INTRODUCTION

The significance of environmental awareness has risen several times over the past few years
compared to its previous rates (Reinhardt & Stavins, 2014). As a result, a range of
organizations adopt green policies in order to satisfy all stakeholders involved.

However, not all companies manage to comply with the key tenets of the sustainability
principles when designing their environmental management programs. Of all modern
corporations, these are IBM and Intel that comply with the five key principles of
environmental management, as they have developed a flexible approach based on
sustainability towards management of both renewable and non-renewable resources.

according to the annual report, the IBM organization has been displaying an exemplary
attitude towards the issue of environmental awareness and the sustainable use of
resources, as well as the related aspects of environmental management, including design
for environment. In fact, the organization has also implemented the principle of full-cost
accounting as a tool for reducing the negative effects that its production processes have on
the environment.

As a result, the company managed to minimize waste rates, create a design for
environment, develop a design-side management and promote product stewardship. To be
more exact, the organization has integrated a system based on TCO (total cost of
ownership) into its operations in order to comply with the principles of full-cost accounting.

According to the official definition, TCO allows one to calculate the cost for acquiring and
maintaining a system for resources location and distribution (Piedad & Hawkins, 2001, p. 5).
In other words, the TCO approach helps IBM define the least painstaking avenues for
managing the organization’s resources and, therefore, prevent irrational use thereof.
The Intel Company, in its turn, can also be classified as the firm that has created a specific
pattern of operating, which allows for complying with the key principles of sustainability. As
the annual report on current trends in environmental politics of major companies shows,
Intel’s present-day approach is geared towards the conservation of not only materials, but
also energy and water (Gee, 2001).

The specified approach towards utilizing resources can be viewed as a major foot forward in
improving the company’s policy towards environment. In fact, the company has been
credited for having a “greater reliance on pricing systems that internalise environmental
costs” (Gee, 2001, p. 20) compared to the rest of the firms operating in the same domain.

The sustainability approach adopted by the organization also created the means for
enhancing the demand-side management, increase product stewardship and design a full-
cost accounting system.

IBM GREEN SOLUTIONS

The International Business Machines Corporation (using the trademark IBM), nicknamed Big Blue,[6] is an
American multinational technology corporation headquartered in Armonk, New York and is present in over
175 countries.[7][8] IBM is the largest industrial research organization in the world, with 19 research facilities
across a dozen countries, and held the record for most annual U.S. patents generated by a business for 29
consecutive years from 1993 to 2021.[9][10][11]

IBM was founded in 1911 as the Computing-Tabulating-Recording Company (CTR), a holding company of
manufacturers of record-keeping and measuring systems. It was renamed "International Business Machines"
in 1924 and soon became the leading manufacturer of punch-card tabulating systems. During the 1960s and
1970s, the IBM mainframe, exemplified by the System/360, was the dominant computing platform, and the
company produced 80 percent of computers in the U.S. and 70 percent of computers worldwide. [12]

After entering the multipurpose microcomputer market in the 1980s with the IBM Personal Computer, which
became the most popular standard for personal computers, IBM began losing its market dominance to
emerging competitors. Beginning in the 1990s, the company began downsizing its operations and divesting
from commodity production, most notably selling its personal computer division to the Lenovo Group in
2005. IBM has since concentrated on computer services, software, supercomputers, and scientific research.
Since 2000, its supercomputers have consistently ranked among the most powerful in the world, and in 2001
it became the first company to generate more than 3,000 patents in one year, beating this record in 2008
with over 4,000 patents.[12] As of 2022, the company held 150,000 patents.[13]
As one of the world's oldest and largest technology companies, IBM has been responsible for several
technological innovations, including the automated teller machine (ATM), dynamic random-access memory
(DRAM), the floppy disk, the hard disk drive, the magnetic stripe card, the relational database, the SQL
programming language, and the UPC barcode. The company has made inroads in advanced computer chips,
quantum computing, artificial intelligence, and data infrastructure. [citation needed] IBM employees and alumni have
won various recognitions for their scientific research and inventions, including six Nobel Prizes and six Turing
Awards.[14]

IBM is a publicly traded company and one of 30 companies in the Dow Jones Industrial Average. It is among
the world's largest employers, with over 297,900 employees worldwide in 2022.[15] Despite its relative decline
within the technology sector,[16] IBM remains the seventh largest technology company by revenue, and 49th
largest overall, according to the 2022 Fortune 500.[15] It is also consistently ranked among the world's most
recognizable, valuable, and admired brands

