not a significant contributor to the
organization’s overall carbon emissions. Instead, the major carbon emissions come
from the general infrastructure, such as the communications network and data servers,
ity
rather than from individual user devices.
Consider the hospital case study, in which the laptops used by a nurse or a doctor
at a hospital are a visible, visible end-user item. This gadget, when replicated over the
entire company, contributes significantly to the hospital’s carbon footprint. As a result,
Am
adopting device-level power management algorithms as well as user training can

help reduce carbon emissions. Improved carbon monitoring and control through these
enormous numbers of end-user devices will be possible thanks to smart add-ons that
regulate the operating systems of these devices.
In the instance of ZeeTel, the organization’s carbon footprint is mostly due to its
infrastructure platform and related services. These are large-scale communications
services used by business clients and content suppliers across the region. As a
(c)
result, carbon measurement, reporting, and control techniques must concentrate on

large-scale infrastructure such communications towers, telecom switches, wired and
wireless relaying equipment, connected routers, data servers, and other IT supporting

378 Green Computing
systems. These infrastructure IT assets are also employed by the software systems and
Notes applications that correspond to them. Customer relationship management (CRM), billing
e
support systems (BSS), operational support systems (OSS), human resource (HR),
and an upcoming carbon emissions management software are all used to support the
li n
ZeeTel business (CEMS).
These systems allow the firm to run, but they also generate carbon, which
contributes to the company’s overall carbon footprint. Siloed data in these applications,
On
which necessitates constant contact between data bases, is a huge, wasteful carbon
source. As a result, ZeeTel must take significant effort in the green space.
The figure below depicts the key points of Z eeTel’s Green IT strategies as well
as the time frame in which they will be implemented. The study on climate change
produced by the ITU’s focus group is a valuable contribution to these plans. The
Focus Group on ICTs and Climate Change (FG ICT&CC) published this paper in
ity
2009 that defines the gap and serves as the foundation for a road map for Green IT
transformation in the telecom sector.
These techniques are separated into three time-based components, as shown in

Figure below, corresponding to the 1-, 3-, and 5-year plans. This strategy is specifically
ers
considered in the context of an infrastructure business for ZeeTel. Green IT initiatives
are brought forward in time with an infrastructure company like ZeeTel, as opposed to
the conventional suggested deadlines. As a result, the strategies that are developed
over the course of three years in a generic Green IT strategy are really rushed ahead
and brought to bear results within a year for the infrastructure organisation.
iv
This is because the end user’s operational carbon, which may be effectively
decreased through tactical methods, is not as significant a factor in an infrastructure
company’s carbon footprint as communication networks and data servers. Similarly,
Un
long-term 5-year strategies are brought closer to 3 years in time.
Within a year, ZeeTel should improve both its IT systems (such as billing,
operational support, customer relations, and HR) and its data centre, as shown in the
diagram below. While this will be a difficult undertaking, a huge infrastructure firm will
have the resources to do it. Furthermore, as previously stated, the end-user devices
ity
in such an infrastructure company will be smaller and less widely distributed than in a
product or service company.
As a result, from a technological standpoint, the data centre and IT systems should
be prioritised immediately once. Rearchitecture and design of the communications
Am
infrastructure will be the organization’s slightly longer-term Green IT strategy over the
next three years. While this communications infrastructure is extremely valuable to
ZeeTel in the GET, the network’s upgrade is expected to take 3–5 years.
This network redesign will necessitate both business and technological

competence, as it will necessitate a larger investment than a Green IT project alone.
The business model, supplier relationship, and how service providers use ZeeTel’s
platforms will all change as a result of this rearchitecture of the basic communications
(c)
infrastructure. An infrastructure business like ZeeTel’s GET will have a significant impact
on all of its customers and partners.

Green Computing 379
Implementation of T CCO metrics that will apply to data servers as well as the
upcoming new generation network (NGN) across its operating life; full use of the Green Notes
e
collaborative architecture of its systems—typically through a web-based service with an
underlying data warehouse—, and full implementation of Green governance that will
li n
include application development.
These will be a collection of structures and physical infrastructure dispersed across

the geographical region in the case of ZeeTel. These long-term Green IT strategies
On
also include the dedicated use of renewable energy sources (in the case of ZeeTel,
this is solar energy, as the region where ZeeTel operates has plenty of sunshine and
a separate government directive has already secured land for the construction of solar
panel farms and transmission grids).
ity
iv ers
Un
ZeeTel’s Green IT strategies

ity

ZeeTel’s green IT initiatives are refined further based on the company’s SWOT
analysis.
Am
SWOT, on the other hand, is not solely from a business standpoint. Figure below
depicts a high-level SWOT analysis of ZeeTel’s IT from the standpoint of carbon. The
following is briefly discussed:
(c)

380 Green Computing
Notes
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li n
On
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iv ers
SWOT for ZeeTel telecom
Strengths
Un
●● An organisation that is owned and supported by the government and is informed

of forthcoming carbon legislation. This also leads to solid working relationships with
government bureaucrats, allowing for reasonably swift decisions on the formation of
a Green enterprise transformation board and the start of the transformation project.
●● Excellent channel relationships with corporate partners and government officials.
This relationship opens up possibilities for assisting and supporting collaborating
ity
partners in their transformation efforts.

●● Significant, monopolistic or ganization with little or no competition in the
communications infrastructure market. As a result, the company may focus solely
on carbon reduction without fear of losing business to competitors who may do so
Am
at the expense of carbon.

●● ZeeTel’s growth plan indicates a consistent stream of money, allowing the
company to focus on its Green IT efforts. However, as the number of telecom
users grows, so does the challenge of coping with the resulting increase in carbon
emissions. Green IT plans that balance corporate growth with lower carbon
emissions, as well as Green IT measurements to show it, will be essential.
(c)
Weaknesses
●● Infrastructure that is flexible, as one would anticipate in a large telecom in a
developing region.

