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
Rethinking Thermal Energy in Commercial Buildings
PowerPanel, headquartered in Oxford, focuses on sustainable energy technology with a particular emphasis on hot water systems and thermal energy capture. The company designs and manufactures modular solar hybrid systems that integrate both photovoltaic and thermal components into a single unit. Its goal is to offer energy solutions that are more efficient, durable, and economically viable for a range of commercial and industrial applications. SBN Detroit interviewed Garth Schultz, founder and president, and Oliver Buechse, who leads strategy and organizational development, about energy planning, misconceptions around renewables, and how Michigan’s engineering legacy could help shape the future of sustainability. Q: What is the impetus behind PowerPanel—what are you looking to achieve? Garth Schultz: Our work is driven by two goals – decarbonization and energy savings. We’ve developed a photovoltaic-thermal (PVT) module that combines solar electric and thermal capture in a single footprint. That means you can generate electricity while also capturing heat for domestic hot water or space heating, achieving a form of double decarbonization. We’ve paired that with a flexible hot water storage system. Water can store energy for long periods – up to 55 hours in some cases – so we’re using it as a thermal battery. The system allows for energy recovery from rooftop solar units or HVAC waste heat and redistributes it through a pump for heating needs. The components are designed for easy installation, using engineered foam and PVC linings. Oliver Buechse: By reimagining the infrastructure, we’ve been able to introduce solutions that are cost-effective, recyclable, and have longer life cycles. We’re focused on creating practical, adaptable tools for commercial facilities. Q: What are some of the most common misconceptions businesses have about adopting renewable energy, and how do these misunderstandings slow progress? Schultz: One major misconception is that renewable energy is always more expensive or only viable with significant incentives. In reality, for domestic hot water systems – especially in commercial settings – the return on investment can be very favorable. The payback period is often short, particularly when combined with existing energy efficiency measures. There’s also the belief that traditional systems are “good enough.” But if you compare life cycles, newer solutions like ours often last twice as long as standard replacements and provide better performance over time. Buechse: Another barrier is the perception that renewable adoption is driven by political pressure rather than economic value. When we talk to property owners or facilities managers, the conversation often shifts quickly once they understand the cost savings and operational advantages. Government incentives help reduce the upfront investment, but the benefits – lower utility bills, resilience, and future-proofing – stand on their own. Q: How has the conversation around energy efficiency evolved within Southeast Michigan businesses over the last decade? Schultz: There’s more awareness now. Internal sustainability mandates are common, even in sectors where they didn’t exist 10 or 15 years ago. Businesses are looking at practical ways to improve efficiency, not just for compliance, but because it aligns with their operational goals. Buechse: We’re also seeing a shift where architects and developers are integrating energy solutions from the start. They want buildings that are good for the environment and good for people. It’s not just about meeting code, it’s about delivering healthier, more sustainable spaces that people feel good about occupying. Q: When it comes to energy planning, how can businesses expand their thinking beyond electricity? What parts of the energy equation are often overlooked? Schultz: Thermal energy is often underappreciated. If you look at the average building, around 85% of total energy use goes to heating, cooling, and hot water, not electricity. But we rarely evaluate that side of the equation as thoroughly. Buechse: There’s also a broader awareness now that utility bills don’t reflect the full cost of energy. Natural disasters, insurance premiums, environmental degradation – those costs are externalized. More people are recognizing that energy efficiency also means resilience and reduced long-term risk. Technologies like geothermal or air-source heat pumps are also gaining traction. The big shift we are working toward is using energy that’s already present in the environment – or being wasted – and recapturing it. Q: In a state like Michigan, what makes energy strategy particularly challenging or unique? Schultz: Michigan has a heating-dominant climate. That creates challenges, but it also opens opportunities. In summer, a PVT (photovoltaic) unit produces both peak solar electricity and peak thermal output. That surplus energy can be stored and used later to replenish geothermal systems or supplement heating needs during the cold months. It’s about layering different technologies together—solar, thermal storage, geothermal—to create a more flexible and reliable energy strategy. Q: What trends are you seeing among commercial and industrial businesses rethinking sustainability and energy use? Buechse: It goes back to integration. For example, hospitals need to cool their operating rooms, and they also need hot water for sterilization. If these things happen on completely different systems it’s inefficient and costly. But if you can tie them together, taking energy out of the operating room and using that same energy to heat another area or make hot water you become much more efficient. We’ve worked with breweries where waste heat from tank cleaning is now being reused within the process. That reduces overall energy demand and cuts operating costs. The best part? Many of these upgrades can be implemented as retrofits. They don’t require a complete rebuild, and they create local jobs in plumbing, HVAC, and construction. Q: What role can Michigan businesses play in shaping national or global conversations around sustainable energy? Schultz: Michigan’s manufacturing legacy is a huge asset. The expertise in design, tooling, and production, especially from the auto industry, gives us a unique advantage when it comes to developing and scaling new technologies. Buechse: There’s also a mindset here around solving problems and making things work. We don’t need to compete head-to-head with global solar manufacturers on commodity products. Instead, we can offer solutions with additional value—like thermal capture and storage—and use that to differentiate ourselves. The