HISTORY OF IBM

IBM was founded in 1911 in Endicott, New York; as the Computing-Tabulating-Recording Company (CTR) and
was renamed "International Business Machines" in 1924.[18] IBM is incorporated in New York and has
operations in over 170 countries.[8]

In the 1880s, technologies emerged that would ultimately form the core of International Business Machines
(IBM). Julius E. Pitrap patented the computing scale in 1885; [19] Alexander Dey invented the dial recorder
(1888);[20] Herman Hollerith (1860–1929) patented the Electric Tabulating Machine;[21] and Willard Bundy
invented a time clock to record workers' arrival and departure times on a paper tape in 1889. [22] On June 16,
1911, their four companies were amalgamated in New York State by Charles Ranlett Flint forming a fifth
company, the Computing-Tabulating-Recording Company (CTR) based in Endicott, New York.[1][23] The five
companies had 1,300 employees and offices and plants in Endicott and Binghamton, New York; Dayton, Ohio;
Detroit, Michigan; Washington, D.C.; and Toronto.[citation needed]

They manufactured machinery for sale and lease, ranging from commercial scales and industrial time
recorders, meat and cheese slicers, to tabulators and punched cards. Thomas J. Watson, Sr., fired from the
National Cash Register Company by John Henry Patterson, called on Flint and, in 1914, was offered a position
at CTR.[24] Watson joined CTR as general manager and then, 11 months later, was made President when
antitrust cases relating to his time at NCR were resolved.[25] Having learned Patterson's pioneering business
practices, Watson proceeded to put the stamp of NCR onto CTR's companies. [26] He implemented sales
conventions, "generous sales incentives, a focus on customer service, an insistence on well-groomed, dark-
suited salesmen and had an evangelical fervor for instilling company pride and loyalty in every worker". [27][28]
His favorite slogan, "THINK", became a mantra for each company's employees.[27] During Watson's first four
years, revenues reached $9 million ($152 million today) and the company's operations expanded to Europe,
South America, Asia and Australia.[27] Watson never liked the clumsy hyphenated name "Computing-
Tabulating-Recording Company" and on February 14, 1924, chose to replace it with the more expansive title
"International Business Machines" which had previously been used as the name of CTR's Canadian Division. [29]
By 1933, most of the subsidiaries had been merged into one company, IBM.

IBM's recent campaign goes well beyond mere image — and beyond green — to envision a
"smarter" world in which problems as wide-ranging as health care costs, energy and resource
shortages, government inefficiency, threatened waterways, climate change, and traffic
congestion can be addressed by a blend of systems thinking, technological innovation, and
computing power. It's an intriguing campaign aimed at helping redefine IBM from its roots as
a computer maker to its more recent incarnation as a self-described "global services
company."

"Smarter Planet" isn't IBM's first foray into the green scene. In 2007, the company launched a
program called Big Green Innovations to mine the company's vast wealth of expertise and
technology to create products and services to help address customers' and society's
environmental challenges. Big Green, a play on the company's longtime nickname, Big Blue,
takes aim at everything from creating carbon dashboards to help lower companies' carbon
emissions, to designing energy efficient data centers and more powerful solar cells. But it
seemed more of an inward-looking effort, an attempt to collaborate with existing clients, and
not a means of communicating with the marketplace. (You can listen to a 2007 interview I did
on the topic with Sharon Nunes, who heads the Big Green Innovations program, and Wayne
Balta, IBM's VP of Corporate Environmental Affairs.)

Recently, I talked to Rich Lechner, IBM's VP of Energy & Environment, and John Kennedy, its
VP of Integrated Marketing Communications, to learn more about the "Smarter Planet" series
— what was behind the ads and what the company hopes to accomplish from them. (Click
here for a transcript of the full interview.) Kennedy began the explanation:

"Globalization has many benefits, but also some tradeoffs because many of the systems
that the world operates in today — and by systems, we mean systems in every sense of
the word, from systems in companies, to manmade systems and natural systems —
needed to become smarter, to handle and take advantage of the greater
connectedness in the world.

