Running head: BIOCHAR BRIQUETTES: ALTERNATIVE TO FIREWOOD AND CHARCOAL FUEL

Biochar Briquettes: Alternative to Firewood and Charcoal Fuel
Patrick M. Nganga
Master of Sustainability Leadership
Arizona State University

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Outline
Section

Page

Abstract ...................................................................................................................................... 3
My Story .................................................................................................................................... 4
What is Sustainability? ............................................................................................................... 4
Biochar and Sustainability .......................................................................................................... 5
My Initiative ............................................................................................................................... 7
Stakeholder Analysis .................................................................................................................. 8
Project Feasibility ....................................................................................................................... 9
The Briquette Making Process .................................................................................................. 11
Makaa Safi ............................................................................................................................... 12
Communication Plan ................................................................................................................ 13
The Challenges ......................................................................................................................... 14
The Brand Promise ................................................................................................................... 14
End of the Road? ...................................................................................................................... 15
References ................................................................................................................................ 17

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Abstract
Domestic energy is an important component of our day to day lives and is something we
cannot live without. Imagine how life would be without a means to cook our food, to warm our
houses – life would be unbearable. As we enjoy these comforts rarely do we stop to think what
the opportunity cost is. For those using renewable sources, it is not a big issue, but for those who
rely on wood fuel, they have to strike a delicate balance between need for fuel and the need to
conserve the greatest support systems of their livelihoods – the forests.
The main source of energy for households in many developing countries is biomass,
mainly from forests and woodlands. The continued use of firewood and charcoal fuel puts a
strain on forests, resulting in adverse effects on the environment such as prolonged droughts, loss
of biodiversity, dwindling water resources, changing weather patterns among other sustainability
challenges. An alternative to firewood to charcoal lies in biochar briquettes.
This paper discusses the role of biochar briquettes in mitigating climate change and
serves as a step by step guide on how biochar briquettes may be produced.

Keywords: biochar, biomass, briquettes, charcoal, climate change, conservation, energy,
environment, firewood, forests, fuel, leadership, sustainability

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My Story
I have spent the last 20 years of my career in the field of Finance and Accounting and my
view of the world has mainly been inclined to financial value creation. My narrative has been
around shareholder wealth, return on investment, profit, and cost efficiency amongst other
financial indicators. In that last three years, I have developed great interest in the area of
sustainability and this has seen my narrative change – from the narrow economic view to a
broader view that takes into account the society and the environment. The interest in
sustainability has pushed me to seek more knowledge in sustainability leadership. The world is
full of literature and ideas on what needs to be done to ensure that our world becomes
sustainable, but there lacks the leadership to harness these ideas and to actualize them into
tangible solutions.
As I was growing up – between the ages of seven and fourteen, I had to spend a lot of
time mainly after school, Saturdays and during holidays and had to walk for long distances in
search of firewood. Indeed if you take a closer look at my head, you will see the effects of
carrying firewood with a rope strapped on my head. This practice still persists in some
communities in my country, though at a lesser scale. Women and children especially, spend
considerable amount of time fetching firewood and significant amounts of household budgets are
spent on fuel such as charcoal and kerosene – thereby competing with other basic needs, while
the long hours spent in fetching firewood could be spent on more value adding value adding
social and economic activities. These are some of the experiences that propelled me into seeking
to enact change, and the first opportunity to enact sustainable change is the same communities
where I grew up.
What is Sustainability?
Sustainability means making the world work for everyone (AtKisson, 2013). Winston
(2014) defines it as “ability to keep doing what you are doing”. While it might sound that simple,
it is a big call to organizations, individuals, governments, business and every other entity to
embrace new approaches in the pursuit of what they do on a day to day basis. You will not be
able to continue what you do with a “business as usual” attitude, reason being that the world is
not the same as it was a century ago. The world in Winston’s words is now hotter with scarcer

