New Belgium Brews for a Cleaner Future

Written By:
Zoe Kurtz ’22
Contributing Writer
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At the beginning of March, I joined five other students and traveled to Asheville, North Carolina to enjoy spring break, which included a meeting with the New Belgium sustainability team. As a SI-MBA student with a particular affection for breweries, I was fully supportive of the school-inspired detour. We were particularly interested in meeting Sarah Fraser, New Belgium’s sustainability specialist. New Belgium rides ahead of their competition as the proud brewer of Fat Tire, the first carbon neutral beer to be distributed in the US. This means that both the brewing and the sourcing of Fat Tire contributes no net carbon to the atmosphere. That’s right, something that is delicious for you is also delicious for the planet.

SI-MBA students at the New Belgium Liquid Center in Asheville, NC

New Belgium’s story is novel in the industry but becoming increasingly popular as more breweries experiment with innovative sustainable techniques to brew ever more delicious beer. Traditionally, the brewing process consumes large amounts of energy and water, both in sourcing the ingredients and transforming those grains into the beverage we are all expecting. While these challenges present massive hurdles to overcome for breweries trying to reduce their environmental footprint, New Belgium is not shying away.

I was giddy walking into New Belgium’s Liquid Center in Asheville to meet Sarah. The Liquid Center is a paradise for beer lovers. The bar inside is colorful and welcoming, and the outdoor space overlooks the French Broad River, which plays host to the tasting room and brewery. As we walked in, we could see the current construction to install solar panels on the brewhouse underway: another investment New Belgium is making towards their sustainability goals. As we sat outside, absorbing the southern sun and sipping our beers, we spoke with Sarah about everything from their carbon neutrality goals, supply chain issues, their relationship with the local Asheville brewery scene, and different exciting innovations they are exploring. The experience was both surreal and validating as I saw classroom discussions transition so seamlessly into real life application in an industry I love.

Entrance to the Liquid Center in Asheville, NC. Photo Courtesy of Sarah Fraser, New Belgium Brewing

Our conversation with Sarah left me with two major impressions: 1) to help achieve their sustainability goals, New Belgium’s operations could benefit from a more dedicated focus on the collection and analysis of data, and 2) the brewing industry is better positioned than most to successfully make the transition to carbon neutrality.

New Belgium is already tracking their brewery’s utilities and operational data, as well as their greenhouse gas emissions data, choosing to self-report across three defined scopes: Scope 1 emissions are all direct emissions from owned or controlled sources (such as in-building heating equipment); Scope 2 emissions are all indirect emissions from purchased electricity; and Scope 3 emissions are all indirect emissions (not included in Scope 2) that occur along the entire value chain (Greenhouse Gas Protocol). New Belgium is going the extra mile to track Scope 3 emissions – a strategic decision that exemplifies their robust commitment to sustainability. The sustainability office at New Belgium is an interdepartmental team of passionate employees. They are tasked with the collection and use of this data to help New Belgium move closer to their 2030 climate commitments. However, not having a full-time team of dedicated sustainability analysts limits the power of the data New Belgium collects.

The true power of data analytics is in how it provides companies the flexibility and creativity to experiment with innovative new approaches to their processes without investing significant capital. This process takes intention, know-how, and most importantly, time. Sarah did speak about how New Belgium is shifting the way they use their data: she highlighted some projects that use data to help estimate potential emissions reductions from changes to recipes or production processes. This shift could uncover new innovations that push New Belgium closer to their sustainability goals.

Innovation is only as valuable as it is scalable. Sarah reflects on how the industry competes for shelf space but collaborates in every other way. This is evidenced by the formation of the Brewers Association, an organizing body that allows for the space to share ideas, innovations, and best practices with fellow brewers. New Belgium is a proud member of the Brewers Association and cofounder of the Association’s sustainability subcommittee.  New Belgium even took an additional step towards transparency by creating an independently run Carbon Neutral Toolkit. This website is their “How-To”, aimed at helping other small brewers reach their carbon neutrality goals. Their commitment to sharing best practices is emblematic of the camaraderie in the industry: New Belgium embraces information sharing as a way to create a more sustainable industry, rather than gatekeeping their knowledge to retain their competitive advantage.

Brewery patrons enjoying the view of the French Broad River from the Tasting Center. Photo Courtesy of Sarah Fraser, New Belgium Brewing

There was something sublime about sitting outdoors next to the river, listening to the water rush past, and feeling the winter Asheville sun that made our drinks taste even better. Sarah, at one point, reflected: brewing consumes so much water and energy that those who brew understand and feel how their work is pulling those resources from the Earth. The brewing process truly connects the heart of the brewer and the soul of sustainability, encouraging the innovation we see in the brewing atmosphere in the hopes of a more environmentally friendly beverage. Connection and innovation are at the core of the brewing industry, allowing for a unique advantage to adapt to a new way of life as we all rush against the deadline of climate change.

