JACKSONVILLE, FLA
Unilever Distribution Center
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When it comes to sustainability, Duke Realty Corp. doesn't stick its head in the sand—although it made sure the gopher tortoises on one of its development sites in Florida had the opportunity to do so.
While building a new Unilever distribution center in Jacksonville, Fla., Duke came across 39 gopher tortoises. Although gopher tortoises were not a threatened species at the time, and thus were not protected by the Florida Fish and Wildlife Conservation Commission, their numbers were dwindling as their natural habitat was being consumed by rapid development in the state.
Rather than "building over" the gopher tortoises, which was an option at the time, Duke relocated the gopher tortoises to the Nokuse Plantation, a 53,000-acre protected, managed habitat that is home to a wide variety of mammals, reptiles, amphibians and birds.
"We're trying to take an environmentally and fiscally responsible approach to sustainability," says Paul Quinn, Duke's strategic execution officer. Today, gopher tortoises are on the threatened species list, and developers must now relocate gopher tortoises on their property—something Duke did without being required to do so.
In fact, Duke's commitment to sustainability is based on creating corporate practices that balance continuous improvement in economic, environmental and community performance. By doing so, the Indianapolis-based company expects to enhance shareholder value, implement innovative development solutions and make a difference in the communities it serves.
In 2007 Duke formed a sustainability due diligence committee to identify goals and recommend initiatives. The committee recommended that the company appoint a single person to head its sustainability program. Quinn was given that task.
Under Quinn's direction, Duke has implemented three sustainability committees: one addresses new construction, another focuses on Duke's existing portfolio and the third handles the company's internal corporate operations.
Developing more energy efficient buildings and meeting changing design expectations in the marketplace are primary goals of Duke's sustainability plan. That's why Duke has adopted the USGBC's LEED program.
Quinn says that any new building that comes before Duke's investment committee is required to have LEED certification priced into it so the committee can decide whether the building should be built to LEED specifications.
Duke Realty started its sustainability program in 2006.
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Today, Duke has developed or is in the process of building approximately 11 LEED certified buildings. Aside from new construction, Duke is evaluating its existing properties to determine the modifications that would be needed for buildings to earn a LEED-EB (existing building) rating. The first step in this process is determining a building's Energy Star rating. Once that has been identified, the company decides whether the changes required for LEED-EB certification are practical.
Even if LEED-EB certification is not practical, Duke often makes building improvements such as replacing old materials and products with ones that conserve energy and are more efficient.
Beyond Duke's development activities and existing portfolio, the company is incorporating sustainability practices into its daily operations. It is focusing on three main initiatives: using post-consumer recycled content copy paper; eliminating bottled water and recycling everything from paper and aluminum to plastic bottles and electronics.
"We've learned that sustainability is a journey, not a destination," Quinn says. "It's an on-going program that needs to be baked into the organization."
— Jennifer D. Duell