"So it started off with those observations. And the more we worked on this, we began to
realize that not only was this a dynamic that was very compelling, but as well, we felt
that it was a good opportunity for IBM. This is a company that covers multiple
industries, has a depth of research — has through our entire history taken on some of
the toughest problems in the world in a way to help the world work better, to help our
clients' companies work better, and help governments and universities work better. So
we felt like it was a very natural platform for us."

Lechner described the many environmental challenges that, he says, could be solved by
"smarter" systems:

"In a world in which water, energy, power are severely constrained, you don't have to
look far to see, for example, that only 30 percent of the potential electricity that's
 available at the energy source actually reaches the doorstep of the consumer. Or that
significant amounts of traffic congestion are caused just by people circling, looking for
empty parking spaces, wasting fuel. You can look at our distribution systems around
the world and see that more than 20 percent of all the shipping containers and more
than 25 percent of the trucks moving around on a global basis are empty. You look at
the way that food is distributed and understand that the average carrot in the United
States — the lowly carrot — has traveled 1,600 miles to get to your dinner table, and you
say clearly something could be done to improve the efficiency of our food distribution
system. And water: We're projecting that over a billion people won't have access to safe
drinking water in just ten years time, and yet today, just five food and beverage
companies consume enough water on an annual basis to serve the daily needs of
everyone on the planet.

"We looked around and we said there's plenty of room for improvement and our
expertise in IT [information technology] coupled with our deep industry knowledge and
our ability to look at and re-engineer processes gave us a unique vantage point to
comment on the need to exploit this growing intelligence and where the first
opportunities for exploitation might exist."

The vision for "Smarter Planet" was laid out in a November 17, 2008, speech by IBM chairman
and CEO Samuel J. Palmisano. "The world will continue to become smaller, flatter ... and
smarter," he said. "We are moving into the age of the globally integrated and intelligent
economy, society and planet. The question is, what will we do with that?"

The "Smarter Planet" ads — what Kennedy calls an "op-ad" campaign — are Palmisano's
answer. They are designed "to get a reader to think about the world from a systems point of
view, and along the way, describe these opportunities for systems," says Kennedy. Each
week's ads cover a different topic: energy, traffic, food, infrastructure, retail, banking, and
more. The schedule posted on the IBM website has ads slated weekly through early March.

The ads aren't intended to be overtly commercial, says Kennedy. "They are more agenda-
setting, educating the reader about the world becoming smarter, and then in the end we talk
a little bit about what IBM is doing today to help make a difference in these areas. So that is
sort of an intentional phase we're in now and we're trying to do this in a thoughtful way. It's
more of a short essay, and we try to convey this in that kind of a tone."

I asked Kennedy and Lechner how the ads work — that is, how they are supposed to create
new business opportunities for IBM. Kennedy explained:

"There are two ways. First of all, in practical terms, over time we will talk about how
'smarter' is a way to think about transformation, and a way that industries can be
 transformed, and the way that companies in those industries can be transformed. So
there are opportunities for banks to become smarter, retail firms to become smarter,
healthcare to become smarter, government to become smarter. What you've seen
initially are about larger issues because they resonate well. They are ones that the
general population are familiar with.

"The reason why this is so timely, we believe, from a business standpoint, is we're in a
time of great change in the world and we're in a time in our history where change is
being discussed everywhere from the kitchen table all the way to the boardroom table.
As a result, the leaders of many of our clients and leaders around the world are focused
on transformation and see this as an opportunity to drive a great amount of
transformation, and therefore it's a great opportunity to address ways that they can
make their companies become more competitive as we come through this time of great
change. That's the way we see the commercial opportunity."

So, the ads are all about starting a conversation with current and would-be customers about
transforming themselves and the systems in which they operate during an opportune
moment in history. I'll admit, I'm unclear how all this works at the ground level — that is, how
readers will connect the dots between a series of "op-ads" and a big, fat contract with IBM.
But Kennedy assured me that there's a method to their messaging:

"We think this is a business-building platform. We know our clients are looking at this
time as a time to drive transformation and change, and the prospect of making their
industry smarter, we believe, couldn't come at a better time. That's for our current
clients and as well for future clients, to see us as a company that can help them in these
areas. So absolutely we wouldn't be doing it if we didn't think it were a way to drive
business and client engagement."

Adds Lechner:

"This is really a significant initiative, as significant as when we launched e-business a

decade ago. And when the rest of the world was talking about the Internet, browser
wars, and spinning logos, we came out and said, 'You know what? There's something
more here. This is going to fundamentally change the way the world of business works,
the ways that societies interact.' And it turns out we were right."