Innovators in Residence: Duane Peterson Co-Founder of SunCommon

Written By:

Patrick Donohue ‘22
Contributing Writer
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Dan Lazarus ‘22
Community Catalyst
Connect with Dan on LinkedIn

Recently, the SI-MBA ‘22 cohort had the pleasure to spend an afternoon with Duane Peterson, Co-Founder of SunCommon, a  Vermont-based installer of residential solar power systems.

Duane led us through a lively discussion about passion, community, the solar industry, and more.

“Those with the biggest buildings have the power,” said Duane at the beginning of the conversation. Throughout human history, control of the largest structures systematically and often subconsciously expresses power over others. The pyramids, then the cathedrals and now energy, industry, finance, and more. Duane opened his talk with a thought-provoking idea and a lens to analyze power. The fight for a more just world (healthier, more sustainable, more equitable) is inextricably linked to power. While low-income communities are disproportionately affected by climate change, they are continuously overlooked during the decision making process. In the context of SunCommon, Duane built a low-cost solution for residential solar energy production, and simultaneously removed barriers for people historically locked out of the solar revolution.

Duane spoke to us with a heavy dose of honesty. Adorned in a patterned button-down and his quintessential purple framed spectacles, he spoke with eloquence and full transparency. Throughout the three-hour discussion, the audience leaned forward with eagerness, firing questions at Duane. There was an air of excitement in the room, verging on intensity.

Duane is laser focused on people and believes wholeheartedly that, “how we treat each other matters a lot.” His candid responses to our cohort’s questions, “off-the-cuff” style of presentation, and acknowledgment of his own privileges speak to the people-centric values that underpin everything he does at SunCommon. 

“How we treat each other matters a lot.”

Wrapping up his speech came a question from the back of the room. “What advice do you have for us as business students?”

“What a fitting finale,” Duane quipped. “Find the people you want to do business with, identify what matters, and hold out for that.”

In the leadup to his in-person speaker series with SI-MBA, we were fortunate to have the chance to speak with Duane one-on-one and learn more about his personal journey. 

Duane has enjoyed an exploratative career, including years spent as a police officer, ambulance medic, political campaigner, environmental advocate, and “Chief of Stuff” at Ben & Jerry’s. Speaking with Duane, it was evident that his passions lie in organizing towards justice and developing clear, common-sense initiatives to tackle the systemic problems he sees in his community.    

Below is a synthesized snapshot of the provocative interview: 

Tell us a little about yourself and your involvement in sustainability?

I think of myself as a millennial. As millennials, we’re open to adventure, we’re seeking knowledge, we want to explore new things, we’re not going to do the same jobs for 40 years at a corporation. The people I hire, I know they aren’t going to work here forever. I hope they’ll find fulfillment with their jobs and pour themselves into it, but then I hope they go on and see what’s next for them. I think that’s beautiful.

To me, sustainability is an objectionable word. I think of it like I think of the word tolerance. It comes across like it’s the bare minimum. Well, how about a positive impact? It’s still not perfect, but rather than sustainability, I like to think of values-led business, that is, imbuing business with good and providing a beneficial outcome.    

How did your work at Ben & Jerry’s and their B-Corp certification inform your work in developing SunCommon?

The simplest way to think about it is this: at Ben & Jerry’s, we sought to have every business decision reflect our values. What are you actually doing every day? How are you treating your people, communities, and environment? Who do we hire? Where do we set up our factories? That’s the power of the business. That sort of thinking gave us an appreciation for and ownership of impact. Let’s use the power of business to do good things at every level. When we started SunCommon, that was the vibe from the very beginning. 

“Let’s use the power of business to do good things at every level.”

How important is the B-Corp certification to your company, and how much bearing does it have on your day-to-day operational decision-making?

We were very surprised at how rigorous the assessment was. There were a bunch of issues that we hadn’t considered. The coolest thing about it was the app. When you entered a finding, there would be a pop-up that would ask, ‘Would you like to improve your impact?’ Well sure! And the feed would put you into contact with another B-Corp that had already tackled that issue. This certification helps us get away from winging it and drives us into the rigor. And we’re really excited about that.

I was also a little surprised that the certification had meaning to others. Through the certification, we attract a lot of brilliant young people that care and are looking for fulfillment. 

How does community involvement, as well as your involvement with VBSR (Vermont Business for Social Responsibility) and VPIRG (Vermont Public Interest Research Group), fit into your mission/ passion as a leader?

I think a lot of older white guys in this movement appreciate the attention. That can be an insular, looking for aggrandizement thing, like ‘this is about me,’ or it can be about establishing standing to include other people. I think I probably have a bit of both. I operate in these networks; I learn a lot from these people and am inspired by their ideas. I hope that I can also support them, what they’re doing, and provide credibility, resources, and advancement with my presence. It’s an interesting transaction and positivity that I pull from this involvement, and I’m grateful for it.

Given your rapid growth and recent merger with iSun, what measures has your management team put forward to maintain company culture and vision?

The issue is that iSun wants us to share what we know and our values-led approach to business, and as we bolt more into the platform, the question is: how do we export what’s good about SunCommon? Right now, that’s a bit unknown. We’re not a consulting firm [designed] to share things we’ve already figured out. And yet, in some ways, that’s what iSun paid for. So, how do we keep our day jobs and keep growing the business of SunCommon, while also spreading our joy and wonder? We haven’t figured that out yet, but we’re gonna need to! 