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resources, and more open. In other words - a world characterized by significant climate change
risks, continued depletion of resources and more enlightened and connected communities. The
World Commission on Environment and Development (1987) gives a more encompassing
definition of sustainability or sustainable development as “development that meets the needs of
the present without compromising the ability of future generations to meet their own needs”. The
definition further emphasizes key pillars of sustainability as the environment's ability to meet
present and future needs and progressive transformation of economy and society.
To ensure we have a sustainable world we need enact change in almost every aspect of
our day to day lives – from the cars we drive, the food we eat, the fuel we use - the list is endless.
When we think of change in the realm of sustainability, more often than not we think too far
beyond the local context. We are encouraged to think globally and act locally. Winston (2014)
suggests that we need to pursue a deeper level of innovation that challenges our own-held beliefs
of how things work. He calls this heretical innovation “to capture this idea of exploring what we
take for granted”. If you look around you, you will see many things we take for granted. In the
communities around me, we have taken the providence of forests for granted for too long and it
is time we used innovations like biochar briquettes to help conserve the greatest support to our
livelihoods – the forests. What is it that you take for granted in your surroundings and what
innovations can you think about? Think about it and start making that change.
Biochar and Sustainability
What are biochar briquettes and how do they contribute to sustainability? The word
biochar is made up of two words – bio which is about or involving life or living organisms, and
char – which means to reduce to carbon by incomplete combustion. In more technical terms,
biochar is the carbon-rich product that results when biomass is burned under oxygen-deprived
conditions (Leach, Fairhead, Fraser, & Lehner, 2010), a process called pyrolysis. You can make
biochar from a variety of biomass - mainly from agricultural waste such as rice husks, bagasse,
coconut shells, waste from pruned plants, and shrubs. Most of these waste is left to rot in the
farm or is burned to ashes. From now on, know that these forms of biomass are valuable
resources that can be turned into fuel and help save a few trees and incrementally save forests.

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Forests hold significant potential in contributing to sustainability through the socioeconomic benefits and ecological services they provide to communities (Bullock, 2017).
According to WWF (2017), there are 2 billion people who rely on forests for shelter, water, food
and fuel; 13 million people employed directly and indirectly in forests and related industries and
300 million people living in forests. Forests also present part of the solution to climate change one of the greatest threats to humankind. With deforestation and forest degradation representing
up to 20% of global anthropogenic carbon dioxide emissions with a significant impact on climate
change, reducing forest loss can have multiple benefits for ecosystems and people. The benefits
include cutting greenhouse gas emissions, sequestering carbon, providing other ecosystems
services, and maintaining intact, functioning forests that have the best chance of withstanding
climate change (WWF, 2017).
There is need for urgency in conserving our forests if we have to mitigate the impacts of
climate change. There is even more urgency in Kenya where demand for wood fuel is one of the
key drivers of deforestation and land degradation (Ruuska, 2003) and where biomass is the main
source of domestic energy for 82% of urban and 34% of rural households (KFS, 2013). Kenya is
also likely to be one of the largest charcoal consumers globally in absolute and per capita terms
(Bailis, 2009). The over-reliance on charcoal and firewood is likely to change with increased
attention towards renewable sources such as solar, geothermal, wind and more environmental
friendly energy sources such as liquefied petroleum gas. This is however not expected to happen
in the short or medium term, neither is it likely to change significantly for the low income
households. This is because they may not afford or may not have access to the more
environmentally friendly alternatives and therefore the need for a solution within the reach of
these local communities like the biochar briquettes.
The change from charcoal and firewood to biochar briquettes is not all about
environmental conservation. The change also comes with social and economic benefits. The
energy and cost efficiency properties of briquettes mean that households will spend relatively
lower on fuel and will be able to channel the savings to other needs competing for the little
resources of the target communities. These competing needs include food, shelter, education and
health. Directing more resources into these needs helps improve the social wellbeing of the
communities. The project offers opportunities for economic empowerment of communities

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within which the project is implemented. Communities will be the source of labor in the
production facilities, in production of biochar and in the distribution of the briquettes, thereby
positively impacting their economic wellbeing.
My Initiative
Having given the background of the problem at hand, let me now take you through how I
went about identifying and actualizing this change. For change to happen, there has to be an
“inciting incident” either self-imposed or triggered by outside forces (Howell, 2018). Allow me
to explain how the idea of biochar briquettes came about. I was on a visit of Nepal in Asia, on a
program dubbed Grassroots Innovations for Sustainable Development. One of the innovations
we were studying was the use of biochar as a way of enhancing soil productivity. I however
encountered the use of biochar in making briquettes and it is this potential of biochar as a source
of fuel that interested me most. I saw this as the savior to energy challenges among the low
income communities in my country. These grassroots innovations further convinced me that we
need not wait to implement mega sustainability projects to bring about change. The grassroots
innovations when scaled will incrementally create global change.
Before embarking on any project, it is important to lay down the key aspects of project in
form a project management plan. You need to define the scope of the project, the project
deliverables, and key milestones; determine the human, time and financial resources and a have a
plan to help manage risks associated with the project. You need tools that will enable you track
the progress of the project, the milestones, the roles of the different team members (Tate &
Martin, 2010). The Gantt charts and work-break-out schedules are some of the tools that we
found very useful for this purpose.
Once a project plan is in place, you need to determine the vehicle within which to
implement your initiative. Whether you are implementing it in your organization, or outside your
organization, you need to create a shared vision with your project sponsor and the implementing
team. This will ensure that the sponsor and the project team are “connected and bound together
for a common aspiration” and to provide the focus and energy for learning (Senge, The Fifth
Discipline: The Art & Practice of the Learning Organization, 2006). It wasn’t very difficult to
create a shared vision with my project sponsor Ecocare Africa. Their experience in