Green Computing 381
●● Large, incoherent IT systems relying on legacy databases and applications

from the past. These IT systems exist in silos that do not “speak” to one Notes
e
another, necessitating a lot of effort to keep them up to date.
li n
●● The bureaucratic decision-making process that is inevitably a part of a
government-owned body; yet, as the organization transforms, such decision-
making causes issues in terms of scheduling and follow-up activities.
●● Buildings, communications towers, and supporting data servers are all
On
geographically separated over the geographical region, making coordination
extremely difficult.
Opportunities
●● Combining business and green transformation will result in the CGO’s
Green IT strategy being showcased, which does not prioritize one goal over
the other. This opportunity emerges because the Green IT plan contains
ity
measures that illustrate the reduction in carbon owing to network efficiency, as
well as an increase in business as a result of upgrading to an NGN backbone.
●● The change to a mobile platform has resulted in a reduction in the demand for
physical wired connectivity and, as a result, a reduction in the infrastructure
●●
required.
ers
Growing content and service providers who will require the NGN platform’s
rising sophistication. These content and service suppliers are eager to expand
their businesses both locally and internationally, which presents opportunities
iv
for them as well as ZeeTel.
●● ZeeTel, on the other hand, has the ability to influence these content and
service suppliers to minimize their carbon footprints.
Un
Threats
●● Resistance to collective bargaining (union disagreement) resulting from a
large, unified workforce.
●● The GET’s observable findings took a long time to appear. ZeeTel will require
at least 3–5 years, if not more, to show that its Green programme is paying
ity
off. While this is common for major corporations, it is nevertheless a significant

obstacle for ZeeTel, which is being extensively scrutinised by the government,
customers, and labour unions.
●● Total lack of GET experience in the region, as this would be the region’s
Am
first large-scale initiative of its sort, combining Green IT knowledge and

competence with telecommunications expertise. To mitigate this risk, external,
international consulting assistance will be required.
Motivators and Dimensions

ZeeTel’s decision to participate in GET is being driven by a desire to develop and
infl uence a responsible business ecosystem, as well as a desire to reduce operational
costs. Other motivators, such as government law and social pressure, will also play
(c)
a role in this endeavour, but the pure economic drive of cost reduction and corporate
growth is driving this GET choice. By improving its technical platforms, ZeeTel will

382 Green Computing
not only expand its corporate customer base, but also encourage all of its business
Notes partners to be carbon conscious.
e
This is a self-motivated push for us to participate in GET.
li n
The technical aspect of the challenge, particularly the communications networks,
also suggests that a rapid concentration on technologies will be the most effective
way to achieve Green enterprise transformation. IT systems and hardware, as well
as communications networks, are examples of these technologies. As a result, in the
On
instance of ZeeTel, infrastructural assets are the ones that go green.
The GET board has been approved by the company’s corporate board. The
present CTO (chief technology officer) has been named the transformation’s CGO. This
is an essential nomination since the CTO is well-versed in communication networks and
the data servers that support them. Knowledge of the company’s internal workings and
technology platforms is critical, as ZeeTel’s transformation to a green firm is strongly
ity
linked to technology advancements. The CGO, in collaboration with members of the
Green Enterprise Transformation Board, has analyzed the existing Green IT strategy
and developed a comprehensive transformation plan.
The motivators and dimensions of green IT as discussed. The discussion also
ers
leads to a discussion of the Green Enterprise Transformation Roadmap. The four
steps of business transformation are diagnose, plan, execute, and review, which have
been discussed in previous units. These phases of transformation are interleaved with
metrics that aid in setting goals (KPIs) and monitoring whether or not those goals have
iv
been accomplished.
For example, during diagnosis, a strong emphasis is placed on understanding

network backbone emissions; planning is based on ZeeTel’s focus areas, as well as
Un
sociocultural negotiations with trade unions; enactment will include risk management
throughout the upgrading of the NGN and IT systems; and review will ensure that the
goals of customer growth and carbon reduction are met.
Diagnosing the “As Is” State

The Green Enterprise Transformation Board is conducting a formal diagnosis of
ity
ZeeTel’s present carbon footprint and carbon preparedness. After extensive discussions
with the trade unions that represent the organization’s enormous employees, the
corporate board approved this substantial undertaking.
The data centre, communications networks, equipment lifecycle processes, and

Am
supporting HR functions were all inspected during the diagnosis phase. One of the
most significant findings was that ZeeTel’s existing business processes had not been
modelled or optimised. There was significant waste and carbon emissions as a result
of the lack of formality associated with modelling and documentation of business
processes.
Current research into assets such as network infrastructure, information systems,

and databases have also revealed a direct relationship between unoptimized business
(c)
processes and technological hardware and software. As a result, ZeeTel’s as-is position
is devoid of any green maturity. The formal diagnosis phases also highlighted that, in
order to attain green maturity, the transformation of telecommunication networks and

Green Computing 383
information systems must be closely connected with the business model to guarantee
that it does not come at the expense of corporate growth. Notes
e
li n
On
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GET project for ZeeTelers
ZeeTel’s green IT plan involves changes to communications networks, IT hardware,
information technology systems, and business processes. Estimates are that he NGN
iv
care duce. GPON can save up to 40% more energy than traditional networks (Faulkner
2008), and it can even be more energy efficient than ADSL2+ networks (as discussed
by Ramesh, HRG 2011). The organizational culture must eventually shift, which will be
Un
accomplished through training and education.
Because these are the most technology-intensive procedures, ZeeTel will

modernize its strategy, infrastructure, and product (SIP) processes. Changes in these
procedures will eventually affect other processes and have an impact on internal
workers as well as corporate customer groups.
ity
The GET will begin with the strategic part of the lifecycle, then move on to
infrastructure lifecycle management, and finally product lifecycle management
processes. In the context of ZeeTel, these three major characteristics of GET are
summarised in Figure below.
Am
All of these enhanced telecommunication operations map (eTOM)-based

procedures are subject to green IT KPIs and measurements. For instance, in the
fulfilment process, the unit cost associated with completing one iteration of the process
can serve as a benchmarking KPI. Carbon emissions associated with individual network
devices, such as switches and routers, serve as a KPI for assessing the decrease in
emissions achieved through GET. The transformation of IT systems and resources
allows for the measurement of the KPIs of the ZeeTel processes that are supported by
(c)
the IT systems.

