Sustainability, Sourcing, and the Future of Michigan Manufacturing
Schaeffler is a global automotive and industrial supplier with operations in Southeast Michigan, where it works across the region’s manufacturing and supplier network. As sustainability, decarbonization and supply chain resilience become central to how products are designed and sourced, the region’s role in shaping next-generation manufacturing continues to evolve. SBN Detroit interviewed Courtney Quenneville, who oversees supplier sustainability, to discuss the realities of sustainable sourcing, what decarbonizing a supply chain looks like in practice, and how suppliers in Southeast Michigan can remain competitive amid changing expectations. Q: Southeast Michigan is historically known for automotive manufacturing. As supply chains evolve, what role do you see this region playing in the next generation of sustainable manufacturing and sourcing? A: Southeast Michigan has always been the heart of auto manufacturing, and I see this as a benefit to how we shape the future of sustainable supply chains. Our regional engineering expertise gives us the ability to embed sustainability standards into the earliest phases of design and production. We’re also fortunate to have many local organizations working to raise awareness and build connections across supplier tiers. This mix of awareness and collaboration is what creates the ripple effect that will carry sustainable manufacturing and sourcing into the next generation. Q: What does “decarbonizing a supply chain” actually look like in practice? Where does it begin and what makes it difficult to scale responsibly? A: Decarbonizing a supply chain is being intentional about reduction measures throughout every step, from raw materials being used all the way to delivery methods. It begins with transparency – understanding total emissions across the supply chain and then working directly with suppliers to find practical ways to reduce scope 3 emissions, especially purchased goods and services. The challenge is that not every supplier is at the same point in their sustainability journey; some are already investing in renewable energy or using greener materials, while others are just starting to measure their footprint. It’s important to understand where each supplier partner is at and help them take the next step. Scaling responsibly isn’t about expecting immediate results but building progress together. Q: What are the toughest sustainability challenges suppliers in this region are currently facing? A: Right now, suppliers in this region are facing a lot of uncertainty — tariffs, supply chain shortages, and constant pricing pressures. It’s no surprise that many suppliers feel stuck in crisis or response mode, which makes it harder to focus on long‑term sustainability. At the same time, these challenges highlight why resilience and sustainability go hand in hand. By working closely with suppliers and helping them take practical steps forward, we can show that sustainability isn’t another burden — it’s part of how they stay competitive through all of this change! Q: As more companies move toward science-based targets and emissions reductions, how will this shift affect procurement practices and supplier relationships? A: Just as Schaeffler has done, more companies will commit to science‑based targets, and sustainability will naturally become part of how they source. Procurement will no longer be just about cost and quality. Suppliers will need to be transparent about their emissions in the sourcing process as well as share future reduction levers. This visibility is crucial if we expect to continue reducing impact across the supply chain. The real shift is in relationships. Customers and suppliers will need to work together more than ever to accomplish shared sustainability goals. Once suppliers see how their sustainability efforts open opportunities, they’ll lean in further. Aligning with our suppliers on these initiatives will help determine the strength and future of our partnerships. Q: You’ve helped exceed renewable energy targets in the Americas. What insights have those efforts revealed about what’s working and what’s not? A: It has been encouraging to see the number of suppliers in the region that already have renewable energy plans in place — some are operating at 100% renewable, while others have clear roadmaps to get there. And importantly, they see that we are not the only customer requesting this information, which reinforces for suppliers that renewable energy is now a business expectation, not a side initiative. At the same time, we are learning that cost concerns can slow renewable energy adoption. Some suppliers are weighing the financial impact of renewable energy, which means timelines vary. That’s why our approach is to understand and help suppliers move forward from their current stage. We want progress that is collaborative and realistic. Q: In terms of equity and inclusivity in sourcing, how do supplier diversity and sustainability intersect and why does that matter for economic resilience in Michigan? A: In recent years, more automotive companies have aligned supplier diversity with their Environmental, Social, and Governance (ESG) initiatives — and in my view, it’s the perfect fit. The ‘social’ pillar is about community development and corporate impact, and nothing strengthens communities more than fueling the local economy. Here in Michigan, we’re fortunate to have thousands of small businesses that are ready to bring innovation and resilience to our supply chains, and investing in these businesses helps build more sustainable communities. With growing pressures to localize production, this is the right moment for Michigan businesses to demonstrate their value. Looking forward, keeping a strong network of local suppliers will be critical, not only for resilience and competitiveness, but also for advancing sustainability across our supply chains and communities. Q: What does it take to ensure traceability and accountability across complex, multi-tier supply chains? A: Traceability is about visibility and accountability is about relationships – and transparency is key for both. It means having the knowledge of your direct suppliers and where materials come from upstream, backed by strong internal tracking and a sustainability team working towards a shared goal. Also, because of the complexity of the multi-tier supply chains, accountability must be handled through collaboration with suppliers – things like industry standards, shared audits, and supplier engagement. Q: Looking ahead five years — what shifts do you expect to see in sustainability requirements and expectations for
Strengthening Michigan’s Ecosystems