Sustainability in Practice at the Detroit VA
The Detroit VA Healthcare System is implementing a systemwide sustainability strategy through its Green Environmental Management System (GEMS), designed to reduce waste, lower energy consumption, and improve operational efficiency. The program recently earned Practice Greenhealth’s “Top 25 Environmental Excellence Award.” Through coordinated efforts across departments and a commitment to innovation—particularly in high-resource areas like dialysis—the Detroit VA works to demonstrate how environmental stewardship and clinical care can go hand in hand. SBN Detroit interviewed Andrew Deppner, clinical nurse manager of the hemodialysis unit at the Detroit VA, to learn more about the system’s approach and what other healthcare institutions can adopt from their progress. Q: Why do you think sustainability is such a crucial part of healthcare today? A: Sustainability is relevant to all human operations today—we’re working with finite resources, and being good stewards of those resources is imperative. That’s especially true in healthcare. The population is aging, and we’re seeing more people living longer with chronic health needs. Meanwhile, healthcare itself is becoming more expensive. That means we need to be smarter about how we allocate and use resources. At the VA, we serve 9 million–10 million veterans every year with a workforce of nearly half a million staff members. The sheer scale of our operations means our environmental footprint is significant. So our responsibility is twofold: Providing top-tier care and managing the institution in a way that honors that care through sustainability. Q: Walk me through the structure of the GEMS program. How do departments collaborate to implement sustainability initiatives across such a large system? A: GEMS operates as a committee that meets quarterly to evaluate all relevant projects—whether it’s new construction, repairs, upgrades, or procedural changes. One of our key parameters for approval is sustainability. We always ask: Can this process or improvement be made more sustainable? We also assess best practices across the larger VA health system and use that insight to inform local decisions. That structure allows us to prioritize environmental responsibility across the board while tailoring solutions to our specific needs. Q: In terms of winning Practice Greenhealth’s Top 25 Environmental Excellence Award, what do you think sets the Detroit VA apart, and what might others learn from your example? A: Honestly, it comes down to our scale and our passion. We deliver a huge volume of patient care, so the impact of our sustainability efforts is magnified. But what truly sets us apart is that our team is fully committed. Stewardship isn’t just an initiative here—it’s a value we live by. That passion influences every decision we make, and it shows up in the way we approach both large-scale projects and day-to-day operations. If there’s one thing other systems can take away, it’s that passion drives results. When your team is genuinely invested in sustainability, it shows up in your outcomes. Q: How did your team reimagine the system to reverse the traditional water-use ratio in dialysis—and are other departments applying this kind of thinking? A: Traditionally, reverse osmosis (RO) systems in dialysis operate with significant water waste, which is 60% to 80% efficient. We are working at about 98% efficiency. We achieved this by choosing a high-recovery RO system over a standard one. That decision alone results in millions of gallons of water saved each year. When we received quotes from vendors, we made high-recovery RO our top priority, even though it required more investment and more work on our end. We believed it was worth it, and our team embraced the challenge. Q: What were some of the biggest challenges you encountered when trying to drive sustainability in a healthcare setting, and how did you overcome them? A: One challenge was our water room construction project. We decided to partner with a smaller, less globally established engineering company. That meant we had to take on a larger share of the planning and preparation ourselves. The tradeoff was that we had more control over the sustainability aspects of the project, but it also required more time and resources. Despite the extra effort — more vendor coordination, more problem-solving — it paid off. We now have a highly efficient system that we believe in. It was more work, but we were willing to do it because the outcome aligned with our values. Q: How does the Detroit VA balance sustainability with the demands of clinical care, especially in high-intensity or resource-heavy departments? A: It starts with commitment. Everyone on our team is dedicated to serving our veterans. That shared purpose enables us to pursue ambitious projects without compromising care. I’ve been able to focus on our sustainability efforts because I trust my clinical team implicitly. Their professionalism and passion have freed me to work on these broader initiatives, and I know the patient care side is in excellent hands. Q: If you could share one key takeaway or piece of advice with other healthcare systems looking to follow your lead, what would it be? A: Plan ahead. You can’t foresee every variable, but the more proactive you are, the better your outcomes will be. Anticipate your resource needs early and map out the process thoroughly. If you do that, you’ll be in a stronger position to allocate budget and support before problems arise. Sustainability is about systems thinking, and that starts with good planning. 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Reimagining the Pallet Supply Chain