How has your relationship with James (co-founder and co-president at SunCommon) evolved over the years, and how does your partnership foster long-term development of SunCommon and other community initiatives?

We met in 2008 when I was the board president at VPIRG, and he was the whip-smart director of the clean energy program. We designed the campaign to retire Vermont Yankee, the nuclear power station. So we ran this campaign and pulled it off! We’re extraordinarily different people, but we discovered that our strengths and weaknesses really line up well. So James and I cooked up a project at VPIRG to prove that the adoption of clean energy was feasible, and when that worked, we decided to start a business. 

What advice can you provide for young professionals seeking to find a foothold in the field of renewables, climate change, or values-led enterprise? 

My advice to young people is to just go do things! There’s so much to do in this world. Gain experience by just diving in and doing interesting things. And if this is the field that you want to get into, define what these terms mean, what are the jobs in it, what are the descriptions and qualifications that employers are looking for. Then go crush it.  

Photo by Zbynek Burival on Unsplash

If you are interested in the work Duane has been a part of, the change he advocates for, or the people that inspire him, check out the book Double Dip by Ben Cohen and Jerry Greenfield or the paper entitled Repowering Vermont by James Moore. 

This interview has been lightly edited for clarity.

Innovators in Residence: King Arthur Baking Company

Written By:

Billy Corbett ’22
Contributing Writer
Connect with Billy on LinkedIn

Lindsay Jarrett ’22
Contributing Writer
Connect with Lindsay on LinkedIn

As we start our third month of SI-MBA, it is clear that what distinguishes the program is the community it brings together – from current students and alumni to innovators, entrepreneurs and business leaders around the world. In order to learn from those who use business to positively impact our world, SI-MBA’s Innovators in Residence series brings in leaders to discuss key business challenges for a changing world. In these talks, students hear first hand what sustainable business looks like outside the classroom. Last week, the Class of 2022 was fortunate to hear from a variety of leaders at King Arthur Baking Company for our first session.

King Arthur is based just down I-89 in Norwich, VT, only an hour and a half from the UVM campus. Started in 1790, King Arthur became a 100% employee-owned business in 2004. Steeped in a rich 230-year history, its true strength is its forward looking posture and inclusive vision for the future. We were joined by Suzanne McDowell (VP of CSR and Sustainability), John Henry Siedlecki (VP of Innovation), Katie Jones (Associate Brand Manager of Innovation), and Molly Lawrence (Corporate Social Responsibility Manager). For the entire afternoon, SI-MBA students learned from and asked questions of these leaders.

The cohort asked a range of questions about their employee benefits, their recent rebrand, their supply chain relationships, and more. At the end of the session, the King Arthur team posed a question back to us: “What should we be doing to enhance our sustainability efforts?” Some of the ideas that the class floated included a study on compensation equity, encouraging consumers to bake more sustainably, and more.

We were lucky enough to ask our four guests a few questions before their presentation. Below are a few of the highlights (Note: questions and answers from our conversation are paraphrased):

Lindsay & Billy (L&B): King Arthur has a complex set of stakeholders. How do you balance stakeholder needs?

King Arthur Baking Company (KABC): We see working with our stakeholders as a privilege. Our consumers, bakers and employees are at the center of what we do. We strive to leave a seat at the table for our consumers. The environment is also key; without a seed and fertile soil, we don’t have a business. “We don’t want to just sustain, we also want to regenerate.” Ultimately, we are committed to our values of quality, community, passion and stewardship, and strive to demonstrate this through our relationships with stakeholders. We are committed to the education of our stakeholders, whether that be customers, employees or the community at large.


We don’t want to just sustain, we also want to regenerate.”


L&B: What does governance look like for King Arthur under an ESOP (Employee Stock Ownership Plan) structure?

KABC: King Arthur holds regular “town meetings” where employees are informed about the company’s strategy and finances. During these meetings, employees are encouraged to engage with leadership. This encourages transparency and employee buy-in. Our posture toward our employees makes King Arthur a place where people are proud of where they work.

L&B: Recently, King Arthur changed its name. Why? How did that process unfold?

KABC: The re-brand had been in the works for a while. We wanted a name and imagery that reflected where the company is today. We changed “King Arthur Flour” to “King Arthur Baking Company” and changed the image of the knight to an image of a wheat crown. Our product line goes beyond wheat products now, and one of our most popular products is the Gluten-Free Flour. King Arthur Baking Company gives us the freedom to continue to innovate and explore. The rollout was as good as could be expected. With flour flying off the shelves during Covid, the product with the old brand was replaced quickly. Stakeholders were generally very supportive.

While we only had a short time with our new friends from King Arthur, we learned so much from them about using business to reflect our values. We are grateful to have these four innovators as a part of the SI-MBA community.

P.S.: Check out this King Arthur Baking Company Recipe for your Thanksgiving Holiday!

Pumpkin Cake Bars with Cream Cheese Frosting
Photo Credit: King Arthur Baking Company