"It really is an agenda," says Kennedy. "It is a view of how the world works. It's a view of how
the world can be improved and the systems that could be improved. We do talk about the
role that we believe IBM can play, but one of the important points is that making the world
smarter is not something IBM can do alone. This will require partnerships with many different
types of companies, companies we have a partnership with, an ecosystem of partners you
might not naturally associate with IT per se."

Can a series of ads really start a conversation with customers that will lead to profitable
engagements, unprecedented partnerships, and systemic transformations that improve all of
our lives? I'll reserve the right to maintain a healthy dose of skepticism. But you've got to like
IBM's bold, clear vision, and its recognition that this is a moment in time where the need for
dramatic societal change transcends political campaigns and corporate slogans to demand
new tools and fresh thinking on the part of leading businesses.

Research has been part of IBM since its founding, and its organized efforts trace their roots back to 1945,
when the Watson Scientific Computing Laboratory was founded at Columbia University in New York City,
converting a renovated fraternity house on Manhattan's West Side into IBM's first laboratory. Now, IBM
Research constitutes the largest industrial research organization in the world, with 12 labs on 6 continents.
[160]
IBM Research is headquartered at the Thomas J. Watson Research Center in New York, and facilities
include the Almaden lab in California, Austin lab in Texas, Australia lab in Melbourne, Brazil lab in São
Paulo and Rio de Janeiro, China lab in Beijing and Shanghai, Ireland lab in Dublin, Haifa lab in Israel, India
lab in Delhi and Bangalore, Tokyo lab, Zurichlab and Africa lab in Nairobi.

In terms of investment, IBM's R&D expenditure totals several billion dollars each year. In 2012, that
expenditure was approximately $6.9 billion.[161] Recent allocations have included $1 billion to create a
business unit for Watson in 2014, and $3 billion to create a next-gen semiconductor along with $4 billion
towards growing the company's "strategic imperatives" (cloud, analytics, mobile, security, social) in 2015.
[162]

IBM has been a leading proponent of the Open Source Initiative, and began supporting Linux in 1998.[163] The
company invests billions of dollars in services and software based on Linux through the IBM Linux
Technology Center, which includes over 300 Linux kernel developers.[164] IBM has also released code under
different open-source licenses, such as the platform-independent software framework Eclipse (worth
approximately $40 million at the time of the donation),[165] the three-sentence International Components for
Unicode (ICU) license, and the Java-based relational database management system (RDBMS) Apache
Derby. IBM's open source involvement has not been trouble-free, however (see SCO v. IBM).

Famous inventions and developments by IBM include: the automated teller machine (ATM), dynamic
random access memory (DRAM), the electronic keypunch, the financial swap, the floppy disk, the hard disk
drive, the magnetic stripe card, the relational database, RISC, the SABRE airline reservation system, SQL,
the Universal Product Code (UPC) bar code, and the virtual machine. Additionally, in 1990 company
scientists used a scanning tunneling microscope to arrange 35 individual xenon atoms to spell out the
company acronym, marking the first structure assembled one atom at a time.[166] A major part of IBM
research is the generation of patents. Since its first patent for a traffic signaling device, IBM has been one of
the world's most prolific patent sources. In 2021, the company held the record for most patents generated
by a business for 29 consecutive years for the achievement.[9]

Five IBM employees have received the Nobel Prize: Leo Esaki, of the Thomas J. Watson Research Center in
Yorktown Heights, N.Y., in 1973, for work in semiconductors; Gerd Binnig and Heinrich Rohrer, of the Zurich
Research Center, in 1986, for the scanning tunneling microscope;[167] and Georg Bednorz and Alex Müller,
also of Zurich, in 1987, for research in superconductivity. Six IBM employees have won the Turing Award,
including the first female recipient Frances E. Allen.[168] Ten National Medals of Technology (USA) and five
National Medals of Science (USA) have been awarded to IBM employees.