Founded in Michigan, 3R Pallets is working to transform what can be an environmentally costly component of global logistics: the shipping pallet. The company creates reusable composite pallets made with recycled plastics and reclaimed plant fibers, designed to reduce waste and extend product lifespan, offering a scalable alternative to traditional wood and plastic models. SBN Detroit interviewed co-founder Kylee Guenther about innovation in the pallet industry, the environmental consequences, and the outlook for Southeast Michigan and beyond. Q: What was the impetus behind founding 3R Pallets? A: I’m the second-generation in my family to work in Michigan’s plastics industry—I literally grew up on the shop floor, learning from the bottom up. My dad worked on everything from one-gallon milk bottles to those little lemon-shaped juice containers. I was always fascinated by the engineering, but I was also concerned by the amount of waste I saw. As an adult, I became more focused on sustainability and how I could be part of the solution, so I decided to do something about it. That’s how 3R Pallets was born. Our goal is to disrupt the archaic wooden shipping pallet industry with the world’s most sustainable pallets. Not only are our pallets sustainable, but we help save our customers money. Traditional pallets damage and destroy product, cause production downtimes and need constant repair and endless reordering. With our drop in solution, we’re disrupting this space. We just graduated from TechStars and are the first company from Lansing to ever be accepted. It’s one of the most competitive and respected accelerators in the country. We’re also currently raising a $1.2 million pre-seed round to help onboard new customers, build inventory, and grow our team. Q: What do most people misunderstand about the scale and impact of pallet production? A: People just don’t think about them. Pallets are invisible to most consumers. They’re not something you interact with every day, so it’s hard to grasp the scale unless you’ve worked in logistics or manufacturing. Compare that to straws, bags, or plastic bottles—people have firsthand experience with those, so there’s a clear sense of impact. But over 90% of the goods we use were shipped on a pallet at some point. It’s a massive part of the supply chain that’s often overlooked. Q: With pallet use expected to increase in the next decade due to e-commerce growth, what are the biggest sustainability challenges facing the industry today? A: The first big challenge is access to materials. We’re already seeing lumber shortages in many places, and if demand doubles, costs will rise, and pressure on forests will increase. We can’t pretend there’s an endless supply of trees to meet that need. Plastic pallets are often seen as an alternative, but not all plastics can be used in pallet manufacturing. And recycling plastic isn’t a forever solution—it degrades over time. Our approach uses recycled plastic and reclaimed bamboo fibers which actually strengthens the material and increases how many times it can be reused or recycled. Q: Most wooden pallets are only used a few times before being discarded. Why has reuse or recycling been such a persistent challenge? A: The main issue is durability. Wooden pallets simply aren’t built to last. They break down after a few uses, especially when hit by forklifts or exposed to the elements. And if they’ve been fumigated, they often can’t be recycled at all. Our composite pallets can be used 50 to 60 times. They won’t degrade like wooden pallets and can be repaired or recycled when necessary. That’s a huge improvement in terms of both cost and environmental impact. Q: What is the typical lifecycle of a pallet from production to landfill, and where are the biggest environmental pain points? A: For wood, a tree is grown, cut down, milled, and nailed into a pallet. It’s sent to a distributor, then to a customer, used a few times, and if it’s damaged or treated, it goes to a landfill. Best case scenario is they enter a secondary market after being repaired and get a couple more uses. Plastic pallets are usually injection molded, often using virgin plastic. They might last for 30 to 40 cycles, then either get recycled or landfilled depending on their condition. Our pallets are different. They’re made with non-edible plant fibers with recycled plastic and molded into a durable product. They can go through 50 to 60 uses, and in many cases can be repaired or recycled again. That means fewer pallets are needed overall—and far fewer are discarded. Q: How does Michigan contribute to or feel the impacts of pallet consumption? A: We use a lot of pallets here—there’s no doubt about that. But Michigan also gives us a big opportunity because the automotive industry is one of the most forward-thinking when it comes to closed loopy supply chains. We’re already seeing traction in that space. Our value proposition is simple: help customers ship more goods with fewer pallets. That’s good for business and good for the planet. Q: How does the end-of-life of a pallet impact the total carbon footprint of a shipping operation? A: It’s huge. Most traditional wood or plastic pallets end up in landfills and producing new ones requires more energy and raw materials. That adds up. If you extend the life of a pallet and reduce the number of replacements needed, you lower emissions, reduce waste, and conserve resources. Our composite pallets are designed to be durable and recyclable, which makes the whole system more sustainable from start to finish. Q: What has innovation been like in the pallet industry? A: There truly hasn’t been a lot of innovation. Most of it is on the software side but the heart of shipping is still the pallet. 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Guiding Michigan Businesses Toward Smarter Climate Action
