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Poking around the exhibit hall at the 2015 World Future Energy Summit, one of the key elements of Abu Dhabi Sustainability Week (ADSW), there was much to see.

A substantial number of exhibits were still focused on oil and gas. Though I skipped most of those, I did stop to thumb through some of the energy projections for the future. ExxonMobil showed residential and commercial demand for oil remaining flat through 2040 and natural gas increasingly slightly, with both coal and biomass declining. Most of the growth in demand will be met by electricity, which is shown to nearly double between 2000 and 2040, according to the company's projections.

BP, on the other hand, offered projections for 2050, (on a pie chart without numbers) which shows solar comprising more than 40 percent of the total "technically-accessible energy resource." Second was nuclear at about 20 percent. Geothermal will provide about 15 percent, followed by wind (onshore and offshore) at close to 10 percent, according to BP's projetions. Oil and gas were little more than slivers on the chart, with the two combining for about the same portion as onshore wind.

Speaking of  wind, conference sponsor Masdar had an operational 3-D mockup of their London Array offshore wind farm. Sitting off the coast of England, the wind farm produces 630 megawatts from 175 turbines -- that's 3.6 MW each. Of course, those are tiny compared to the 8MW monsters introduced by Vestas last year. This industry doesn't stand still for anyone.

Nuclear power was also well represented with a number of vendors on hand. Right here in Abu Dhabi, there is a major project in the works, which I will write more about later in the week.
One interesting exhibitor was Gulf Power & Marine which was presenting a new 'solar hydrogen' capability. This is a type of solar photovoltaic (PV) plant with integrated hydrogen storage. Advertised as the "greenest power plant on the world market," the system uses solar PV to directly produce electricity while producing hydrogen at the same time.

The hydrogen system, developed by Linde, uses electrolysis to make hydrogen from sunlight, which is stored in tanks to be burned at night or during cloudy periods using a conventional gas turbine. The hydrogen portion requires three times as much solar as the direct generation, which says a lot about the cost of storage. Despite this, at the gigawatt scale, Gulf Power claims it can achieve an unmatched 5 cents per kilowatt-hour.

That's based on an estimated $9 billion cost, amortized over a 25-year period. The technology is being offered with power generation capacities ranging from 100 MW to 1 GW.

Up to 75 percent of the water used to make the hydrogen can be reclaimed when the hydrogen is burned, resulting in a water consumption rate of only 145 cubic meters per hour for a 1GW plant. No plants have been built as of yet, but the company is at the show, ready to take orders.

On the more unusual side was the Green Float, a concept developed by the Japanese construction firm SHMZ. This is essentially a manmade island, floating in the ocean near the equator, where the temperature remains fairly constant.

At the center of the island will stand a 1-kilometer tall tower, atop of which will  be a 1 km diameter dish, which will receive energy beamed in from solar satellites. People will also live in the tower, hence the nickname City in the Sky. The island will also contain farms to grow food, fertilized by waste products from above. With the benefit of ocean sequestration, these manmade islands will potentially be carbon negative.

That only scratches the surface of all there was to see at the World Future Energy Summit, which itself was only a third of the exhibit space at ADSW -- not to mention the lectures, talks and ceremonies. But at least it will give you a taste.

Image credit RP Siegel

RP Siegel, PE, is an author, inventor and consultant. He has written for numerous publications ranging from Huffington Post to Mechanical Engineering. He and Roger Saillant co-wrote the successful eco-thriller Vapor Trails. RP, who is a regular contributor to Triple Pundit and Justmeans, sees it as his mission to help articulate and clarify the problems and challenges confronting our planet at this time, as well as the steadily emerging list of proposed solutions. His uniquely combined engineering and humanities background help to bring both global perspective and analytical detail to bear on the questions at hand. RP recently won the Masdar Blogging Competition and willing be  attending Abu Dhabi Sustainability Week

Follow RP Siegel on Twitter.

This is a recurring series of excerpts from the book “The B Corp Handbook: How to Use Business as a Force for Good“ (Berrett-Koehler Publishers, October 2014). Click here to read the rest of the excerpts.

By Ryan Honeyman

Certified B Corporations are leading a global movement to redefine success in business.

As a community of thought-leading businesses, one of the best ways that the B Corp movement can continue to drive positive change is to address the controversial issue of executive pay.