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environmental consultancy and also their keenness to identify with a project that is delivering
tangible sustainability solutions made it easy to create the shared vision. As you chose your
project sponsor it is important to ensure there is a level of alignment between what they do and
your initiative otherwise it might be difficult to create a shared vision.
Another important step is to create a vision for your initiative and a strategy. A vision
sets a general direction and motivates employees towards that positive outcome, and the strategy
defines how that goal will be accomplished (Weiss, 2011). We set out our vision as “Affordable,
efficient and sustainable energy solutions for households and light industries in Africa”. Our
mission is “to develop and market affordable, efficient energy solutions for households and light
industries in Africa that empower communities and conserve the environment using biochar
technologies”. We also came up with a set of strategic objectives that were specific,
measureable, achievable, relevant and time bound (SMART). The objectives allowed us develop
system level measures among them measures of revenues, costs, number of customers using
briquettes, quantities of materials used in and related output. Hazy (2006) as cited by Metcalf &
Benn (2012) argues that leadership effectiveness in complex systems is best measured through
emergent system properties, rather than the more traditional measurements of individual
behaviors. As you implement your initiative you need to identify what measures will help you
determine the success of your initiative.
Stakeholder Analysis
In any project, you need to consider the stakeholders. Projects or businesses operate with
and system that includes customers, its supply web, its shareholders, and increasingly,
stakeholders who may not interact with the project in any way, but may have an impact or may
be impacted by the project. You need to analyze the role of the various stakeholders in your
initiative, the matters that are of concern to them, their legitimacy, influence and the necessity of
their involvement (BSR, 2011). We found the model advanced by BSR Consulting (BSR, 2011)
very helpful in analyzing and mapping the different stakeholders we identified. Our stakeholders
included the local communities, the existing charcoal production and distribution network,
environmental regulatory agencies and non-governmental organizations working on

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conservation, suppliers of complimentary products such as energy saving stoves and other
briquette manufacturers.
In addition to understanding your stakeholders so as to inform decisions in the
implementation of the project, you need to identify stakeholders whose input will contribute to
the success of your initiative. When implementing a project that involves change, you need
stakeholders with whom you can form guiding coalitions - strong teams with a shared objective
that are able to implement change far better than a single individual (Weiss, 2011). You may also
need to collaborate with other like-minded organizations and even competitors to ensure you
progress the common goals of your initiatives faster, share best practice, learn from other’s
success and failure, and also gain the benefit of strength in numbers when lobbying different
audiences (Sarda). The need for a guiding coalition and collaboration in sustainability projects is
further emphasized by Senge et al (2007) who note that meeting the sustainability challenge will
require the kind of cross-sector collaboration co-created by various stakeholders. One group of
stakeholders that we found to be very good allies were the manufacturers of energy saving stoves
as they have the same vision as ours around energy efficiency but with a complementary product.
Project Feasibility
Once you have a project management plan and tools in place, have identified and
factored stakeholder interest into your plan, you need to look around and understand the
landscape within which you are implementing the project. You need to identify who else is
producing briquettes in the market, what technology they are using, what their target market is,
where they source their biomass and what risks and opportunities exist in the industry. An
analysis of the strengths, weaknesses, opportunities and threats (SWOT) of your initiative will
help identify the gaps, the blind spots as well as opportunities for improvement.
Our review of the briquette industry in Kenya revealed that briquettes making operations
ranged from small scale community initiatives with no machinery to commercial operations
using manual and electric extruder machines. The quantities produced were insignificant and
were not noticeable in the market, neither were there visible initiatives to promote briquettes as
an alternative to charcoal and firewood. They had challenges ranging from availability of
biomass, availability of capital and lack of appropriate equipment to produce adequate quantities