Fresh Coast Climate Solutions is a Michigan-based climate consultancy that aims to help organizations across sectors implement sustainable, equitable, and economically viable climate strategies. Founded on deep expertise in greenhouse gas inventories, carbon mitigation, ESG, water stewardship, and circular economy principles, the company provides technical support and strategic guidance to businesses and municipalities navigating the energy transition. Fresh Coast has partnered on projects ranging from municipal benchmarking in Flint to advanced battery development in collaboration with American Battery Solutions. SBN Detroit interviewed Jenny Oorbeck and Josh Brugeman, co-founders of Fresh Coast Climate Solutions, to discuss the company’s current priorities, lessons from its recent projects, and how small and mid-sized businesses can build effective climate strategies in a fast-changing policy and economic landscape. Q: What is the impetus behind Fresh Coast Climate Solutions? Oorbeck: We launched Fresh Coast three years ago with a sense of urgency. The climate crisis felt personal and immediate, and we wanted to take the reins into our own hands. From the beginning, we focused on building a company culture grounded in bold, transformative action. That means not being afraid to push boundaries, not say no to pilot projects, and work only with partners who share our ambition and urgency. Our goal has always been impact at scale, not incrementalism. Brugeman: We’re very deliberate about engaging in projects that move the needle. That includes deploying transformative technologies, piloting new programmatic approaches, and pursuing strategies that can meaningfully shift the trajectory of climate and sustainability efforts. We’re not interested in business-as-usual—we want to help organizations lead. Q: What are the most common climate-related challenges businesses in Southeast Michigan are facing right now? Oorbeck: We’re seeing a consistent challenge among small and mid-sized enterprises. Many are under pressure—from customers, employees, and supply chain partners—to demonstrate meaningful climate action. But they often lack the bandwidth, technical knowledge, or financial resources to respond effectively. New regulations, evolving standards, and growing stakeholder expectations can feel overwhelming. They need help making informed, strategic, decisions that advance both their sustainability and competitiveness. Brugeman: For many of these companies, sustainability is becoming a prerequisite for doing business, especially if they’re part of larger supply chains. Increasingly, their clients are demanding emissions data, decarbonization strategies, and ESG transparency. The risk is real: Suppliers that don’t adapt could lose out on future contracts. That’s why we emphasize not only environmental stewardship, but also economic competitiveness and operational resilience – things like reducing energy costs or preparing for power disruptions and extreme weather events. Q: Once businesses are ready to act, what barriers tend to prevent meaningful progress? Oorbeck: The most common barriers are capacity and resources. In smaller organizations, sustainability is often an added responsibility for someone already juggling multiple roles. Without a dedicated team or financial backing, the work can stall. That’s why our Michigan Climate Wise Business Program—funded by the Erb Family Foundation—focuses specifically on helping these under-resourced companies move forward. We provide access to expert guidance so they can prioritize and implement practical solutions. Brugeman: I’d also highlight two major gaps: technical expertise and access to capital. Many businesses know sustainability is important, but they don’t know where to start. That’s where engaging external experts can make a difference. We encourage companies to look for “no-regrets” projects—efforts that cut emissions, save money, improve efficiency, and position them for future success. Q: Are there misconceptions you regularly encounter when it comes to emissions, ESG, or water stewardship? Brugeman: One of the biggest misconceptions is around timelines. Many leaders focus solely on short-term paybacks, but climate action is a long game. Sustainability isn’t just a “nice to have”—in larger organizations, it’s already embedded into operations, tied to financial incentives, and closely monitored at the executive level. Smaller companies don’t always realize how deeply integrated these issues have become, and that disconnect can be costly. Oorbeck: Agreed. Another misconception is that the pressure to act will fade, or that a few small gestures are enough. The reality is that some companies risk being dropped as suppliers if they can’t demonstrate credible sustainability progress. We need to move the conversation beyond quarterly goals and toward long-term impact. This is the defining business challenge of our time. Q: How does Michigan’s regional identity shape the way companies need to approach sustainability? Brugeman: Michigan has a unique responsibility and opportunity. We sit at the center of the largest freshwater system on the planet—yet we undervalue and underprotect this critical resource. Water stewardship should be a defining focus for our region. We also have deep roots in heavy manufacturing, which has been the economic backbone of the state. As the global economy shifts toward decarbonization, Michigan is positioned to lead—but only if we commit to building a cleaner, more sustainable industrial base. We’ve excelled at making things. Now we need to excel at making them responsibly. Q: You’ve worked with municipal governments on decarbonization strategies. What can businesses learn from those efforts? Oorbeck: I started my career in the public sector, and at times cities have led the way in sustainability, especially when support at the state or federal level has wavered. Cities began developing climate action plans more than two decades ago. Businesses can learn from those experiences: how to build internal teams, engage stakeholders, and set meaningful targets. At the same time, municipalities can learn from the agility of the private sector, especially in deploying solutions quickly. Brugeman: One thing the public sector does well is plan for the long term. That mindset is essential for climate action. Conversely, the private sector often moves faster and embraces innovation more readily. If each sector borrows from the other, we can accelerate progress. Q: What recent projects are you especially proud of and what lessons might they offer to other Michigan businesses? Brugeman: One is our Michigan Climate Wise Business Program. In partnership with Centrepolis Accelerator and supported by the Erb Family Foundation, we provide sustainability and climate services to small and mid-sized businesses that lack the internal capacity to