Pollinators are essential to Michigan’s ecosystems, food systems, and long-term environmental resilience — yet they face increasing threats from habitat loss, pesticides, disease, and climate change. As Southeast Michigan looks for scalable, science-based approaches to ecological stewardship, the University of Michigan-Dearborn has emerged as a voice in pollinator conservation, sustainability, and community education. SBN Detroit interviewed Dr. David Susko, Associate Professor of Biology and Chair of Biology in the Department of Natural Sciences at UM-Dearborn, about the university’s Bee Campus USA affiliation, the initiatives underway on and beyond campus, and why the region is positioned to advance pollinator health. Q: What role does Bee Campus USA play at UM-Dearborn? A: First, it’s important to distinguish Bee City USA from Bee Campus USA. They share a common mission, but Bee Campus USA focuses specifically on higher education institutions. Both programs create a national framework — and a third-party certification — that helps cities and campuses advance pollinator education, habitat management, and long-term preservation. For us, the affiliation established a baseline. It gave us a structured way to track what we were already doing, identify gaps, and strengthen our commitment to pollinator health. It also connects us to a national network so we can benchmark progress, share strategies, and stay accountable. In many ways, it formalized work that had been happening here for decades. Q: What concrete steps has the university taken to support pollinator health, biodiversity, and sustainable landscapes? A: Many of our efforts predate the certification. UM-Dearborn has had an organic community garden since the 1970s and a strong environmental stewardship culture. Since I joined the campus in 2003, we’ve expanded those efforts significantly. We’ve added pollinator gardens and rain gardens, managed a campus bee yard for several years, and partnered closely with our facilities and grounds teams. They’ve been instrumental — reducing pesticide use, transitioning to organic fertilizers, and designating additional “no-mow” or naturalized areas on campus. These provide habitat for insects, reduce emissions from mowing, lower maintenance costs, and support overall soil and ecosystem health. Q: What challenges have you encountered in implementing pollinator-friendly landscapes? A: The biggest challenge is cultural. People often equate “well-maintained” with “closely mowed.” A pollinator-friendly landscape looks different — and sometimes that difference requires explanation. These spaces aren’t unkempt; they’re functioning ecosystems. Naturalized areas improve biodiversity, reduce fertilizer use, cut emissions, and support wildlife. Part of our work is helping people reframe what beauty looks like in a sustainable landscape. Once they understand the ecological benefits, they usually become strong supporters. Q: How are students, faculty, and staff involved in these initiatives and what types of engagement have you seen? A: Engagement is one of our greatest strengths. The Environmental Interpretive Center (EIC), which opened in 2001, draws thousands of visitors each year for free programming related to ecology, natural history, and pollinators. We host workshops, seasonal programs, and young naturalist sessions. These opportunities reach not only students, but families, K-12 classes, and community members. We also offer volunteer stewardship events — “Stewardship Saturdays” — where participants help remove invasive species and restore habitat quality. These have become incredibly popular. And at an academic level, pollinator initiatives are woven into coursework, research, and capstone projects. For many students, this becomes their first real stewardship experience. They see how their work directly contributes to the regional ecosystem and realize the role they can play in addressing pollinator decline. Q: Can you share an example of how sustainability and pollinator conservation intersect with experiential learning or research on campus? A: A great example is the PolliNation Project, which began when a student approached me wanting to take more action. Ultimately, this became a campus and community-wide initiative to build insect hotels in order to promote pollinator awareness and conservation. Insect hotels are like birdhouses for pollinators. Our students built and distributed roughly 250 of these hotels across the region. We worked with the College of Engineering and Computer Science, part of which is a design course where students develop apps for real-world stakeholders. The students ended up creating two digital tools: the PolliNation ID App, which helps users identify species, and the PolliNation Hotel App, which tracks locations and resources for “insect hotels.” The project earned a Ford College Community Challenge (C3) Grant and inspired broader outreach. Rescue Michigan Nature Now donated additional hotels, and our apps and online materials help residents build their own. This is what experiential sustainability education should look like — students creating tools with real ecological and community impact. Q: What value do these efforts bring beyond the campus borders, especially to Detroit-area communities? A: Our work extends into the region in several ways. The PolliNation Project has been integrated into the Rouge River Gateway Trail through interpretive signage, giving visitors a deeper understanding of pollinators. Our online resources help residents and community groups design their own pollinator habitats. We also collaborate with Detroit-based partners. For example, the Dearborn Shines initiative brings schoolyard gardens — including pollinator beds — to local schools. Students learn about nutrition, ecology, and pollinators simultaneously. UM-Dearborn students helped design and build these spaces, creating a powerful feedback loop of education, stewardship, and hands-on impact. Q: Detroit and Southeast Michigan have a unique ecological and urban history. Why is Bee Campus designation meaningful here? A: This region carries both ecological richness and environmental challenges. We have hundreds of native bee species in Michigan alone, many of which rely on the exact types of habitats we’re restoring. At the same time, urbanization and habitat fragmentation make pollinator conservation more urgent. Being a Bee Campus in this context means modeling what sustainable land stewardship looks like in a northern, urbanized ecosystem — and showing that cities and campuses can play a leadership role in ecological recovery. Q: What challenges and opportunities does Southeast Michigan’s climate present for pollinator protection? A: Overwintering is a major issue. Honeybees struggle in northern climates, and climate variability makes conditions more unpredictable. Beekeepers in Southeast Michigan are experimenting with improved insulation techniques
Preparing for the AI Energy Era
ThermoVerse is a Detroit-based urban innovation startup founded by engineer and researcher Shantonio Birch. The company’s work centers on advanced thermal energy storage and people-focused building technologies that reduce waste, stabilize indoor environments, and free up electrical capacity. SBN Detroit interviewed Birch about the future of grid resiliency, energy equity, and why Southeast Michigan is positioned to lead in next-generation smart city innovation. Q: What is the impetus behind the work you do? A: ThermoVerse is focused on one of the biggest stability issues we face: how do we allow high-energy users like data centers to coexist in communities without competing for the same energy we need to heat homes and businesses? Our goal is to reduce the largest source of energy consumption in buildings — the HVAC system — so more energy is available at the panel. We want to empower building owners to turn their buildings into value-added assets instead of liabilities. Q: What are the biggest challenges buildings face? A: It all comes down to energy. There are many issues in the built environment, and I think of buildings like the human body — everything is connected. We talk about indoor air quality and comfort, but when you look at economic development, the thing that will get this nation moving is our relationship to energy. Right now, poor power quality is being distributed through the grid and into homes, affecting how our devices and systems function. When you layer on additional demand from advanced manufacturing, EVs, and AI data centers, we’re going to experience more brownouts and blackouts. That’s the biggest challenge buildings are facing: how do we allow this huge economic wave — fueled by AI — without compromising communities? Q: What technologies or approaches will have the greatest impact on reducing