384 Green Computing
Notes
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On
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The strategy, infrastructure, product lifecycles in Green IT transformation
Shifting from manual or paper-based procedures to electronic processes, reducing
ers
material waste, and automating operational contracts are all examples of process
transformation. The process’s optimization also ensures that services are delivered in a
cost- and time-effective manner.
Carbon awareness will spread throughout the organisation as a result of training

and education. This suggests clear understanding among the staff of Green I T’s
iv
meaning. It is especially difficult in an infrastructure-based transformation since basic
operation carbon reduction, such as turning off computers, is insufficient. Reviewing
the database, setting up integration interfaces through SOA, and accurate reporting in
Un
terms of both carbon and non carbon data are among the changes to the IT systems
and applications.
Planning
The eTOM framework, which is a common business processes framework for
telecommunications companies, is an ideal starting point for defining and working
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through the emphasis areas for GET. In the context of ZeeTel, the eTOM framework is
depicted in Figure in the preceding section. eTOM is a fantastic and complete reference
model for the telecom industry. As a result, eTOM is a great fit for ZeeTel’s GET.
Although ZeeTel does not directly deal with end-customers, the eTOM reference model
Am
is useful in distinguishing between ZeeTel activities that deal directly with corporate
customers and those that deal with support and suppliers. As ZeeTel embarks on
GET, the primary areas of concentration are illustrated in Figure below as strategy and
commit, infrastructure lifecycle management, and product lifecycle management.
Marketing and offer management, service development and management,

resource development and management, and supply chain development and
management are all procedures that support and align with these primary areas. The
(c)
numerous ZeeTel IT systems and applications support es e procedures that are directly
generated from eTOM.
In the diagram below, these are depicted on the left.

Green Computing 385
The proximity of technology-based changes to the process dimension is also

shown in the figure. All four dimensions are included in major, infrastructure-based GET, Notes
e
such as ZeeTel. As a result, even if one dimension, such as technology, takes the lead,
other dimensions quickly follow suit and support the shift. In the business process area,
li n
eTOM for ZeeTel offers optimization and reengineering potential. The goal of ZeeTel’s
modernization effort is to not just cut carbon emissions, but also to improve operations
for its business customers, who include content producers.
On
In Figure on the left, IT systems that closely assist the modelling and optimization
of business processes are also depicted. Green process reengineering planning will
entail grouping processes according to the “operations” category indicated in Figure
below. During the enactment and review phases, the process groups constituted during
the planning phase will continue.
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iv ers
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ZeeTel’s focus areas for Green enterprise transformation based on eTOM

ity
5.2.4 Enterprise Data Center Transformation Plan

ZeeTel has two huge data centres in the region, one in each of the major cities. Both
Am
data centres are open 24 hours a day, seven days a week to serve corporate clients,
service and content providers, and internal HR. There are a total of 12 high-end servers,
with four extra servers serving as backup servers in the event of an emergency. The
data centre currently lacks a space allocation plan, and data and application demands
are increasing at a rate of one gigabyte per day. PUE (power usage effectiveness) was
measured by the data centre director, and the result was a PUE of 2.4.
There are a few “local” servers within the organization in addition to the official data
(c)
servers.
●● The aforementioned KPIs that bring together carbon and performance

measurement of IT systems will be incorporated into the CEMS

386 Green Computing
implementation. Measures that reduce data usage, duplication, and storage,

Notes for example, will result in a reduction in carbon emissions. Processes linked
e
to content and service providers will allow them to take advantage of the
improved communication platform in new and inventive ways. ZeeTel’s Green
li n
IT plans will integrate the NGN’s transformation with the content and service
providers’ business strategies.
●● Increased content and need for wider network coverage, particularly on 3G
networks, necessitate the use of high-capacity networks. The carbon footprint
On
of NGN, which provides some capacity, must be balanced.
●● Cost considerations for ZeeTel in the GET project include network upgrades,
project formation costs, and the cost of buying and installing CEMS.
●● In ZeeTel’s current architecture, data servers have been left operating
regardless of consumption. Manual control was occasionally employed to cut
ity
emissions when they were not in use. Power management software will be
used to automate post-GET server management. GreenTrac from EventZero
is the programme of choice for this task.
●● As part of its influence on its business environment, ZeeTel has the ability to
influence handset makers to develop plans for the return of mobile devices.
●●
ers
Mobile devices must be recycled, with legislative laws requiring manufacturers
to accept equipment that would otherwise be considered e-waste.
CEMS of choice is ecoGovernance from CA.
iv
The timeline for GET is depicted in the diagram below. This is a suggested timeline
that takes into account two major iterations for implementation and review. The first act
Un
and review is around the network’s initial adjustments, such as switching to NGN (Next-
generation Netwrok). During this enactment, changes to the enterprise architecture
based on eTOM, as well as the procurement and installation of ecoGovernance (from
CA) as the CEMS, are also taking place. The arrows on the diagram represent changes
to the organization and its business partners.
In the second stage of the enactment, IT systems and applications must be

ity
mapped to the reengineered business processes. Changes in IT applications will have

an impact on partners’ collaborative business processes, such as content and service
suppliers.
Am
(c)

Green Computing 387
Notes
e
li n
On
ity
GET timelines and enactment-review phases
ers
The actions done in ZeeTel’s two big data centres are listed below. These steps are
based on the GET planning described in the previous section:
●● Implement integrated blade servers with lower power consumption.

●● All new servers purchased shall be low-carbon emitting blade servers with
iv
built-in virtualization capabilities.
●● ZeeTel will actively pursue alternative energy sources, such as solar and gas,
to complement its current coal-based power generation.
Un
●● Integration of communication among servers within and across cities, as

well as outsourcing various aspects of data centre hardware maintenance to
assure highly optimal services.
●● Use natural cooling in your data centre. This would necessitate rearranging
the servers’ hot-cold aisles, as well as data storage and retrieval mechanisms.
ity
●● Signal optimization creates potential to lower server demands, which in turn

reduces server power consumption and, as a result, air conditioning costs.
●● Ensure that the servers have environmentally friendly air conditioning.