Remora’s Carbon Capture Technology Targets Heavy-Duty Transportation
Founded in 2020 and based in Wixom, Michigan, Remora is developing a carbon capture device designed to attach directly to semi-trucks and locomotives and collect emissions. The captured carbon dioxide is then sold to end-users, creating a potential revenue stream for fleet operators and rail companies while reducing their environmental impact. The company has raised more than $100 million in venture capital. SBN Detroit interviewed Paul Gross, co-founder and CEO of Remora, about the company’s current stage of development, the challenges of scaling climate technology, and what it takes to commercialize clean transportation solutions from Southeast Michigan. Q: You’ve raised more than $100 million in venture funding. Who’s backing Remora, and what does that support enable? A: We’ve raised $117 million to date across several funding rounds. Our latest round was led by Valor Equity Partners – they were one of the first institutional investors in Tesla, so we’re fortunate to have that kind of backing and belief in what we’re building. Other key investors include Lowercarbon Capital and First Round Capital. This kind of support has allowed us to invest in R&D and begin to partner with some of the biggest transportation companies in the world. Q: To that end, Remora has drawn interest from companies like Union Pacific, DHL, and Ryder. What does that level of engagement say about the industry’s readiness to adopt carbon capture technology, and how has it shaped your strategic approach? A: I’ve been amazed at how excited trucking and rail companies are about this technology. That level of interest tells me that the industry wants to act. They’re not just talking about sustainability – they’re ready to deploy solutions that make sense financially and operationally. That’s been the missing link. Our system retrofits onto existing vehicles, and it pays for itself by generating revenue from the captured CO₂. That’s what makes it viable for these companies to adopt at scale. Q: Where are you in terms of deployment and technology development? A: We built our first carbon capture system for semi-trucks a few years ago, and that prototype taught us a lot. Our second-generation system is now running with a truck engine and achieving 90% capture efficiency – which we consider a major milestone. We’ve partnered with fleets like Ryder, Estes, and Werner and are preparing for wider deployment. We’re also designing the system to be as compact and lightweight as possible to meet the operational needs of the industry. The scale of the opportunity is huge – there are about 2 million semi-trucks on the road in the U.S., emitting around 350 million tons of CO₂ per year. On the locomotive side, we’re developing the world’s first carbon capture system for trains and testing it right now in Wixom. We’ll begin field deployment with Union Pacific next year. Q: Remora’s approach stands out because it generates revenue through carbon capture resale. How do you see this model evolving as more companies adopt decarbonization strategies? A: There’s already significant demand for CO₂ in the U.S. – around 75 million tons are used every year, and that demand is growing. Industries like food and beverage, wastewater treatment, and sustainable aviation fuel use it, but not to scale. We’re seeing CO₂ being converted into things like hand sanitizer and laundry detergent. So, we’re capturing a waste stream and turning it into a revenue stream. In addition to selling CO₂, we also plan to sequester it underground using EPA-certified wells. There are federal tax credits supporting this, originally passed under the Obama administration and expanded under both Trump and Biden. So, whether through resale or sequestration, we have strong pathways to scale. Q: What are the biggest barriers to broader deployment? A: The biggest challenge right now is manufacturing at scale. This is the first carbon capture system ever built for a locomotive, and there’s no existing supply chain. We’re building it from the ground up, and we’re doing it mostly here in the U.S. So, the focus now is on industrializing our manufacturing process so that we can produce systems quickly, cost-effectively, and at high quality. That’s essential if we’re going to deploy these systems at the speed the climate crisis demands. Q: What advice do you have for other cleantech startups in Southeast Michigan or beyond? A: One lesson is that it’s important to demonstrate commercial demand early. A lot of engineers and scientists are working on technology solutions in this sector, but you have to make sure you’re solving a real problem that your customer has. We started talking to trucking companies on day one, even before we had a working prototype. Getting feedback early helped us design a system that met their needs, worked within their operations, and made financial sense. That kind of customer co-design has been huge for us. Q: What metrics do you track to measure impact? A: We focus on three key indicators: capture efficiency, product purity, and energy use. Capture efficiency tells us what percentage of CO₂ the system is capturing, as I said, we’re at 90% on our latest truck engine tests. Product purity matters because a lot of our CO₂ is going to sectors that need high-purity gas, like food and beverage. Energy use is the third metric. Carbon capture is inherently energy-intensive, and we’re working constantly to improve our efficiency. If the system draws too much energy, it’s not practical – so that’s a top focus for us. Q: Looking ahead, how do you see Remora’s technology integrating with broader trends in transportation, such as fleet electrification, hydrogen fuel, or grid decarbonization? A: Our technology is best suited for heavy-duty, long-haul vehicles — the sector that’s hardest to decarbonize. Electrifying a locomotive, for example, would require about 750 Tesla batteries. Building overhead electrical lines for freight rail would cost over a trillion dollars. And hydrogen still faces a lot of technical and infrastructure challenges. Within this sector, we can retrofit existing vehicles and make a meaningful dent in emissions while generating a return.