energy waste in buildings? A: Anything simple. The biggest barrier for new technology is integration, so solutions have to be straightforward. I believe thermal energy storage is a major opportunity. It will play a huge role in meeting grid-resiliency needs. Renewables like solar are valuable, but they don’t solve the smart-growth challenge we face. We need growth that strengthens the grid rather than stressing it. Q: How does better thermal management translate into healthier or safer living conditions? A: I found my way into this field because I experienced heat stress in my own townhouse apartment during the pandemic while studying at U-M. I was close to heat stroke. We’re seeing more and more cases of heat stress in hospitals and communities now. Better thermal management helps reduce those risks. Beyond the health impact, there’s the economic side. Many people are spending a significant portion of their income on utilities. Improved thermal performance means lower bills, better living conditions, and more resilience as heat waves become more frequent. Q: What role can innovation play in addressing energy inequity — especially in aging housing stock and low-income communities? A: I’ll say this boldly: most existing building technologies were not designed with equity or people in mind. They were built around the question, “How do we cool this space so we can have people here?” At ThermoVerse, we flip that script. We build around the people first. People-centric technologies will play a huge role in reducing energy demand and supporting smart growth so AI and other advancements can coexist with communities instead of overwhelming them. Q: What makes Southeast Michigan a meaningful place to build and test smart-city and energy-efficiency technologies? A: If you look at major cities like Chicago or New York, Detroit stands out. We have the greatest potential for smart-city innovation because our built environment is underdeveloped in certain areas, making the starting point ideal. We can embed smart infrastructure into buildings more easily to enable fluid energy transfer between the grid and the built environment. There’s also a level of openness and willingness here that you don’t always find in cities that are already fully built out. Q: What barriers still slow down the adoption of innovative building technologies, even when they’re proven to reduce waste? A: Integration. That is the barrier for most proven technologies. We also have split incentives in the built environment. Building owners are our customers, but their customers — the tenants — want a better user experience. Then you have utilities, with power-purchase agreements and rate structures that complicate adding new technologies. And finally, the contractors. They’re the ones installing the equipment. If they don’t understand how a new technology fits into existing systems, it won’t be integrated. Heat pumps are a good example — contractor knowledge gaps can slow down adoption, even when the technology is solid. Q: For building owners looking to modernize, where should they focus first to get the biggest energy impact? A: If you’re going to modernize, you have to measure. Establish a baseline. Invest in sensors and meters to understand your energy use down to the unit. You can’t manage what you don’t measure. Once you have visibility, you can start thinking about the ecosystem of technologies that will create the biggest short-term and long-term impact. Ultimately, we need buildings — and neighborhoods — where energy flows bi-directionally between the grid and the built environment. Q: Looking ahead, what do you believe will define the next chapter of energy innovation in Detroit and more broadly? A: Detroit has a deep understanding of how communities and businesses coexist. The next evolution of the built environment here will be people-based — designed around the experience of living and working well. Nationally, we’re at a very interesting moment in energy. For years, the “energy transition” has been politicized, and we’re now looking at it through an economic lens driven by AI. The biggest opportunity ahead is doubling our energy production to meet the demands of AI data centers. The White House recently launched the Genesis Mission — the largest investment in strengthening our national energy reserve to prepare for the new digital era. There’s an enormous opportunity for young people to enter this
Electrifying Eastern Market
Detroit’s Eastern Market is working to become a national model for integrating freight solutions that reduce fossil fuel use and freight operation costs. San Carlos, Calif.-based ElectricFish, a finalist in the Toyota Mobility Foundation’s Sustainable Cities Challenge, was chosen to build battery-integrated fast chargers to power EVs and provide backup energy for Eastern Market. As one of only three cities worldwide chosen for this challenge, Detroit is using the opportunity to position itself as a leader in transportation innovation, this time in clean mobility. SBN Detroit interviewed ElectricFish co-founder Anurag Kamal about why Eastern Market is the ideal proving ground, what this means for the city’s EV landscape, and how this project could influence urban electrification nationwide. Q: What does Detroit’s selection as a Toyota Mobility Foundation Sustainable Cities Challenge finalist mean for its position in EV and clean mobility? A: Being one of just three cities in the world chosen for this program is an achievement in itself. Detroit has always been a center of automotive innovation, and now we’re seeing a new evolution – from internal combustion to electric. The challenges are complex, especially for medium- and heavy-duty freight vehicles, where electrification requires both cost-effective solutions and robust infrastructure. This project is a way to demonstrate what’s possible and draw attention to Detroit’s potential in leading the shift to sustainable transport. Q: What advantages or challenges does Detroit present for innovating in EV infrastructure? A: Detroit’s biggest advantage is its proximity to the automakers and decision-makers. For startups like ours, having industry leaders see our work firsthand is invaluable. But Detroit is also a challenging test bed – the infrastructure in many areas is outdated and upgrading it can be extremely expensive. In places like Eastern Market, where we’re deploying, the cost to modernize could run into the millions. That’s why we’re proving there’s a different, more cost-effective way to build charging capability that can be replicated in other cities with similar constraints. Q: How does the Toyota Mobility Foundation competition help accelerate innovation? A: Funding is a huge part of it. Detroit secured $3 million for the first phase, with additional funding for companies that advance to later stages. Just as important is the collaboration—talking directly with local businesses, understanding their needs, and identifying unique challenges. For example, a mid-sized fishery in Eastern Market could lose thousands of dollars in product during a four- to six-hour outage caused by infrastructure upgrades. Backup energy solutions become not just a convenience, but a necessity. Q: What does success look like for this project? A: In the short term, success means mid-sized businesses in Eastern Market integrating sustainable practices, whether that’s switching to EVs or having accessible charging infrastructure on-site. For small vendors, it means being able to plug in while working in the market. On September 26, we will launch the first Public Fast Charging Hub at an event that’s open to the public. We’ll be able to demonstrate first-hand how businesses can benefit, and we are hoping to get early adoption. Long term, we want