IBM has one of the largest workforces in the world, and employees at Big Blue are referred to as "IBMers".
The company pioneered in several employment practices unheard of at the time. IBM was among the first
corporations to provide group life insurance (1934), survivor benefits (1935), training for women (1935),
paid vacations (1937), and training for disabled people (1942). IBM hired its first black salesperson in 1946,
and in 1952, CEO Thomas J. Watson, Jr. published the company's first written equal opportunity policy
letter, one year before the U.S. Supreme Court decision in Brown vs. Board of Education and 11 years
before the Civil Rights Act of 1964. The Human Rights Campaign has rated IBM 100% on its index of gay-
friendliness every year since 2003,[187] with IBM providing same-sex partners of its employees with health
benefits and an anti-discrimination clause. Additionally, in 2005, IBM became the first major company in
the world to formally commit to not using genetic information in employment decisions. In 2017, IBM was
named to Working Mother's 100 Best Companies List for the 32nd consecutive year.[188]

IBM has several leadership development and recognition programs to recognize employee potential and
achievements. For early-career high potential employees, IBM sponsors leadership development programs
by discipline (e.g., general management (GMLDP), human resources (HRLDP), finance (FLDP)). Each year,
the company also selects 500 IBM employees for the IBM Corporate Service Corps (CSC),[189] which gives top
employees a month to do humanitarian work abroad.[190] For certain interns, IBM also has a program called
Extreme Blue that partners with top business and technical students to develop high-value technology and
compete to present their business case to the company's CEO at internship's end.[191]

The company also has various designations for exceptional individual contributors such as Senior
Technical Staff Member (STSM), Research Staff Member (RSM), Distinguished Engineer (DE), and
Distinguished Designer (DD).[192] Prolific inventors can also achieve patent plateaus and earn the designation
of Master Inventor. The company's most prestigious designation is that of IBM Fellow. Since 1963, the
company names a handful of Fellows each year based on technical achievement. Other programs
recognize years of service such as the Quarter Century Club established in 1924, and sellers are eligible to
join the Hundred Percent Club, composed of IBM salesmen who meet their quotas, convened in Atlantic
City, New Jersey. Each year, the company also selects 1,000 IBM employees annually to award the Best of
IBM Award, which includes an all-expenses-paid trip to the awards ceremony in an exotic location.

IBM's culture has evolved significantly over its century of operations. In its early days, a dark (or gray) suit,
white shirt, and a "sincere" tie constituted the public uniform for IBM employees.[193] During IBM's
management transformation in the 1990s, CEO Louis V. Gerstner Jr. relaxed these codes, normalizing the
dress and behavior of IBM employees.[194] The company's culture has also given to different plays on the
company acronym (IBM), with some saying it stands for "I've Been Moved" due to relocations and layoffs,[195]
others saying it stands for "I'm By Myself" pursuant to a prevalent work-from-anywhere norm,[196] and
others saying it stands for "I'm Being Mentored" due to the company's open door policy and
encouragement for mentoring at all levels.[197] In terms of labor relations, the company has traditionally
resisted labor union organizing,[198] although unions represent some IBM workers outside the United States.
[199]
In Japan, IBM employees also have an American football team complete with pro stadium, cheerleaders
and televised games, competing in the Japanese X-League as the "Big Blue".[200]
 In 2015, IBM started giving employees the option of choosing Mac as their primary work device, next to the
option of a PC or a Linux distribution.[201] In 2016, IBM eliminated forced rankings and changed its annual
performance review system to focus more on frequent feedback, coaching, and skills development

CONCLUSION
Component testing is probably the type of testing that comes to one's mind when considering the
minimal amount of effort one must make to ensure a defect-free product. As these exercises have
shown, component testing is a non-trivial activity.

Imagine a world in which no tool exists that can automate stub, driver, and harness creation, in which
no tool can automate data-driven tests. No wonder that testing is typically viewed negatively by
developers. Again, it's not that anyone feels testing is unimportant. But how repetitive and work-
intensive!

To make matters worse, without code coverage the best tests in the world are run in a vacuum. How
do you know when you are finished? How do you know what test cases have been overlooked?

Use IBM Rational Test RealTime to simplify your component testing of C functions and Ada
functions and procedures. All the tedious tasks are automated so you can focus on good tests. Test
boundary conditions. Try inputs that would "never" happen. And let the test scripting API generate an
overabundance of inputs; why not, considering no additional effort is required on your part.

Perhaps now you can see how IBM Rational Test RealTime, combined with the runtime analysis tools
reviewed in the last group of exercises, provides you with full regression testing capabilities without
having to sacrifice time better spent creating quality code.

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