Am
Complete NGN deployment over ZeeTel’s entire communications network. In

the ZeeTel region, its implementation is projected to take between 3 and 4 years to
complete. Because of better network efficiency, intelligent routing strategies, and
switching centre consolidation, the switch to NGN will result in a significant reduction
in carbon emissions. This reduction in power usage is projected to be effective even if
network traffic increases in the following years, as is expected. As a result, the Green IT
(c)
metrics used in return on investment (ROI) calculations must take into account not just
the network and equipment replacement costs, but also the reduction in emissions per
user as the number of users grows.

388 Green Computing
Equipment Lifecycle
Notes
e
The Green POD (Performance-Optimized Data Centers) will apply to the whole
lifecycle of equipment used within ZeeTel. Carbon reduction consideration in present
li n
POD procedures inside the company is one of the activities connected to material and
equipment lifecycles that will change.
The power consumption ratings as well as the “total carbon cost of ownership” will
be used to select new servers.
On
IT hardware is disposed of in a prioritised order, first with donating it to employees,
then to charity, and finally to safe disposal.
The upgraded financial systems will account for ZeeTel’s company infrastructure,
such as its buildings and car fleet, allowing Scope 1 emissions to be measured and
updated.
ity
The following factors will be used to implement adjustments to the procurement-
operations-disposal process:
●● All purchases will be based on EPEAT/energy star ratings, particularly for

servers.
●●
●●
ers
Processes that are highly optimised to assist the procurement of IT gear as
well as communications equipment
Carbon estimates and green certifications will be used to support the
procurement of the NGN.
iv
●● Renegotiation of service level agreements (SLAs) with hardware and network
equipment vendors
●● Network, server, and associated IT hardware performance optimization
Un
●● Calculating operational carbon over the equipment’s lifetime to arrive at TCCO

●● Disposal of existing legacy network hardware in an ethical manner

●● Creating and delivering concise two-hour seminars on the importance of the
ity
Green enterprise transformation programme to educate a large number of

employees.
●● IT managers, network managers, and data centre managers will receive
detailed 2-day training.
Am
●● External training on the transformation process for the Green Enterprise

Transformation Board.
●● CEMS training—configuration and application.
Review and Measure

One important lesson learned is the importance of comprehending the politics and
underlying motivations of those involved in the change endeavor. In this shift, the age-
(c)
old managerial understanding of the risks involved with change holds entirely true. On
the new and integrated IT systems and content management, formal quality assurance
and testing operations were also necessary.

Green Computing 389
Conclusion
Notes
e
The Green enterprise transformation method was presented in this chapter as
it applied to an infrastructure company. The telecom company ZeeTel was offered
li n
as an example. In an infrastructure company, there is a significant focus on network
upgrades, server acquisition, and the construction of new buildings.
On
1. ZeeTel Telecom Scenario
2. Strategic Approach to Green ICT
3. SWOT of ZeeTel—Environmental Context
ity
4. Enterprise Data Center Transformation Plan ...
5. Enacting GET for ZeeTel
6. Data Center Changes in GET
7. Next-Generation Networks in GET
8. Attitude and Training
ers
iv
Unhelkar.
Un
Further Readings
ity

2008, 11(3), 2008.
Am

(8), August, 2007.
6. Faulkner. (2008) h t t p : / / t i e s . i t u . i n t / f t p / p u b l i c / i t u / f g i c t c c / r e a d o n l y /
Informative%20presentations%20related% 20to%20the%20FG/Green+ICT+-
(c)
+ITU+input+Faulkner+Draft+L.pdf accessed on March 27, 2011.

7. Ramesh, B. (2011). Chapter 13, Business Processes Management for a Green
Telecommunications Company. In B. Unhelkar, ed., Handbook of Research in
Green ICT, pp. 197–213. IGI Global, Hershey, PA, USA.
390 Green Computing

Notes
to the Packaging Industry
e
li n
Objectives:
●● Understand AuPack scenario.
On
●● Learn about AuPack’s green IT strategies.
●● Comprehend SWOT of AuPack in green context.
●● Analyze diagnosis in AuPack.
●● Evaluate planning for GET.
ity
●● Learn about different dimensions of the process.
●● Comprehend enactment of GET for AuPack.
●● Analyze review of GET for AuPack.

iv ers
Un
AuPack is a hypothetical company that manufactures packages and containers

ity
that are then utilized by other companies to make commodities and products. AuPack,
a medium-sized firm in the context of the developing country where it operates, has
established itself as a dependable and honest organisation over the previous decade.
AuPack has a forward-thinking corporate board led by a newly appointed youthful CEO
and employs roughly 10,000 people (classifying it as a medium-sized corporation in the
Am
region where it operates). AuPack is eager to advance in the field of green IT. Carbon
emissions from its production lines, as well as electrical and other waste, are on the
rise. Wastages, in particular, are not limited to the organisation; they are occurring at
an alarmingly high rate with end-users of the packages’ contents. The carbon impact of
AuPack has also piqued the concern of local regulatory authorities.
AuPack’s goods include a wide range of containers comprised of materials such as

cardboard, foam, plastic, choir, and rubber. Other manufacturers buy these packaging
(c)
or containers and use them to wrap, store, and distribute their own products, such as
food (raw, cooked, liquids), medical medications, equipment, and electronic goods
(such as TV, computers, toys).

Green Computing 391
As a result, AuPack’s containers must include everything from boxes, tubes, and
bubble wraps to tin cans and jars, to mention a few. It is common for these packaging Notes
e
products to be customised for specific customers.
li n
Materials must be sourced, the production process must be planned, produced
packages must be inventoried, and a customer management system must be in place
before the packages can be manufactured. These are manual, paper-based, and
computerised (local, spreadsheet-based, and system-supported) business processes.
On
According to a recent internal audit, the company has roughly 350 desktop
computers, close to 100 laptop computers, and two huge data servers in a small
backend data centre. Accountants, production shift managers, and administrators
use PCs that have been in use for five years or more, have cathode ray tube
(CRT) monitors, and are used by accountants, production shift managers, and
administrators. Most PCs are connected internally via LANs and WANs, and externally
ity
via a combination of virtual private networks (VPNs) and the Internet (particularly for
dedicated business customers).
AuPack’s assets and inventory management, customer service, financial