Detroit’s project to be a national case study in rapid, cost-effective urban electrification—something that inspires other cities to follow. Q: What are the biggest gaps you see today in EV charging and fleet electrification? A: Infrastructure is the number one gap. There’s a common perception that switching to electric means changing your entire workflow, parking a vehicle overnight for charging, waiting hours instead of minutes. That’s not sustainable for many businesses. The challenge is not just funding infrastructure but also developing alternative technologies and deployment models that make charging fast, flexible, and accessible. Q: As a startup, how do you decide which innovations to prioritize? A: It’s a constant balancing act. We designed a product with two very fast charging ports that can be deployed almost anywhere. But some customers question the need to pay for faster charging when they don’t see the immediate benefit. Others, like Amazon, request larger-scale systems with eight ports. The key is to stay laser-focused on our mission, move quickly, and avoid overextending into too many variations at once. Q: What lessons have you learned about scaling technology in a rapidly changing industry? A: Flexibility is everything. We’ve seen battery pack prices drop from $200,000 to $60,000 in just three and a half years. Locking into long-term agreements without room to adapt can be costly. We make sure our supply agreements account for technological changes, so we can pivot as new, more cost-effective options emerge. Q: What’s your vision for Detroit’s EV charging landscape in 10 years? A: I think we’ll see significant fleet electrification – possibly 10% adoption or more – along with widespread public and private charging. Places that sell fuel today will likely also serve EV drivers. Home charging will be common for homeowners, but public infrastructure will carry the bulk of the load. If projects like Eastern Market succeed, Detroit could be one of the most compelling examples of how urban EV infrastructure can be built quickly, effectively, and in a way that meets the needs of diverse users. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Building with Purpose
MassTimber@MSU is a cross-disciplinary initiative at Michigan State University dedicated to advancing mass timber construction and manufacturing in Michigan. Collaborating with partners across construction, forestry, development, and state agencies—including the Michigan Department of Natural Resources—the initiative leverages MSU’s land-grant mission through research, teaching, stakeholder engagement, and policy development to build a sustainable mass timber future for the state. SBN Detroit interviewed Sandra Lupien, Director of MassTimber@MSU, about the environmental, economic, and design implications of mass timber and the growing momentum behind the material in Michigan and beyond. Q: What is the MassTimber@MSU initiative, and what inspired its creation? A: MassTimber@MSU is a collaboration across MSU’s School of Planning, Design and Construction, Department of Forestry, and MSU Extension. We work with partners across the state—including construction professionals, foresters, community and development organizations, and state agencies like the Michigan Department of Natural Resources—to advance mass timber construction and manufacturing in Michigan. Our approach reflects MSU’s land-grant mission: research, teaching and curriculum development, stakeholder engagement, and policy exploration that could support mass timber adoption. Since I started in this role in July 2021, momentum is growing. There are now more than 65 mass timber projects in the pipeline in Michigan. The STEM Teaching and Learning Facility on MSU’s campus, which is the second building in the state to use cross-laminated timber (CLT), helped demonstrate what’s possible. And we’re now seeing serious interest from prospective producers who are looking to locate in Michigan. Q: What are the environmental benefits of mass timber in terms of sustainability, carbon reduction, and climate resilience? A: This is exactly what drew me to mass timber. It’s a tool in our toolkit to reduce carbon emissions, support sustainable communities, and help foster healthier, more resilient forests. Globally, the built environment accounts for about 39% of greenhouse gas emissions—28% from building operations and 11% from construction materials like concrete, steel, and glass. These materials are essential, but they’re energy-intensive to produce. Wood, by contrast, is a renewable resource that stores carbon. When we use wood in construction, we’re not only lowering a building’s embodied carbon footprint—we’re also locking that carbon into the structure itself. At MSU, the STEM Teaching and Learning Facility contains roughly 3,000 cubic meters of mass timber, which stores about 1,856 metric tons of carbon dioxide equivalent. That’s comparable to removing the emissions from 4 million miles driven by an average car. Mass timber buildings, in this way, become carbon storage banks. On the forestry side, we know that many forests evolved with low-intensity natural fires that helped maintain healthy densities. Today, many of our forests are overcrowded, which makes them vulnerable to pests, disease, and catastrophic wildfire. Because of past logging practices and fire suppression, we have an obligation—and opportunity—to steward forests more sustainably. When we do that, we can produce wood that extends the climate benefits of trees, especially if that wood would otherwise decay or burn. Q: How are MSU students and faculty engaging with mass timber—from design to research to real-world application? A: There are three main academic areas deeply engaged with mass timber: Construction Management, Forestry and Biochemistry, and Civil and Environmental Engineering. We have undergraduates, master’s students, and Ph.D. candidates working with faculty on projects across those disciplines. In Construction Management, Professor George Berghorn is developing mass timber curriculum modules that can be used nationally in engineering and construction programs. In Forestry, Professor Mojgan Nejad is doing incredible work on developing bio-based adhesives and coatings for use in mass timber—replacing fossil-fuel-based polyurethane with lignin-based alternatives. She’s actively working toward commercialization. We’ve also done economic research to analyze supply chains and survey demand, which helps inform developers and policymakers. And beginning Spring 2025, we launched a new course focused entirely on mass timber, led by Dr. George Berghorn and tailored for both undergraduate and graduate students. Q: From an economic perspective, how could mass timber help revitalize Michigan’s forestry sector and rural economies? A: We’ve modeled the economic impacts of launching a 50,000-cubic-meter-per-year mass timber manufacturing facility in Michigan. The results are exciting: such a facility would contribute $152 million to the state’s GDP and support 318 jobs. There’s a strong need to find new uses for Michigan wood. With the paper industry in decline and other traditional markets shifting, mass timber presents an opportunity to create high-value products that support Michigan jobs and rural economies. Q: How does the initiative align with Michigan’s climate goals or sustainable development strategies statewide? A: The MI Healthy Climate Plan, which outlines the state’s climate goals, directly mentions mass timber three times—as a key strategy for reducing emissions in the built environment and managing natural lands sustainably. The City of Lansing’s Sustainability Action Plan also highlights mass timber, and East Lansing has even amended its zoning ordinance to incentivize