For example, in 2013 the average pay ratio of a Fortune 500 CEO compared to the average salary of their employees was 331:1. Some employers have started to implement a cap on the ratio between the highest and lowest earners in their company.

Namaste Solar, a B Corp based in Boulder, Colorado, caps the ratio of its highest salary to its lowest salary at 3:1. Whole Foods Market, a publicly-traded member of the Fortune 500, caps its highest salary at 19 times the average employee pay. Certified B Corps that implement this practice typically cap their pay ratio between 5:1 and 10:1.

"Restructuring the payment and perks offered to our employees, so that production workers could reap the same benefits as upper management, was an important step toward equality for every team member," said Merlin Clarke, owner of the B Corp Dogeared Jewels & Gifts.

For many companies, the cost of adjusting base compensation to meet a specific highest-to-lowest-wage ratio will be marginal, as the changes would affect only a small number of entry-level employees. Matching benefits for both executive and non-executive employees, on the other hand, is probably a larger financial commitment and could instead be a long-term goal.

"At Whole Foods Market, everyone from the CEO to entry-level team members has the same benefits. The only differences are based on tenure with the company—the longer someone has been with the company, the greater his or her paid time off and the larger the company contribution toward health-care premiums and company-funded health-care reimbursement accounts.

"A cashier who has worked for the company for several years enjoys the same benefits enjoyed by the two co-CEOs of the company. It’s very powerful to be able to tell people about this practice. It creates a sense of solidarity throughout the organization," said John Mackey, co-CEO of Whole Foods Market.

Another reasons to consider capping executive pay is that more money doesn't necessarily make you any happier. For example, recent research suggests that a salary between $75,000 and $100,000 (depending on your location and cost of living) is the magic number. The study found that as people earn money from zero to $75,000, their happiness rises. Any more money after that, however, and it's just more stuff -- with no gain in happiness.

Image credit: B Lab

Ryan Honeyman is a sustainability consultant and author of The B Corp Handbook: How to Use Business as a Force for Good (Berrett-Koehler Publishers, October 2014). Ryan helps organizations like Ben & Jerry’s, Klean Kanteen, and McEvoy Ranch become B Corporations and maximize the value of their B Corp certification. To learn more, visit www.honeymanconsulting.com or follow Ryan on Twitter @honeymanconsult

We humans are a visually-attuned species.  For most of us "seeing is believing," in that we understand complex ideas, mathematical concepts or raw data best when we can visualize them.

This ability to conjure up the abstract or unseen unlocks our understanding of some of nature's more closely-held secrets; it gives us a "potential reality" glimpse of the impact of our actions, before we stumble unwittingly into undesired consequences.  At the risk of invoking one too many clichés all at once: A picture is worth a thousand words.

Last year we introduced readers to the OWL, a device that its creator, San Francisco-based startup OWLized, calls "time goggles." The OWL looks like the common "retro" viewfinder you've seen and probably used at scenic lookouts in national parks across the country. Drop a dime into the slot and get a close-up view of the world around you. The difference is that the OWL lets you see into the future, or even the past, and there's no dime required to see it.

Based on the success and rapid advances in computer visualization and 3-D modeling technology, the OWL debuted in 2013 with a project in partnership with Autodesk for San Francisco's Better Market Street initiative.

Using Autodesk's Infraworks civil design modeling software, the OWL gave all stakeholders in the project, from city residents to merchants and policymakers, a 3-D, real-life glimpse into the proposed future of Market Street, the hub of downtown San Francisco.

The ability to transform conceptual engineering and architectural drawings into a lifelike representation -- displayed through the familiar viewer -- has helped guide the future of San Francisco.

What if we could turn that viewer out towards the bay, and look at what the future holds with climate change and rising seas? For many residents along the Northern Bay shoreline, the OWL will soon do just that.

Visualizing sea-level rise

Projections indicate 11 to 19 inces of sea-level rise along the San Francisco Bay by mid-century and as much as 30 to 55 inches by 2100, or 2.5 to over 4.5 feet. Such rise in sea level will clearly have significant impact along the Marin waterfront (indeed, the entire Bay Area) in the coming decades.

Two OWL viewers will be installed at the Almonte entrance of the Sausalito-Mill Valley multi-purpose pathway for 12 weeks this spring. The viewers are part of a pilot project that will explore ways to engage community understanding and participation in developing policy to adapt to sea-level rise in the region.