management, procurement, and HR/Payroll are just a few of the apps that run on the
ers
company’s hardware. The data for these applications is kept on the two servers in
AuPack’s underlying data warehouse. A significant amount of production and inventory
data is automatically collected from the shop floor and updated in the data warehouse.
The following are the current observations of the CEO and the internal auditor
iv
regarding AuPack’s environmental sustainability situation:
●● There are many of packaging raw materials to choose from. In fact, raw materials
are in abundant supply, particularly in the locations where AuPack is located.
Un
●● Employees are committed to the company. Most workers, on the other hand,
have had just little schooling, if any at all. While these personnel were experts in a
certain production process, they demonstrated little present interest in Green IT or
carbon reduction.
●● A large customer base from both developed and emerging regions, with
developing-region business on the rise.
ity
●● AuPack partners with a network of transporters to bring in raw ingredients and

deliver blank, ready-to-go container packages to business customers.
●● Customers’ requirements are constantly changing, and their products are evolving
Am
as well. As a result, package manufacture is rarely mass-produced, and most

production runs are customised, keeping the production and planning departments
on their toes. This necessitates a significant amount of computing system support,
particularly in the design office and on the shop floor.
●● Other departments of AuPack that are directly impacted by these changing
requirements include sales (as orders change frequently), financial (as
determining the exact cost and, thus, the way the product should be priced)
(c)
customer service (in terms of current expectation management and future handling
of issues arising from nonstandard packaging) and, finally, legal (as the packaging
products are regulated).

392 Green Computing
The diagram below depicts AuPack’s comprehensive strategy to green enterprise

Notes transformation (GET). The “as is” state is determined after a preliminary examination
e
based on a rudimentary Green IT audit. Because the firm is not mature enough to give
precise statistics on its emissions, such an audit would be inaccurate. This research,
li n
which was prompted by the CEO’s personal initiative, convinced the board that a Green
IT strategy and subsequent action were urgently needed. Carbon law is becoming more
rigorous in the region, and even more so in the overseas geographical regions where
AuPack’s business is expanding (such as the EU countries). According to the CEO’s
On
inaugural vision statement, the “to be” or desired state is for AuPack to be a lean-green
organisation.
This term denotes that the organisation is concerned with both cost and carbon
issues, rather than just one. AuPack is interested in using and complying with the
ISO 14001 standard, in addition to reducing its carbon footprint and becoming a lean
organisation. This, according to the CEO, will also help AuPack advertise itself in the
ity
EU zone, where it is expected to do more business. In summary, the centre half of
Figure below depicts how AuPack will approach the GET. The GET process’ diagnosis,
plan, enact, and evaluate phases will be applied to the four areas of a business that
need to change: end-user devices, data servers in the data centre, supply chain
ers
lifecycle, and electronic waste management.
iv
Un
ity
Am
GET for AuPack packaging

The CEO has appointed a new CGO—chief green officer—as a result of the original
audit. AuPack’s computer-aided design (CAD) section is currently led by this lady, who
has an IT background. This department has been significantly involved in the use of
(c)
computers to design innovative packaging depending on customer specifications. She

had adequate independence from the present CIO as a department head with more than
5 years of leadership experience, but she is also aware of the organization’s operation

Green Computing 393
and has an IT background. The CGO reviewed the initial Green IT audit report, discussed
it with the auditors and the CEO, and organized a working group right away. Notes
e
This working group will become the GET team in charge of the transformation.
li n
The CGO’s strategy is depicted in the diagram below. The CGO’s strategic strategy, as
illustrated in the diagram, is as follows:
●● With the construction of a Green IT portal, there will be an immediate focus on

the use and monetization of technology. The site is being used to report on the
On
organization’s carbon compliance.
●● Launch of a GET programme to enable compliance with the ISO 14001
standard; however, this programme must be used in conjunction with
AuPack’s existing ISO 9001 compliance and certification procedure.
●● Understand the g rowing environmental awareness of all its clients—with input
obtained from customers (particularly corporate customers) via the Green IT
ity
portal.
●● Extend the present process optimization initiative to include a formal Lean
process implementation, which will be measured and reported for greenness.
●● Develop a green market that is specifically focused on lean-green processes
●●
packaging material).
ers
(e.g., improved package designs, usage of biodegradable materials in
packaging, and reverse supply chain collection of discarded/consumed
Form a regional consortium of like-minded enterprises and provide leadership

iv
based on GET experience.
●● In terms of carbon compliance, influence and be influenced by consumers and
suppliers.
Un
ity
Am
(c)
AuPack strategic approach

394 Green Computing
5.3.3 SWOT of AuPack in Green Context

Notes
e
The graph below depicts the current state of AuPack’s strengths, weaknesses,
opportunities, and threats. This SWOT analysis, on the other hand, is focused on Green
li n
I T. The CGO’s strategic approach indicates that this analysis will eventually be included
into the company’s overall strategic strategy. However, this SWOT analysis currently
demonstrates AuPack’s Green IT difficulties and skills.
On
ity
iv ers
Un
SWOT analysis of AuPack
Green IT Strengths
●● The new CEO recognizes that in order for AuPack to survive and thrive in
the carbon economy, a complete Green IT strategy must be developed and
implemented. The CGO, who is able to work directly with the CEO, recognizes that
ity
visionary leadership is a strength of the firm.

●● AuPack is making good financial development in its business, and its profit
margins are increasing. Because there is a budget for the GET, the company’s
expansion provides a favorable opportunity for its Green IT ambitions.
Am
●● With more than a decade of expertise in packaging/container production, this is a

material-savvy region. The procedures for procuring raw materials are laborious,
but they are effective. Careful automation will allow for optimization and, as a
result, a reduction in both emissions and costs.
●● AuPack has developed a strong distribution network for the bags and containers it
produces. Strong partnerships with local and international transporters are part of
(c)
this distribution network. Some of the company’s international corporate customers

are directly tied to the company’s integrated supply chain system.