Natural Community Services Works to Reclaim Ecological Health in Southeast Michigan
Founded in 2009 and based in Northville, Natural Community Services provides ecological restoration and land stewardship services focused on native landscapes, habitat creation, and green infrastructure. The company works with municipalities, businesses, and nonprofit organizations across Michigan to implement science-based strategies aiming to improve ecological function and address long-term environmental concerns. SBN Detroit interviewed company cofounder Liz DeLisle and Senior Ecologist Nick Longbucco to gain insight into Southeast Michigan’s ecological challenges, how organizations are adapting their land-use practices, and what trends may shape local approaches to sustainability and restoration. Q: What inspired the creation of Natural Community Services, and what specific environmental problems were you aiming to address from the start? DeLisle: The company was founded to address growing ecological degradation in our region—things like habitat loss, urban heat islands, and unmanaged stormwater runoff. We wanted to bring attention to sustainable processes and increase education among both residents and businesses. From the beginning, we’ve been focused on designing landscapes with native plant species and building habitats for pollinators, while also encouraging community-led efforts to reconnect with and restore local ecosystems. Q: From your perspective, what are the biggest ecological challenges businesses and municipalities in Southeast Michigan are facing today? Longbucco: There are quite a few, but broadly speaking, climate change and urban sprawl are two of the most pressing. Southeast Michigan – from Detroit to Pontiac – is heavily built out, and impervious surfaces like concrete create major issues with stormwater management. Localized flooding has become a widespread concern, so implementing green stormwater infrastructure like bioretention systems and rain gardens is more important than ever. Habitat fragmentation is another challenge that often gets overlooked. As urban areas expand and natural spaces are divided, we’re seeing a rise in invasive species, along with increased pressure on the green spaces that remain. The need to protect, manage, and restore those spaces is absolutely critical. Q: How would you describe the current level of ecological literacy or awareness among business and civic leaders in Michigan? Longbucco: We’ve definitely seen growth, especially among municipalities, counties, and townships. Topics like sustainability, stormwater management, and climate adaptation are much more present in conversations now than they were a decade ago. Many of these public leaders are responding to increased interest and concern from their constituents. That said, a major gap still exists in understanding the long-term benefits and cost savings of sustainable practices. Too often, decision-makers see the upfront investment but don’t grasp the payoff that comes over time. DeLisle: Incentives can really help bridge that gap. Stormwater credits and grant funding have played an important role in encouraging businesses to explore green infrastructure. Once they see both the environmental and economic benefits, we’ve found they’re more likely to adopt and continue those practices. Q: What are the most persistent barriers that organizations face when trying to implement ecological or sustainable landscape projects? Longbucco: The biggest challenge is often a lack of funding, or even knowledge of where to look for it. Beyond that, many organizations simply don’t have in-house expertise. They may not know where to begin, how to design a project, or who to partner with. There are also regulatory hurdles. HOA rules or local ordinances may restrict things like alternative lawns or rain gardens. And from a process standpoint, getting landscape architects, civil engineers, and ecological planners to collaborate effectively can be tricky. Those groups often come from different perspectives, and aligning them early in the process is essential for successful outcomes. Q: Have you noticed any shifts in how businesses or public entities are thinking about land use, stormwater, habitat preservation, or native landscaping over the past decade? Longbucco: Absolutely. There’s been a major shift among public sector leaders, especially at the municipal level. As people in the community become more vocal about sustainability and green space, public entities are responding. There’s also been an increase in collaborative efforts – nonprofits, cities, and private organizations working together more fluidly than they used to. That’s been especially noticeable over the past five years. DeLisle: As public understanding grows, it has a ripple effect. People start asking their cities and local governments to make more sustainable choices, whether that’s through native plantings or more ecologically responsible land management strategies like prescribed burns. It’s about keeping the community happy while also doing what’s right for the land. Q: What issues or opportunities are particular to Southeast Michigan? Longbucco: Urban sprawl is definitely one of the biggest issues, along with aging infrastructure and climate change. Our region is located in a lake plain, which makes water drainage more challenging. That creates a major opportunity for green infrastructure to play a larger role in how we manage stormwater and climate impacts. There’s also a growing focus on environmental justice, ensuring that everyone has access to healthy green spaces. Both governments and businesses are starting to recognize that quality of life matters when it comes to attracting and retaining talent, and ecological stewardship plays a part in that. DeLisle: The lack of green space in industrial and urban areas is a big challenge, but it’s also an opportunity. With community engagement and the right investments, we can revitalize these areas through green initiatives that improve both ecology and public well-being. Q: Are there any recent success stories or surprising lessons you’ve seen emerge from local projects that could be instructive to others? Delisle: We’ve been fortunate to work on a number of successful public projects. Eliza Howell Park, Heritage Park in Farmington Hills, Normandy Oaks in Royal Oak, Legacy Park in Northville, and several parks for Wayne County and in Van Buren Township are great examples. In those areas, we’ve done everything from invasive species removal and native seedings to prescribed burns and long-term habitat management. One of the most exciting outcomes for these parks, as well as our Detroit River islands projects, is when monitoring data shows a clear increase in native species. They are powerful examples of how the right ecological interventions can lead to