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and quality briquettes (Cohen & Marega, 2013). From this we concluded that there was immense
opportunities in the market waiting to be exploited.
The technology to be used is particularly one that needs to be thought through. Due the
capital intensive nature of technology, you need proper feasibility with regards to the initial and
subsequent running costs of the machinery, availability of machinery and related spares. You
may need to visit sites where such machinery is in use to satisfy yourself that it is capable
providing the desired deliverables and whether it can be customized for your local setting. Our
search for machinery took us to China where we saw the machinery in operation and were able
to source and ensure that it was customized to our local needs.
The location of the production facility is equally important. Key considerations include
availability of affordable land to set up the production facility, availability of labor, availability
of biomass and accessibility to the markets. Considering that briquettes are targeted at low and
middle income populations, the lower the costs of production, the more the product will appeal
to the target audience. Easy access to the market will also ensure minimal costs in getting the
product into the markets and related environmental impacts from emissions associated with
transportation which might negate the sustainability objectives of your initiative. We chose to
locate our production plant in Thika, Central Kenya for the reasons that it is home to large forests
where shrubs, mainly invasive species can be harvested. There are also large tracks of abandoned
land and vegetation along river banks and roadsides that is often cleared and left to dry. The area
also has vast agricultural lands from where agricultural waste resulting from the pruning of
coffee and tea is readily available as well as post-harvest waste from pineapple farms and nut
processing factories. The area is also at close proximity to the biggest charcoal fuel market - the
suburbs around Nairobi City.
Every project requires resources –from human resources, capital resources and for our
case natural resources. Availability of these resources is largely tied to availability of financial
resources. You need to be clear where your financial resources will come from. The sources
could be shareholders, loans or grants. The way you position your project can open up
opportunities for funding from impact investors who are actively placing capital in businesses
and funds that generate social and/or environmental good (O'Neill, 2011). We believe our project
would qualify for such funding but we initially funded from shareholders’ funds. We however

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have the intention of reaching out to development agencies and impact investors to enable us
scale our project. We believe having started the project will go a long way in demonstrating
salience, credibility and legitimacy - critical components when garnering for resources and
collaborations (Basile, 2014).
The Briquette Making Process
The briquette production process starts with the production of biochar. The simplest way
of doing this is using small homemade kilns (think of drum with a lid). Biomass is fed into an
open kiln with open flame in small proportions in a manner that ensures minimal exposure to
oxygen. Once the kiln is filled up, it is covered with a lid and the smallest of outlets sealed –
mostly with clay - to ensure no oxygen gets into the kiln. After at least six hours of oxygen
deprived combustion, the char would be ready for the next process. It is however advisable to
leave the kiln undisturbed for a longer time – sometimes overnight to avert the risk of fire. This
method of biochar production is only suitable for large-sized biomass such as shrubs, and woody
biomass and yields small quantities of biochar. For large scale production and for carbonization
of smaller size biomass such as saw dust, nut shells and rice husks, you need more sophisticated
carbonization equipment.
To turn biochar into briquettes, you need a set of three basic equipment - a crusher or a
hammer mill – to reduce the biochar into fine particles to ensure penetration of the binder; a
roller mixer - for mixing the powder biochar with liquid binder; and a roller press machine that
forms the mixture into briquettes of desired shape and size – a process called densification and
which is achieved by forcing the particles together by applying mechanical force to create interparticle bonding (Kaliyan & Morey , 2010). Other machinery that you may need depending on
capacity and availability of capital include conveyors to move material from one equipment to
another, a drying chamber and packaging equipment.
You need to decide what binder to use based on its availability and costs. Different
binders that may be used include wood ash, cow dung, starch, clay, molasses and gum Arabic.
We found starch powder to be the most suitable of the binders available in the market. The
reason we chose starch was informed by studies of different binders including cow dung, wood