Green Computing 395
Green IT Weaknesses
Notes
e
●● The organization’s technical infrastructure is deteriorating. Almost all desktop
computers are five years old or older, while laptop computers have been in use for
li n
at least three years. In the context of Green IT, this refers to computing hardware
that has not benefited from modern, low-carbon designs.
●● Because there was minimal supervision over the acquisition and installation of
computers, AuPack software systems spread. Smaller departments were allowed
On
to purchase and install computers as long as they had their own funds. As a result,
each department had a collection of desktop computers as well as the costs of
networking them.
●● The company’s personnel has extensive experience producing numerous sorts
of packages and containers. Many of the manufacturing processes, on the other
hand, are manual, relying on whiteboards, paper, and supporting IT systems. The
ity
only personnel on the shop floor who use the IT systems for production planning
are the shift managers. As a result, practically the entire shop floor workforce is IT
illiterate.
●● The majority of AuPack employees are unconcerned about environmental
ers
issues. This is not a personal flaw; it is a result of their social upbringing, which
provided them with little opportunity to consider the environment. However, most
employees’ casual attitude toward carbon footprint is a source of concern and a
flaw in the company that must be addressed.
iv
●● Non optimized production processes that are unable to capitalize on the
organization’s production planning and execution systems result in noticeable
wastage in packaging items and IT. There is also no plan or method in place
to collect and recycle discarded packing materials within AuPack. Individual
Un
users are also responsible for their own use of IT, such as desktop computers,
printers, and mobile devices, and there is currently no plan in place to reduce their
emissions.
Green IT Opportunities
●● AuPack’s leadership in the design and development of packaging products gives
ity
it a unique chance to better understand, enhance, and optimise its designs, which
includes the use of biodegradable materials and the recycling of used packaging.
●● Potential for leapfrogging in computing technology by adopting the most up-to-
date, low-carbon devices and servers.
Am
●● Acceptance of concepts by partners (customers and suppliers), resulting in Green

IT/carbon compliance leadership.
Green IT Threats
●● The majority of employees are unconcerned about Green IT. It was discovered
through spot-surveys of a group of employees drawn from various sections of the
(c)
company.
●● Differences in compliance requirements between the developing region and the
developed regions where clients are. Even if AuPack meets local government
carbon emission regulations, the carbon content of the packaging product will
396 Green Computing
be substantially greater than permissible in the EU region where the company is

Notes expanding.
e
●● Inexperience when it comes to GE There is seldom a known organisation in the
li n
developing region where AuPack is located that has successfully completed GET.
As a result, this shift is fraught with dangers.
On
The initial research of AuPack’s green credentials, as well as the SWOT analysis,
provide motivation to complete the entire GET. The SWOT analysis, which was covered
in the previous section, can also be used during the diagnosis phase—especially if the
firm is moving forward with GET regardless of the results of the SWOT analysis. Formal
AuPack diagnosis will result in a thorough knowledge and formalization of the drivers,
as well as the resulting dimensions of GET.
ity
In previous units, survey participants were asked about their thoughts on what
motivates a GET. The necessity to comply with government rules and regulations is a
significant driver in a business conducting environmental control measures, according
to 44% of respondents who “agreed” and close to 27% who “very agreed.” When
ers
asked if the reduction in operational expenses as a motivator for Green IT initiatives
was a major driver for carbon reduction, 31% of participants agreed, with close to 11%
strongly agreeing. The significant drivers of GET in the case of AuPack, as indicated in
Figure below, are costs, the necessity to comply with government regulations, and the
ability to lead through a green business ecosystem. These GET for AuPack drivers are
iv
further described as follows:
●● The CEO of AuPack recognizes that cost reduction and process optimization will
be a powerful motivator for the company’s Green IT programme. Carbon reduction
Un
may not be sufficient motivation for the firm on its own. As a result, a good
sustainable approach for AuPack will involve process optimization, consolidation of
its information technology hardware and software, and cost and carbon reduction.
As a result, at AuPack, cost reduction is an effective driver for Green IT. As a result
of the green programme, cost reductions include reduced use of raw materials and
equipment, equipment recycling, and storage and inventory optimization.
ity
●● AuPack is required by regional environmental legislation to monitor and report its

overall carbon emissions. These are the operational emissions from the package
manufacturing process (Scopes 1 and 2), supporting IT systems and infrastructure
(Scope 2), and the distribution transportation network (Scope 3). (Scope 3). The
Am
regulatory criteria are being specified on a newly created government platform,

which AuPack intends to monitor, measure, and report directly on.
●● AuPack has a large number of partners, both locally in the developing country
where it works and internationally, where its customer base is quickly expanding.
AuPack’s forward-thinking leadership is eager to take use of the many connections
it has with its collaborators and use them to reduce their carbon impact. Despite
the fact that AuPack is a medium-sized company in the context of the region in
(c)
which it operates, it has the capacity to influence the business ecosystem in which
it operates, particularly in the context of Green I T and processes. For AuPack’s
GE T, this prospective leadership position in a possible Green Consortium is

Green Computing 397
a major driver. AuPack has a significant opportunity to influence its business

ecosystem through electronic interactions on the web—driven by web services Notes
e
and service-oriented architecture—with a potential Green IT portal-based strategy
(SOA). Such electronic cooperation can help a group of organizations cut overall
li n
carbon emissions while also facilitating electronic sharing of information and
knowledge about Green IT efforts.
On
ity
iv ers
Un
AuPack’s drivers for environmental responsibility

When the GET is carried out, three of the many key emphasis areas of work are
shown in the diagram below.
ity
Customers and business partners, IT systems, and AuPack’s regulatory sectors

are the first to be affected by GET. These areas of work represent how the organisation
is divided during the planning and implementation of GET. The following are the areas
of GET work that are understood:
Am
●● Customers and partners are two types of people. Changes to these

relationships will be based on improvements to customer information systems
in order to obtain repeat sales from customers.
●● Information technology (IT) systems and applications Upgrade CAD/CAM
computers to high-performance computers that are networked to reduce the
number of contacts necessary between systems and applications.
●● A new Carbon Emission Management Software (CEMS), as well as an
(c)
improved manufacturing system, to serve new and existing company.