developers to use mass timber and build LEED-certified projects. It’s encouraging to see this kind of policy support—it sends a signal that mass timber can and should be part of Michigan’s climate solution. Q: What does Michigan’s existing forest resource look like, and how does sustainable forestry tie into your vision? A: Healthy, resilient forests are the foundation of everything we do. In Michigan, about 70% of our forest resource is hardwood and 30% is softwood. Most mass timber products currently certified for use in the U.S. are made from softwoods. That said, Michigan does have suitable softwood species. For example, red pine was certified for structural use because the Michigan DNR prioritized using Michigan wood in a customer service building in the Upper Peninsula. That’s a great example of state leadership driving local wood utilization. As the industry evolves, there’s potential to expand the species we can use in mass timber production. Q: Looking ahead five to ten years, what’s your boldest vision for the impact of the Mass Timber Initiative? A: I’d like to see commercial buildings—everything from multifamily housing to community centers to industrial facilities—considering mass timber from the outset, not as a novelty but as a viable, mainstream option. Mass timber
Aligning Business with Sustainability
Comerica Inc. was founded in Detroit in 1849 and remains rooted in Southeast Michigan, even as its headquarters now sit in Dallas. With 4,300 employees in the region and a strong presence across the state, the bank continues to play an active role in environmental responsibility and community impact. SBN Detroit interviewed Scott Beckerman, Senior Vice President and Director of Corporate Sustainability, about the bank’s climate strategy, operational footprint, and the role financial institutions play in driving sustainable progress. Q: Comerica has deep roots in Detroit, even as its headquarters are now in Dallas. How does that legacy influence the bank’s sustainability priorities in Southeast Michigan and beyond? A: Comerica is really proud of our 175-year legacy in Detroit, and over half of our employees are here. As a lifelong resident of the Detroit area myself, I recognize the unique environment of this region. So naturally, there is a certain connection to our desire to protect and preserve this special environment. But we also know that environmental issues aren’t just local – they are global in their nature. I think the connection here is that we understand the importance of issues in the near-term and at the local scale but also recognize the importance of the global scale. For issues like climate change, that means our future success depends on the actions we are taking today, both here in the Detroit area and across the country. Q: What are the most pressing environmental or climate-related risks Comerica is working to address within its operations and client services? A: Our commitment is around three main areas: Reducing our own environmental footprint, embedding sustainability into our business, and supporting our customers’ needs. For our own footprint, we are focused on reducing water consumption, waste generation, resource consumption, and greenhouse gas emissions. Since 2012, we’ve reduced our GHG emissions 61%, – on our way to a 65% reduction target by 2030 and moving toward our north star of 100% reduction by 2050. For water, we’ve decreased our consumption by 48% and have also seen a 41% reduction in waste. On the resource consumption side, our focus is paper usage and since 2012 we’ve decreased that by 89%. For our customers, we want to ensure they have access to the financial products and services they need to address the challenges they face. Maybe for a homeowner, that is a home equity loan to make their home more energy efficient or add solar to their roof. For a business, that may mean providing the financing to upgrade the efficiency of their equipment or capital improvements to a building to make it more climate resilient. Q: Comerica has made commitments to reduce operational emissions and increase energy efficiency. Can you walk us through the key strategies being used to reach those goals — and how success is measured? A: Our primary drive has been a focus on energy efficiency. With roughly 400 buildings in our portfolio, this is no easy task, and no two buildings are alike. We’ve deployed a host of efficiency measures from lighting to advanced building controls to really working on driving down energy consumption, which is the largest contributor to our greenhouse gas emissions. The other important thing is to right-size our real estate footprint while still serving our customer needs. A lot has changed with the digitalization of banking, and we simply don’t need the same amount of space that we needed in the past. So being smart about the amount of real estate we occupy has also helped us drive down our overall energy consumption. At the same time, we recognize that the shift to a digital world is not without its own set of issues, including GHG emissions, so we work with providers to ensure the majority of our technology and data center needs are powered by renewable energy. We’re also investing in renewable energy solutions across our footprint, focused on local impacts, including piloting solar projects and REC (renewable energy certificate)-backed electricity programs in Michigan and Texas. Q: What role does Comerica’s sustainability team play in engaging business units across such a large organization? How do you ensure consistency in implementation? A: First, we center our sustainability program on value creation. What I mean by that is that our sustainability initiatives need to be generating value by reducing risks or costs, spurring innovation, and supporting revenue growth. If we do all that well, it enhances our reputation and brand which delivers additional value. While it may be cliché, I think it’s true that sustainability really is the ultimate team sport. We are successful with our programs because we have the buy-in and support from colleagues across our organization. We also support sustainability through colleague education, regional Green Teams, and volunteer-driven community programs. Q: In your view, what’s the biggest challenge for banks — especially legacy institutions like Comerica — when it comes to embedding sustainability into the core business model? A: For any business, there are a ton of ever-evolving business priorities, based on things like the market, customer needs, regulatory requirements, and changing technology. So, if you approach sustainability as an add-on to the traditional business priorities, then it can get pushed aside by pressing traditional business needs of the moment. But if you embed sustainability into your core values and it becomes a part of how you do business, then it becomes a long-term source of business stability. At Comerica, we have a core value of being “A Force For Good,” which means we’ve worked to embed sustainability into how we do business. Since the establishment of our sustainability office in 2008, that means we’ve significantly reduced our environmental footprint and delivered tens of millions of dollars of cost savings. Q: Where do you see the greatest opportunity for Comerica to lead — whether through lending practices, investments, community partnerships, or internal operations? A: Our length of time in this space has given us a real advantage in terms of long-term impacts. During that time,
Identifying Opportunities for Improved Efficiencies