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ash and starch in briquetting of sawdust, which showed that starch-bound briquettes produced
higher calorific value (Muazu & Stegemann, 2017).
The next step in the production process is the drying of briquettes. You may opt to sundry the briquettes or use an electric drying chamber. This being a sustainability initiative, you
may need to consider to which extent the use of electric energy for drying would negate the
sustainability and cost efficiency objectives of your initiative. However, depending on the scale
of production it may be necessary to have a drying chamber. Renewable energy sources should
be explored. Our chamber was in the form of a simple green house similar to those used for
agricultural purposes. Once dried to the desired levels, the briquettes are ready for use.
Makaa Safi
The success of any project is in ensuring the deliverables are availed and in line with the
expectations of the customer and key stakeholders. Our deliverable was a product that we named
Makaa Safi – Swahili for clean charcoal. Briquettes come in different sizes and shapes. Large
scale users may require relatively large sized briquettes, while small scale or domestic users may
require to use small sized briquettes that fit the size of the domestic stoves. We chose a size that
is able to meet the needs of both sets of customers.
How you present the product to the customers is as important as the product. Packaging is
an integral part of product branding and is the first point of visual interaction between the
customer and the brand. The packaging therefore needs to be appealing enough to invite the
customer to interact with the product. Another issue you need to consider is the quantities for the
different packages keeping in mind the different needs and purchasing abilities of the target
customers. Some domestic customers are only able to buy what they need for a day or two while
commercial users such as hotels, schools some individual customers are able to afford large
quantities. Our packages ranged from 50kg bag mainly targeted for heavy users to packages as
small as 2kg bags. The 50kg quantities are packaged in reusable sacks, with the lesser quantities
packaged in branded brown paper packaging.
How will your product reach the target customer? What distribution channels will you
use? It would be quite expensive and unnecessary to create own distribution channels at the
initial stages. Leveraging on existing channels is what worked for us. We identified selected

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outlets, mainly gas stations, grocery stores and existing network of charcoal distributors. New
channels emerged - mainly women and youth selling in open food markets.
Communication Plan
Putting the product in the market is not enough. You need to ensure that you
communicate to your key audience for them to buy into your initiative. Kotter (2011) emphasizes
the importance of constant communication and notes that under communication kills change. To
be able to craft appropriate communication message and to create empathy in your audience, you
need to understand your audiences “in a God-like way”. You need to understand who they are
and what they care about. You need to be able to classify the audiences using different audience
persona categorizations, from example - “The Six Ways Americans View Global Warming” - the
“alarmed”, “concerned”, “cautious”, “disengaged”, “doubtful” and “dismissive” (Hoffman,
2012), or the Adoption Curve Scale. Using the Adoption Curve Scale, we classified our audience
as “Early Adaptors”- they are ready but careful about embracing change. The categorization as
early adopters is driven by their quest to fulfil a need and not from a sustainability awareness
perspective.
Understanding the persona of your audience enables you craft appropriate messages as
well as helping determine the most appropriate medium of communication for the different
audiences. Communication may be in the form of one-on-one engagement with your audience,
through the use of traditional media or social media. For our communication we used local radio
stations, social media and one to one engagements with customers at points of interactions such
as grocery stores, gas stations, in open air food markets and social gatherings. We created short
videos that we would share on social media channels mostly used by the target audiences such as
Facebook and WhatsApp messaging.
As you craft the message, you need to frame your message in a way that appeals most to
your audience. Our audience was more interested in cost and energy efficiency. Sustainability
was not on their mind. Our primary message was about saving money with sustainability - saving
the forests being the secondary message.

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The Challenges
A successful project would not necessarily imply that it is not without challenges. Almost
all projects encounter a challenge or another. The ability to overcome these challenges is
important for the success of the project. You will face obstacles or antagonists who may not
embrace your change or individuals and organizations standing on the way to thwart progress
(Howell, 2018). An example of these are competitors. For our project these were existing
charcoal producers and distributors – a big industry is big in Kenya, employing nearly 900,000
people in production and trade and estimated to contribute US$1.6 billion per year to Kenya’s
economy (Nyambane & Wanjiru, 2016). They were keen to maintain the status quo.
The other challenges could be blind spots arising from methods and assumptions that
many not hold true and likely blur decision making. The challenges could also arise from gaps in
full conceptualization of your initiative. You need to identify these gaps the soonest possible and
find ways to overcome them to ensure they do not stand in the way of your initiative. One such
challenge for us was the availability of biomass. While a variety of biomass such as rice, coffee
husks and bagasse may be readily available, the kilns we are currently using are not appropriate
for this type of biomass. As demand increases, we have identified the need to enhance the
capacity of biochar production from a variety of sources by investing in high capacity
carbonization equipment.
The Brand Promise
Brands need to have a bigger purpose beyond making money. You need to create a brand
ideal by connecting the values the organization and the brand share with your customers
(Howell, 2018). What purpose does your brand serve that will move your audience to action?
Ecocare Africa values are about ensuring that we have a clean and safe environment for current
and future generations. These values are brought out in the product name Makaa Safi and the
tagline Mazingira Safi. This is Swahili for “clean charcoal”, “clean environment". The reason we
used the Swahili language was because it is the language most spoken in the country. The
majority of our customers, being mainly in the low income suburbs and informal settlements
mostly use this language in their business and social interactions.