Landscape Architecture Rooted in Place, People, and Process
livingLAB is a Detroit-based landscape architecture and ecological planning firm that focuses on sustainable design rooted in place, people, and process. Through a blend of environmental expertise and community engagement, their work spans parks, green infrastructure, community gardens, and other projects with the goal of transforming urban spaces into resilient, inclusive landscapes. SBN Detroit interviewed with livingLAB’s founder, Courtney Piotrowski, to explore the region-specific challenges and opportunities of working in Southeast Michigan, and how a resident-led approach is redefining its approach to landscape architecture. Q: What was the impetus behind livingLAB, and how did the concept take shape? A: livingLAB was born from a desire to offer a more people-centered approach to landscape architecture than what we had experienced in larger, traditional firms. We believe great spaces require the collaboration of many people to build and steward them. By centering community voices and respecting the diverse neighborhoods and environments we work in, we’re able to create more impactful, meaningful spaces. Our work is rooted in community-driven values. Q: How is the field of landscape architecture evolving in response to climate change and environmental pressures? A: Sustainability has always been a foundational aspect of landscape architecture – even when early practices were focused primarily on aesthetics. As climate change has become a more urgent concern, we’ve increasingly focused on resilience and on quantifying the impact of our work. Landscape architects have long planned for dense, walkable communities, green space preservation, and low-impact development. What’s changed is the level of intentionality and the use of technology. We’re now incorporating features like green roofs, water-efficient design, and sustainable materials to reduce environmental harm and promote long-term climate resilience. In many ways, environmental thinking is inherent in our work – it’s just more explicit now. Q: What are the most pressing ecological or environmental challenges unique to Southeast Michigan that you encounter in your work? A: Much of our work is within the city of Detroit, where we frequently encounter challenges like industrial air pollution and localized flooding – especially due to more frequent and severe storms linked to climate change. Industrial activity and truck traffic create not just poor air quality, but excessive noise, and safety concerns. These are not abstract environmental issues – they directly impact residents’ health and quality of life. So, for us, it’s very much about community-centered environmental solutions. Q: Conversely, what opportunities does Southeast Michigan’s geography and ecosystem present that may not exist in other parts of the country? A: Southeast Michigan has the tremendous privilege – and responsibility – of being home to the Great Lakes, which contain 20% of the world’s fresh surface water. This region plays a critical role in protecting drinking water, ensuring recreational access, and restoring ecosystems like streams, wetlands, and forests. Our geography is a unique asset, and thoughtful environmental planning here can have an outsized impact. Q: You describe your work as resident-led. What does that look like in practice? How does that shift the process or outcomes of a project? A: Every project we take on has a community engagement component. But for us, it’s more than checking a box – we aim for true co-creation. That means understanding the goals, concerns, and lived experiences of the people who will use and be affected by the space. It shifts the outcome significantly. Projects are more likely to be used, embraced, and maintained when they reflect community priorities. For example, in our master planning work at Patton Park in Southwest Detroit, we held deep engagement sessions across many demographics and age groups. One topic that emerged was the role of public safety – what presence felt welcoming versus intrusive. Those conversations shaped design decisions and ultimately helped the community feel more connected to the changes. Q: What systemic or policy barriers make sustainable landscape design more difficult to implement at scale in this region? A: One of the biggest challenges is the fragmentation across regulatory bodies and municipal agencies. For example, the City of Detroit’s Planning Department may have goals that conflict with those of the Water and Sewerage Department. That lack of alignment creates roadblocks during implementation. Additionally, we often lack dedicated funding for green infrastructure, as well as the capacity to maintain it long-term. These barriers can stall otherwise promising projects. Q: How are equity and access being addressed—or not addressed—in landscape architecture and green infrastructure planning today? A: Equity often comes into focus around issues like green stormwater infrastructure. Historically, urban communities have borne the brunt of climate-related issues like flooding or heat islands. Over the past 13 years, we’ve seen significant strides in bringing equity into the conversation. But that progress is fragile. Much depends on political will and continued investment. We also must rebuild trust with communities that have historically been left out of these processes. The current political climate, with its emphasis on dismantling equity-focused initiatives, presents a real challenge. Q: If you could implement one major change in how we design and manage land in Southeast Michigan, what would it be – and why? A: We need to rethink how we address housing and transportation because those two areas are deeply connected to land use, sustainability, and community health. Expanding access to affordable, climate-resilient housing that is connected to transit would be a game-changer. Smart land use policy must consider both housing equity and climate adaptation if we want to build healthy, inclusive, and economically resilient communities. That’s the secret sauce. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Sustainability in Real Estate: CBRE’s Strategy for a Lower-Carbon Future