398 Green Computing
●● Adjustments to Service Level Agreements (SLAs) with partners, as well as

Notes changes to governance structures with a stronger focus on the environment,
e
as the company adapts (green governance).
li n
●● External and internal business procedures supporting packaging product
manufacturing, as well as sales and distribution, will be streamlined.
For example, packaging lifecycle optimization involves accounting and
manufacturing departments, distributors, and customers from bid to
production to distribution.
On
●● Changes in the people structure as a result of the green drive have resulted in
operational organisation and green HR.
ity
iv ers
Un
AuPack’s focus areas for GET
The GET plan is developed after understanding AuPack’s existing condition in

terms of environmental performance.
ity
The four dimensions along which transformation can occur must be considered
while planning for transformation. The transformation process is usually led by one of
the four dimensions, but all four dimensions are involved in the entire transformation.
These are the topics that will be explored next.
Am

Following are the dimensions of the process:
Economic Dimension of AuPack

In the instance of AuPack, the economic dimension for GET is upon cost reduction
(c)
and increased profit margins. This action entails providing value to clients by reducing
the carbon footprint of the packaging product they are receiving. The organization’s
strength is its capacity to raise finances to carry out the transition. However, it also
includes the CGO’s responsibility to ensure that the investment pays off in the next
Green Computing 399
2–3 years. As the company grows in its economic component, direct and positive
involvement and interest from the CEO is tremendously beneficial. The CGO forecasts Notes
e
growth and expansion of the packaging product business as a result of the green
transition, particularly in the EU zone.
li n
Technical Dimension of AuPack
A simple CRM package is used to keep track of current client information. A
database with connections to internal systems underpins the organization’s website.
On
An Excel document contains current carbon-related data that was used in the initial
investigation. Most employees—typically those working on the shop floor—have no
access to this and other information stored on the company’s servers.
AuPack examined and decided to purchase a CEMS named Environmental

Sustainability Dashboard from Microsoft Business Solutions. To track energy use
ity
and carbon emissions, this CEMS system will be connected with AuPack’s existing
ERP applications. This CEMS will assist AuPack in mapping its reduction in carbon
emissions and cost savings.
The CEMS that have been shortlisted can be purchased “off the shelf.” This CEMS
ers
will enable employees at all levels to comprehend the carbon emissions of AuPack
in real time. Within the organization’s firewalls, the dashboard gives information to all
users on their desktop and laptop computers.
Green SOA and web services are two areas of emphasis in GET’s technical
component.
iv
The new CEMS will be appropriately integrated with the old applications thanks to
a Green SOA. The role of CEMS in the overall IT architecture for AuPack’s Green IT
Un
portal is depicted in Figure below. The collaborative business partners will have access
to the organization’s systems and will be able to receive and give input. As a result,
SOA will be used as part of the CEMS implementation.
Interaction with the AuPack’s web server, for example, will allow users to produce
and consume green services such as government limits per product category,
information from partners on carbon emitted during distribution, and so on.
ity
Am
(c)

400 Green Computing
Notes
e
li n
On
ity
iv ers
Proposed AuPack Green portal
Un
Process Dimension of AuPack

The building of process models that reflect both existing and new green processes
is the process dimension of AuPack’s GET. These process models can be generated for
a variety of jobs both inside and outside of AuPack, and are based on use cases and
ity
activity diagrams.
Customers who will engage with AuPack electronically must be considered in the
GET process dimension. Digital services given to these corporate customers may be
improved and streamlined to add value through accuracy and timeliness while also
Am
lowering the overall carbon footprint of collaborative activities.
Social Dimension of AuPack

The GET’s social dimension is concerned with the changing attitudes of its
employees, as well as the changing Green HR role. AuPack needs to start working on a
social networking site.
Awareness of carbon issues and how they will affect not only the organization’s,
(c)
but also the country’s and global business’s future can lead to a shift in attitude.

Green Computing 401
Changes in the organisational structure are brought about by green HR. The
nomination of the C GO and the subsequent development of the green transition project Notes
e
team are the beginnings of transformation.
li n
In addition to the CGO, there is an external consultant with experience in Green
Enterprise Transformation (GET), two department level managers who are solely
focused on environmental management, and six supervisory level staff to assist them.
Staff members are involved in the steps of diagnosis, planning, enactment, and review.
On
An additional support function is that of a Green IT auditor, who is involved in the
formulation, validation, and usage of Green IT metrics and measurements.
Staff will also need to be trained on how to use CEMS to access its data. Most
equipment in the production line will be fitted with smart metres, which will allow the
emissions from those lines to be calculated directly.
The social dimension of GET is also in charge of managing changes to line
ity
manager designations and responsibilities, legal ramifications arising from the changes,
telework possibilities, and related privacy issues.
ers
The figure below depicts the important steps taken throughout the GET for AuPack
enactment process. The following are some of the enactment’s specific highlights:
iv
Un
ity
Am
AuPack GET enactment
●● CEMS—Integrate with current systems and implement.

●● Comply with ISO 14001 and maintain it—This is accomplished by following
the processes outlined in the environmental management standard and
measuring the efficacy of the modifications.
(c)
●● Using the principles outlined in Green B PM, model and optimize green
processes. As a result, all processes related to the purchase, operation,

402 Green Computing
and disposal of all equipment (IT and non-IT), materials, and ready-to-go
Notes packaging are covered in this green process optimization (Green P-O-D).
e
●● Set up customer/partner portal cooperation using electronic web services—
li n
This would include using Green SOA-based web services. Integration with
partner systems will result in immediate carbon reduction in the supply chain.
Furthermore, AuPack is able to share its SL As with its own clients and ensure
them of the reduction in carbon emissions in the production of its packages
via an electronic collaboration portal. SLAs would be introduced as policies
On
within the electronic collaboration site after renegotiation.
●● Upgrade to a green data center—The data center’s electricity usage was 2.4
times that of the data servers alone. During enactment, the goal was to have
this below 2.0 in the first six months. This would suggest that electricity would
be used directly in the server operations rather than in the maintenance of the
accompanying building and infrastructure (e.g., air conditioning).
ity
●● Emissions reporting to the government portal via web services— is a portion
of the enactment that aims to fully automate AuPack’s reporting function. The
goal of this type of integrated and automated reporting is to eliminate the step
of compiling emission data and delivering it to the regulatory body. Instead,
●●
ers
the CEMS collects data on a daily, weekly, monthly, quarterly, and yearly basis
and submits it as a web service.
Conduct internal and external Green IT audits—these informal and formal
audits will ensure that carbon data is collected, collated, and reported in
iv
accordance with regulatory criteria. Educate and train personnel on portal
use—this would include scheduling training for AuPack’s team on how to use
the CEMS and how it interacts with other design and production systems. Is
training can range from a one-hour briefing for shop floor personnel to two–
Un
three days of extensive training for IT systems and support staff. Continuous
feedback to the staff, particularly on the shop floor, in the form of a real-time
carbon update via a computer monitor, as well as the traditional whiteboard
that has also been used on the shop floor, is used to raise awareness of
carbon emissions and the positive impact of their reduction. Finally, the
value of GET can be determined by a survey and interviews, using the same
ity
technique that was used to determine AuPack’s green ready at the outset of
the project.