The Energy Alliance Group of North America focuses on helping businesses implement sustainable energy solutions by identifying opportunities for improved efficiency and connecting clients to funding and technology. Based in Ann Arbor, Michigan, the company collaborates with commercial and industrial property managers to reduce energy consumption, enhance operations, and achieve long-term cost savings. SBN Detroit interviewed Scott Ringlein, founder, principal, and Chief Strategy Officer, about energy efficiency in Southeast Michigan, the role of financing and audits, and the importance of long-term thinking when it comes to sustainability. Q: What are the biggest energy efficiency challenges facing commercial and industrial buildings in Southeast Michigan? A: Misinformation is one of the biggest challenges. Every building has the opportunity to implement energy efficiency improvements, and there is money available to make it happen. These improvements offer a return on investment, but many building operators and owners either don’t believe the numbers or assume they don’t apply to them. The truth is, utility costs are ongoing and only getting higher, so the only way to gain control is to improve your building’s efficiency. Q: How can businesses identify when it’s time to upgrade or retrofit their energy systems A: Start by knowing what you have—what systems are in place, their expected lifespan, and their maintenance history. If you’re seeing frequent repairs and higher maintenance costs, it’s time to look at alternatives. Then evaluate how much more efficient a new system could be and what kind of energy savings it could deliver. If the numbers make sense, that’s the signal to move forward. Unfortunately, many businesses struggle with that last step—deciding to invest. Q: What misconceptions do you commonly encounter around cost recovery or energy savings? A: Many building owners don’t believe the projections—even when we show them data that supports a positive cash flow within one or two years. They tend to focus solely on ROI and forget that utilities never go away. You’re always going to pay for water, electricity, gas—whatever it is. And the utility companies have no vested interest in lowering your costs. So even if you’re skeptical, you’re still going to be paying more year after year unless you act. Q: How has the financing landscape changed for energy upgrades—especially for nonprofits or small businesses? A: We’ve been in this space since 2012, and the financing options today are better than they’ve ever been. Tax credits will come and go, but there are more long-term tools now than there were a decade ago. Michigan has been a leader in this area. Programs like Michigan Saves were the first of their kind in the U.S. We’re also a state approved for Property Assessed Clean Energy (PACE) financing, although it’s underutilized here compared to states like California. Still, the options are out there—you have choices, and you can take control. Q: What role do energy audits play in long-term planning, and how often should they be conducted? A: Audits are essential. You need to know where you stand—what equipment you have, how efficient it is, and what condition it’s in. It’s surprising how many clients have never even been on their own roof, where all the major equipment is housed. There are different levels of audits. A Level 1 audit gives you a basic understanding of what you have and where you’re spending your money. A Level 3 audit goes deeper and is useful when you’re preparing to make major decisions—like process changes or equipment replacement. A challenge is that many companies don’t take the time for a comprehensive audit until it’s too late. Smaller organizations may lack the staff, and larger ones may lose visibility due to scale. But without that baseline, long-term planning is difficult. Q: How do Southeast Michigan’s climate swings shape energy strategy in the region? A: As an organization, we don’t use climate change as the primary argument for doing the right thing. Climate change is happening, but we believe the conversation around energy efficiency should be happening regardless. You’re spending money on utilities – and there are better systems and more efficient ways to operate. We also need to think long-term. In the U.S., we don’t treat these upgrades as long-term investments the way they do in Europe or Asia. There, the systems are central to the building’s value and are maintained accordingly. Here, we often focus too much on short-term costs instead of building for performance and sustainability. Q: What advice do you have for businesses looking to reduce costs and improve operations going forward? A: Real-time monitoring of building systems from a central location gives you visibility and control. Beyond that, the cost of implementing technologies like LED lighting, heat pumps, solar panels, and combined heat and power (CHP) systems has become very feasible. There are also integrated systems now—solar light poles with battery storage and surveillance, for example—that operate independently of utility companies. The key is maintenance. These systems don’t last forever if they’re neglected. But with built-in monitoring and upkeep, they can be powerful tools for cutting costs and improving resilience. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Designing for Longevity
Floyd, founded in Detroit in 2013, is a furniture company focused on creating modular, long-lasting pieces designed to reduce waste and rethink traditional home furnishings. Known for its clean, adaptable designs and commitment to sustainability, Floyd has grown from a single product to a full line of beds, sofas, tables, and storage solutions—all centered around durability and ease of assembly. SBN Detroit interviewed co-founder Kyle Hoff about how Floyd approaches sustainable design, the role of modularity in extending product life, and what the furniture industry can learn from systems thinking. Q: Sustainability is increasingly central to how products are designed. What does a “buy once, use forever” philosophy mean in practical terms when it comes to furniture? A: We always start with the idea that the best thing you can do is not buy something at all. But when you do need to make a purchase, it should be something that lasts—and adapts. That concept informs every decision: from materials to how a product is serviced and how it fits into someone’s life now and in the future. It’s not just about quality materials, but also adaptability. Can a product work in an apartment today and a family home down the road? That’s where design has to carry more responsibility. Q: Many pieces today are built for short-term use. What does “built to last” look like in design and production? A: It begins at the concept stage. Our product team works in-house in Corktown and starts by asking, “What problem does this solve?” For example, our bed frame was designed nine years ago to be a long-term, flexible solution—and it’s still an evergreen product. We’ve continued to expand on that initial product with compatible add-ons: a headboard, underbed storage, a bedside table, and a taller version. These aren’t trend-driven changes; they’re part of a system that evolves with people’s needs. Q: How should sustainability be considered in material sourcing—beyond just using recycled inputs? A: It’s a layered process. While recycled materials are great, they still have to last. A short lifespan defeats the purpose. The first priority is creating products people want to keep. That starts with durable, high-quality materials—like natural woods or wool, which we’ve leaned into recently. We also think about serviceability. If something breaks, can a part be replaced instead of the whole product? That changes how you source and design from the beginning. Q: Durability often comes with trade-offs in cost or complexity. What are the challenges in balancing sustainability with accessibility? A: Durability