With roots tracing back to 1906, CBRE is a global real estate services firm specializing in property sales, leasing, financing, facilities and property management, valuations, investment management, and development across various industries. With a strong presence in Detroit and Southeast Michigan, the company plays a key role in shaping the region’s commercial real estate landscape. SBN Detroit interviewed Tommy Bledsoe, Senior Sustainability Specialist at CBRE, about the company’s sustainability strategy, the hurdles in decarbonizing real estate, and the trends shaping the future of sustainable property management. Q: How does CBRE approach sustainability? A: CBRE’s goal is to create long-term value for the company and its clients by accelerating sustainability initiatives. This commitment extends across CBRE’s operations as well as the properties it manages and develops. The company has set a net-zero greenhouse gas emissions target by 2040, covering corporate operations, real estate management and development, and supply chain activities. Since most of these emissions come from properties managed on behalf of clients, CBRE’s success depends on strong collaboration. To meet this challenge, CBRE has built end-to-end sustainability capabilities that help the company and its clients transition toward a lower-carbon future. Since 2019, we’ve reduced absolute emissions by 18 percent across Scopes 1, 2, and 3. Q: CBRE has set ambitious sustainability targets, but what are the biggest challenges in reducing emissions across managed properties and assets? A: One of the biggest challenges is the need for partnerships with property owners. While CBRE plays a key role in managing properties, major sustainability investments and operational changes require approval from the building owners themselves. To address this, CBRE takes a consultative approach, helping guide decision-making with data-driven recommendations that align financial benefits with sustainability outcomes. By demonstrating how sustainability investments enhance asset value and operational efficiency, the company works to gain buy-in from property owners and support long-term emissions reductions. Q: With nearly 97 percent of CBRE’s total emissions coming from property management and development, what strategies are in place to address and decarbonize these areas? A: Since 2019, CBRE has reduced emissions across property and facility management by focusing on four core areas: Maximizing resource efficiency through energy efficiency projects Expanding the adoption of renewable energy Reducing reliance on fossil fuels through electrification Decarbonizing the supply chain by working closely with vendors CBRE has also strengthened its sustainability capabilities through strategic partnerships. The company has a global collaboration with Deepki, a leader in ESG data management, and has expanded its renewable energy expertise by acquiring NRG’s renewable business. Additionally, CBRE is investing in learning and development programs to ensure employees – especially those outside of sustainability roles – have the knowledge needed to effectively advise clients. Q: Many companies struggle to balance sustainability goals with financial concerns. How does CBRE demonstrate the business case for sustainability to property owners and investors? A: We discuss the financial benefits of sustainability with our clients frequently, and the data consistently shows that sustainability investments are good for business. Buildings that incorporate sustainability measures tend to generate higher operating income, with many commanding an increase in rental premiums of up to four percent in the office sector. Additionally, these properties operate more efficiently, leading to lower utility and maintenance costs. Market demand is also increasing. A CBRE survey of office occupiers found that 66 percent of tenants prioritize sustainable building features, making it the most commonly cited amenity preference. Properties with strong sustainability credentials also tend to resell at higher values, making sustainability a key differentiator in long-term asset performance. CBRE works closely with clients to provide data-driven insights and present projects that align both financial and environmental benefits. Q: What industries or property types present the biggest challenges for sustainability initiatives, and how does CBRE tailor solutions to different clients? A: The biggest challenge isn’t necessarily the type of property, but rather the lease structure. Industrial and retail properties, for example, often operate under triple-net leases, where tenants – not property owners – are responsible for utility costs. This creates a scenario where landlords may hesitate to invest in sustainability upgrades if tenants receive most of the financial benefits. As a property manager, CBRE sits at the nexus between owners and tenants, putting the company in a unique position to bridge this gap. We work to align interests by educating tenants on green initiatives, offering sustainability services that collect and analyze utility data, and identifying mutually beneficial sustainability projects. By facilitating collaboration, CBRE helps landlords and tenants find common ground on sustainability investments. Q: Speaking of collaboration, how does CBRE work with suppliers, contractors, and municipalities to ensure sustainable building practices? A: CBRE’s sustainability efforts extend beyond property owners and occupiers to include suppliers, contractors, and industry organizations. The company is an active member of industry groups such as the U.S. Green Building Council and the Building Owners and Managers Association. Additionally, CBRE enforces a supplier code of conduct that ensures vendors align with socially and environmentally responsible commitments. Q: Many older buildings were not designed with energy efficiency in mind. What strategies does CBRE use to retrofit and modernize legacy properties? A: Retrofitting existing buildings is a major focus, particularly since an estimated 80 percent of today’s buildings will still be in use by 2050. Achieving a sustainable built environment requires upgrading these properties rather than relying on new construction alone. We begin by assessing a building’s baseline performance, using software tools to analyze energy consumption and model potential retrofit pathways. Engineers conduct on-site evaluations to identify efficiency opportunities, and findings are compiled into asset-specific sustainability action plans. Q CBRE operates globally. How do sustainability priorities and challenges differ across regions, specifically Southeast Michigan? A: We see a lot of regional differences and nuances. Regulations vary by region, and in Southeast Michigan, local policies play a key role in driving sustainability efforts. Both Detroit and Ann Arbor have energy and water benchmarking policies, requiring properties of a certain size to report consumption data. While benchmarking is common nationwide, some cities and states