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The word “clean” is meant to bring out two meanings. The first one is the ordinary use
which means being free from dirt. Charcoal is often associated with dirt and is often sold in
backyards. We present briquettes as a cleaner alternative to charcoal. The packaging we adopted
enables briquettes to be purchased from more cleaner and convenient locations including
supermarkets. Charcoal may also result in accumulation of soot from excessive smoke which
may result sooty cooking pans, sooty walls and ceilings as well as health risks associated with
inhalation of excessive smoke. Depending on the biomass used and the effectiveness of
carbonization, charcoal may result in unpleasant odors. Our processes are designed to ensure
minimal smoke and unpleasant odors thereby promising cleaner cooking and healthier lifestyles.
The other meaning of clean, when used in the context energy refers to energy that is from
renewable sources such as solar and wind energy. Depending on the sources of biomass and the
process through which the briquettes are produced, coupled with the benefits to the environment,
we are inclined to consider biochar briquettes as clean energy. We have structured our
communication around conserving our environment and presenting the users of biochar
briquettes as ambassadors of conservation and climate change mitigation champions.
End of the Road?
Having created a product, a brand and ensured that you have connected the values of your
organization and the brand share with your customers, it is not the end of the road. You need to
create a ritual around your brand that will ensure ritualistic use into customer engagements that
they may continue using the product time and time again (Howell, 2018). Creation of a ritual is a
gradual process that is achieved when the product is able to deliver the expectations of the
customer and augmented by continuous communications to the target audience. For us it has to
go beyond the product’s ability to meet the customers’ need for fuel to the sustainability
outcomes. We will need to work to create awareness on the risks associated with forests
depletion and once our audiences start appreciating their contribution to climate change and the
small ways through which they can mitigate climate change, the ritual will start to emerge. As a
starting point to creating the ritual we tied our brand to “humanity” and positioned our product
and its customers as the savior of humanity by saving the forests, and then calling upon them to
stand counted among those working to save humanity by saving forests.

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For this project to have significant impact on the environment, society and economy, it
needs to be scaled to national reach. This will require considerable amounts of resources to a
scale where Ecocare Africa may not be able to sustain. The next stage will to seek collaborations
with organizations that may be willing to collaborate in scaling the project. The challenges that
the world is faced with today require systemic changes beyond the capabilities of individual
organizations and thus will require partnerships with business, governments, investors, local
communities and nongovernmental organizations (Albani & Henderson, 2014).
Finally, the biochar briquettes will not on their own present a total solution to fuel needs
of the target communities. There is need to seek ways to further enhance the efficiency properties
of briquettes by developing energy saving cook stoves. These communities also have other
energy needs – the other most basic one being lighting. While the briquettes will serve the
cooking and heating needs, opportunities exist for providing simple solar solutions which, with
the briquettes solution will go towards creating comprehensive, affordable and sustainable
solutions to the energy needs of the target communities.
It is definitely not the end of the road as “on the solution side, there are so many
innovations that need to be diffused, so many great pilot projects that need to be scaled up, so
many industries in search of transformation, and so many ‘invisible sustainability’ stories and
case studies to be discovered - or created - and broadcast around the planet” (AtKisson, 2013).
So what’s your story? What is your innovation?

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References
Albani, M., & Henderson, K. (2014, July). Creating Patnerships for Sustainability. Retrieved
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AtKisson, A. (2013). Sustainability is for Everyone. ISIS Academy.
Bailis, R. (2009). Modeling climate Change Mitigation from Alternative Methods of Charcoal
Production in Kenya. Biomass and Energy, pp. 1491-1502. Retrieved from
http://www.elsevier.com/locate/biombioe.
Basile, G. (2014). System Success Through Strategy & Collaboration [Video File]. Retrieved
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https://myasucourses.asu.edu/webapps/blackboard/content/listContent.jsp?course_id=_36
9185_1&content_id=_17052341_1&mode=reset.
BSR. (2011, November). Stakeholder Mapping. Retrieved from BSR:
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