doesn’t have to mean expensive. It’s really about thoughtful design. A lot of mass-produced furniture is made quickly, designed for trend cycles, and lasts maybe a year or two. We try to offer long-term value—something people will keep—not luxury pricing. It’s a similar mindset to brands like Patagonia: not the cheapest, but a high return on use over time. We focus on lasting connections and construction that can stand up to real life. Q: Modularity is a growing design focus. How does that relate to sustainability and evolving lifestyles? A: It’s critical. If someone moves or their life changes, modularity lets them keep a product and adapt it. That reduces waste. A twin bed that can become a king, or a sofa with replaceable upholstery—that flexibility allows furniture to evolve with people, rather than going into a landfill. We think a lot about systems: not just selling one thing but offering pieces that can grow or change over time. Q: How do you measure the environmental footprint of your products—and improve it? A: We survey how long people use our products and how their use changes. That lifecycle data is an internal benchmark for us.We also evaluate serviceability—whether a product can be fixed instead of replaced. It’s about holding ourselves to a different standard: not just how a product is made, but how long it’s truly used. Q: Are there new materials or partnerships that stand out in your sustainability work? A: Yes—there’s a fabric company in Denmark called Kvadrat we’re working with that’s doing really thoughtful work around long-lasting, sustainable textiles. They’ve created a surface material called “really,” which is made from post-consumer garment waste. That’s an exciting example of circular design—giving textile waste a second life in new forms. Q: What changes would you like to see across the industry in terms of sustainability? A: There’s a big opportunity to focus on lifespan. Most companies aren’t incentivized to do that—they want to sell more furniture. But designing for longevity, building modularity into the system, and standing behind products long-term can shift that mindset Sustainability shouldn’t just be about natural materials or recycled content. In our view, the biggest impact is in keeping products out of landfills. That comes from design choices made long before a product reaches a home. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Driving Sustainable Innovation in Mobility
ZF Group, a global technology company with its North American headquarters in Northville, specializes in systems for passenger cars, commercial vehicles, and industrial technology. With a focus on next-generation mobility, the company develops solutions that address electrification, automation, and digitalization while aiming to improve safety, efficiency, and sustainability in transportation. SBN Detroit interviewed Anuj Shah, Sustainability Lead, for the Americas, to explore the most pressing environmental challenges in the region’s mobility and manufacturing sectors – and how technology, collaboration, and design innovation are shaping a more sustainable future. Q: What are the most pressing sustainability challenges facing the mobility and manufacturing industries in Southeast Michigan today? A: One of the biggest challenges is decarbonizing our complex supply chains. To give you an idea of scale, ZF in North America alone has about 3,700 direct suppliers, and as you move further upstream, that number multiplies. Many Tier 2 and Tier 3 suppliers lack the tools and resources to track, manage, and reduce emissions. ZF is driving progress in this area through our supply chain sustainability program and to support our supply base, we have established a supplier sustainability training academy that offers trainings around several topics like responsible sourcing, use of green electricity and how to meet requirements set forth in our sustainability bid conditions. It is a fundamental change in philosophy in how we interact with our suppliers in the development of products and processes, and in the choices we make. Another challenge is sourcing sustainable materials. As demand for magnets and critical raw materials rises, our commitment to responsible sourcing – guided by human rights and environmental due diligence policies – becomes even more critical. Ideally, we start with using less, then designing products that can accept higher recycled content materials, and where technically feasible, designing with circularity in mind to provide access to these materials to bring them back into the loop. Q: As the auto industry shifts toward electric and digital systems, where do you see the biggest opportunities for companies in Michigan to lead in sustainable innovation? A: I see two major areas of opportunity. First, digital twins and predictive sustainability. With advances in AI, IoT and cloud computing, we continue to gain the ability to simulate and optimize sustainability across a product’s entire lifecycle. Michigan companies have the potential to drive breakthroughs here, unlocking real-time emissions tracking, predictive maintenance, and more circular design outcomes. At ZF, for example, our SCALAR platform provides real-time diagnostics to fleet operators. It’s a fleet management solution that offers remote diagnostics on vehicle health using smart sensors, telematics, and predictive maintenance that combines historical and live data to forecast potential failures and propose proactive maintenance. Second, there’s room for innovation in product design that balances cost, supply chain resilience, and sustainability, like reducing reliance on rare earth magnets. For example, ZF’s Separately Excited Synchronous Motor (SESM), a magnet-free e-motor technology. Q: How important is collaboration across suppliers, OEMs, government, and academia in accelerating sustainable progress? A: Collaboration is essential. The scale and complexity of sustainability challenges demand system-level thinking and collective action. Collaboration can take many forms, and start with small steps by sharing common standards, targets, and data. This enables clarity and provides a common language when working to decarbonize the value chain and develop more circular materials. Collaboration can also help leverage scale through greater partnership between OEMs and suppliers to take advantage of installed capacities and build upon existing competencies to lower cost and increase re-usability of infrastructure. This requires strong feedback loops between industry partners, sometimes requiring flexibility in design parameters to accommodate available off-the-shelf solutions. Some examples at ZF: We engage with our suppliers around ESG Goals, best practice sharing, and sometimes co-developing decarbonization roadmaps. We also work with external organizations like MEMA and AIAG, providing inputs on policy, contribute to white papers, and align on best practices on various topics like human rights and supply chain transparency. These platforms are critical for creating a consistent approach across the industry. Q: The mobility industry is under growing pressure to quantify and reduce emissions. How is the conversation around Scope 3 evolving, and what tools are helping drive accountability? A: The conversation around Scope 3 has evolved rapidly, from awareness to tangible action. Just a few years ago, many companies were working to define and estimate these indirect emissions. Today, Scope 3 is front and center, especially in the automotive industry, where upstream and downstream emissions make up the majority of a company’s emissions. At ZF, we’re approaching Scope 3 with a focus on data integrity, supplier engagement, and cross-industry collaboration Transparency and supplier