Am
The review step is concerned with verifying and validating GET for AuPack’s
claimed outcomes.
Green IT audits have already begun during the enactment process. They are
formalized and their findings are reported at the review. Furthermore, not just for
the new business, but also for the new environment in which the business is now
functioning, the outcomes must be assessed and studied. AuPack’s Green IT outputs
differ slightly from the stated objectives. This was to be expected, given that the
(c)
business was changing and developing over the GET period. Reviewing the accuracy
of the CEMS, the way it gathers and reports data, and running sample tests through the

Green Computing 403
CEMS are all part of the evaluation process. Furthermore, to ensure their accuracy and
value in GET, green process models are subjected to walkthroughs and inspections. Notes
e
Internal audits of potential modifications to organizational structures and business
li n
models are conducted to ensure that they do not have a negative impact on the
company.
These figures are included in the Green Transformation Champion’s (GTC)

feedback to the boards in charge of the green transformation as well as the
On
business stakeholders. The assessment process not only determines the GET’s
accomplishments, but also opens the door to further and potentially beneficial
improvements with cooperating business partners. As a result, by revisiting the SLAs,
the review process should make allowances for these enhancements with business
partners. Issues that arise during the GET can be discussed with the collaborators.
ity
Conclusion
●● AuPack has to focus on the end-user and their processes as a product
organisation with supporting IT infrastructure.
●● GET is a comprehensive corporate transformation process that encompasses
●●
ers
people, processes, technologies, and assessments of return on investment (ROI).
People working on production lines don’t just change their attitudes through
training; a manual technique like using whiteboards on the shop floor was just as
helpful as implementing CEMS.
iv
●● The improvement of the data centre necessitated collaboration with the production
processes, which rely largely on the production apps.
●● Because a package’s carbon footprint is made up of its usage and eventual
Un
disposal, measuring the overall carbon reduction by optimising the design of a

package is difficult.
●● In a production shop, implementing ISO 14001 compliance is not difficult, but
maintaining compliance proved to be more difficult.

ity

1. AuPack Scenario
2. AuPack’s Green IT Strategies
Am
3. SWOT of AuPack in Green Context ...

4. Diagnosis in AuPack
5. Planning for GET
6. Different dimensions of the process
7. Enactment of GET for AuPack
(c)
8. Review of GET for AuPack

404 Green Computing
Notes
e
Unhelkar.
li n
Further Readings
On
ity
2008, 11(3), 2008.
(8), August, 2007.
5.
ers
Philipson, G. Green IT and Sustainability in Australia 2009 – Attitudes, Plans
iv
Un
ity
Am
(c)

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Dr. Monica Rose

SLM Review Committee

Ms. Mona Chaudhary

3.1.6 Green IT Business Dimensions

Module -2: Green Assets and Modeling 138

2.1.2 Green Building and Facility Management

2.1.8 Cloud Computing and Data Centers

2.4.3 Features of GIS

Module - III: Grid Framework 221

3.1.2 Data Servers Optimization

3.1.7 Connecting with Remote Desktop

3.2.3 Choosing Earth-Friendly Peripherals

3.3.4 Managing Devices for Central Green Services

4.2.3 A Green ICT Framework

4.2.5 Configuring a GET Road Map

4.3.2 Government Initiatives

4.4.2 Green ICT and Technology Trends

4.4.6 Dichotomy of Developing Economies

Module - V: Case Studies 256

5.1.3 Strategic Concerns of Management

Module - I: Fundamentals Notes

3.1.3 Green IT Strategies: Range of Impact

1.4 Environmentally Responsible Business

4.1.3 Green IT Metrics and Measurements

Amity Directorate of Distance & Online Education

Unit -1.1: Green IT Fundamentals

●● Understand the effects of green computing on business, IT and environment.

Green IT is the science and practice of efficiently and successfully designing,

communications systems—with low or no environmental impact.

Green IT is a field of information technology that is currently in its early stages

Since the introduction of the Green IT concept, an increasing number of IT

Amity Directorate of Distance & Online Education

Energy Star is a voluntary labelling programme created by the US Environmental

1.1.1 Effect of Green Computing on Business, IT and Environment

The introduction of Green IT projects is based on business efficiency, which is an

firm is synonymous with an efficient business.” When a decrease in carbon is linked

effectively designing, manufacturing, using, and disposing of computers, servers, and

Amity Directorate of Distance & Online Education

This notion might be regarded as a service organization’s endeavor to attain

These conversations aim for a long-term influence of carbon considerations on

So far, business’s market-driven mindset has worked against the environment.

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We used a variety of technology and business aspects to improve business

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1.1.2 Objectives of Green Computing

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Key areas of research include making computer use as energy efficient as

The continued efforts of developers, academics, manufacturing businesses,

The Environment Today

have food, air, and water when the curtain falls.

The vast expansion of household gadgets, the employment of computers in

Amity Directorate of Distance & Online Education

communications technology (such as a GPS) in automobiles all demonstrate the direct

environmental consideration to be incorporated into standard organizational risk

In Figure above, the sustainable triangle of an organization is portrayed on

This holistic, broad-based approach to business and the environment is

exemplified by the careful processes of numerous consulting practitioners and