engagement are key. We are systematically working to move away from secondary emissions data and working closely with our suppliers to gather more accurate product-specific emissions data. This is critical for building trust and accountability across the value chain. Regarding our emissions, disclosure alone isn’t enough; our stakeholders expect us to present clear decarbonization roadmaps. Many of our customers have also defined product-level and material-level carbon footprint targets, which is helping shift the broader industry mindset. We’re also participating in initiatives like Catena-X, which helps standardize the sharing of ESG metrics. That kind of consistency enables more meaningful collaboration across the value chain. Ultimately, Scope 3 is where the real transformation happens — and it’s also where the greatest opportunity lies. By working together across the value chain, we can drive measurable, lasting impact. Q: You’ve spoken about the importance of embedding sustainability early in product development. How does that shift impact timelines, cost, and engineering culture? A: This is a topic close to my heart. I’ve spent the last three years focused on embedding sustainability into product development, and it really does all start here. Around 80% of a product’s environmental footprint is determined at the design stage, so we must rethink how we define value, performance, and innovation. Embedding sustainability upfront does add time during the concept phase, but that investment pays off by reducing rework and helping avoid costly
The Chip Bag Project
The Chip Bag Project, based in Detroit, is a sustainability initiative that upcycles hard-to-recycle snack packaging — particularly chip bags — into insulated sleeping bags for individuals experiencing homelessness. Founded by Eradajere Oleita, the project addresses both environmental waste and housing insecurity by transforming materials like Mylar into practical, thermally efficient solutions. In June, Oleita was among Trelllis’s 30 Under 30, its annual recognition of the brightest young stars among sustainability professionals. SBN Detroit interviewed Oleita about the origins of the project, the process of upcycling waste into resources, and the intersection of environmental justice and social equity in Detroit. Q: What first inspired you to create The Chip Bag Project—and why chip bags specifically? A: It started during the COVID lockdown. I came across a video of someone transforming snack wrappers into blankets, and it sparked something. At that time, I had already been teaching sustainability in Detroit schools, often explaining what can and can’t be recycled—and why. Chip bags always came up as a frustrating example. But when I realized the material — Mylar — is the same used in emergency blankets, it came together for me. The material is reflective, lightweight, waterproof, and retains body heat. So instead of trying to recycle chip bags through a broken system, why not repurpose them into something useful? Turning them into sleeping bags made practical sense. Q: Can you walk us through the upcycling process – how do chip bags become thermal sleeping bags? A: Once we receive the materials—chip bags, coffee bags, bread bags—we sort and wash them. Some are donated locally, others are mailed in from around the country. After cleaning, we cut the bags and use a thermal process to fuse them into sheets. Then we add insulation, often repurposed from Blue Apron food packaging, and assemble the final product into a sleeping bag. It’s a full-circle upcycling system. Every component, from the outer layer to the cushioning, is reused. Q: What were some of the biggest technical or logistical challenges you’ve faced? A: The biggest challenge was inventing a process that didn’t exist. We had to figure out how to sanitize the materials, fuse them safely, and do it all in a way that aligned with our sustainability values. As we’ve grown, space has become a major issue. We’ve collected over 2.5 million pounds of material to date, but we still don’t have a dedicated physical facility, but we are working on that. We’re also focused on ensuring that all of our processes are sustainable. We are constantly asking ourselves, “How much energy are we using? Can we offset it? Are we scaling in a truly sustainable way?” Q: How do you source materials and volunteers? Has the community been supportive? A: Absolutely. I don’t even eat chips! So when I first started, I needed help collecting bags. I put the call out on social media, and the community responded immediately. From there, partnerships developed – with schools, festivals, companies, and individuals. The entire model is rooted in collective action. Volunteers also are critical. They help with everything from washing bags to assembling kits. The people who support this work have truly shaped its direction. Q: The project sits at the intersection of environmental sustainability and social justice. How do you see those two issues as connected? A: Environmental justice and social justice are two sides of the same coin. For example, pollution becomes a public health crisis. Contaminated water becomes a housing or equity issue. Climate change displaces people. In Detroit, we’ve seen it all — air and water quality problems, housing shortages, flooding from extreme rain. This city is at the epicenter of so many intersecting challenges. Detroit is also a place of innovation and resilience. That’s why it was so important to start the project here. It serves as both a proving ground and a case study for what’s possible when we combine environmental action with community-centered design. Q: What impact have you seen so far? A: The response has been incredible. We’ve distributed thousands of winter kits that include our thermal bags, gloves, socks, and hygiene supplies. Each year during our warming tent drives, we also listen. The unhoused community has helped shape our product — suggesting more insulation, more comfort. It’s a conversation. There’s also a behavioral shift happening. People are saving Mylar bags at home. Schools are integrating sustainability into their classrooms. Even corporations are reaching out to partner with us. This year we received a grant from EGLE to install chip bag collection kiosks in grocery stores across Southeast Michigan. Q: What do you wish more people understood about upcycling — and the connection between environmentalism and equity? A: That it’s accessible. Upcycling isn’t a high-concept lifestyle — it’s what so many families already do out of necessity. Growing up in different economic environments, I saw people reuse grocery bags, repurpose clothes, and pass things down. That’s upcycling. If we hold ourselves accountable for even small actions – reusing, repurposing, buying differently – we can reduce our waste footprint and shift larger systems. Equity and environmentalism go hand in hand when we center the everyday choices people make in their homes. Q: What’s next for The Chip Bag Project? Are you planning to scale or expand your reach? A: Yes. We recently received a grant to install those chip bag kiosks I mentioned. For a while, we had to stop collecting because we simply ran out of room. Now, we’re looking for a permanent facility to serve as both a workspace and a storage hub. We’re also launching a school-year program and working to get our curriculum certified for broader use across the country. Our five-year anniversary is coming up, and we’re planning to use that moment to raise funds and build even more momentum. This summer, we’re continuing our monthly neighborhood cleanups — teaching plastic education and giving back. We also do corporate team-building events, like the one with StockX on 313 Day, where employees helped assemble