The Federal Emergency Management Agency (FEMA) is responsible for mapping regional flood plain areas, a task it hopes to accomplish alongside the local community. The OWLs will give an opportunity for anyone using the pathway to get a real impression of what the surrounding area will look like as the sea rises.

Using Owlized virtual reality software, the OWL will project visualizations--made with Autodesk 3D modeling tools, the OWLs will project possible future scenarios in the actual 360-degree environment, as well as how the area looked in the past. It's one thing to talk about 55 inches of sea-level rise; it's another thing to actually see it.

A $150,000 FEMA grant is funding the effort, a public-private partnership between FEMA, the County of Marin, OWLized, Autodesk, the nonprofit Climate Access and research partner Dr. Susanne Moser of Stanford University.

“This is such an exciting way to learn about future sea-level rise,” said Supervisor Kate Sears, representing District 3 in Southern Marin county. “I’m very curious to see how the community interacts with it, especially kids. They represent the generation that will live with the effects of climate change. I hope that the OWLs will intrigue people and inspire action.”

Image credit: Franco Folini, courtesy flickr

Ed note: This post has been edited since it was first published.

Editor's Note: As a lead-up to Abu Dhabi Sustainability Week, Jan. 17-24, Masdar sponsored a blogging contest called “Describe the Ideal City in 2030.”  The following post was a runner-up.

By Ayah Alfawaris

Today is the first working day in 2030. On my way to work, I check my smart home application on my mobile as usual. It tells me I consumed almost 14 kilowatt-hours of electricity yesterday, and I produced around 10 kWh. But that’s fine since I’m still making money out of the subsidized feed-in tariff. I look out of the window, fascinated by how Irbid has transformed into an incredibly sustainable city in no time.

Irbid is Jordan’s second largest city, after Amman. It has always attracted students from all over the Middle East and Asia for having some of the best universities in the region. Only 15 years back, living in Irbid was full of challenges on so many levels: Employment rates were extremely low, as all SMEs and big corporations were based in Amman; there were more than 600,000 Syrian refugees in Zaatari Camp alone; and, as every other Jordanian city, Irbid had no natural resources at all. Jordan was the world’s second water-poorest country and used to import 97 percent of its energy.

All of those issues were resolved when the municipality introduced the iMEP (Irbid Master Eco Plan). That was more of what I like to call EcoSocioRev: an Ecological, Economical and Social Revolution. Many programs were initiated right after to cover almost every aspect of life in the city such as iShare, iGenerate, iProduce, iPlant, iWalk, iRecycle, etc.

We live now in a smart house, properly insolated, energy efficient and powered by a hybrid system made of building-integrated photovoltaics, solar thermal and vertical-access wind turbines. Houses now are tinier as we have access to the compound’s shared facilities, such as a sports center, kids’ playground and library. All residential areas now are made of compounds, which have their own internal bike-sharing systems, small farms to plant enough vegetables for the residents, waste corners and a solar-powered electric vehicle charging stations.

Irbid has become a pedestrian- and biking-friendly city, all vehicles are now electrical including ambulances and fire engines, and almost no one has a car nowadays. If we need one, we can rent the compound’s electric car. Different compounds, universities, schools and business parks are connected through an electric locomotive powered by concentrating solar power, photovoltaics and wind power. This was built only five years ago after sodium batteries became commercially viable. Since then, Irbid became a zero-energy city, and the distributed energy generation helped in achieving this.

Employment issues have successfully been resolved especially after Amman’s bubble burst. It has been proven that it’s more feasible to open a business in Irbid than in any other place in Jordan. Thus, many startups have been founded over the past 10 years by students and fresh graduates, and big corporate have opened branches in Irbid. People now call it the Jordanian Silicon Valley; a great deal of research is being done here, and many others work in power plants, farming and water desalination. Water is no longer an issue as its being now pumped from Aqaba, through a canal covered by solar PV to generate energy and reduce the evaporation.

"No Waste is Going to Waste" is one of my favorite initiatives. It was launched back in 2017 by the housewives and female refugees who created thousands of jobs for themselves. Some local trendsetters have introduced eco-fashion to the community by recycling clothes into modern designs, which are now being sold all over the Middle East and North Africa region.

Irbid has come a long way since 2015 through many small leaps and a few big ones. Who would have thought urbanism can challenge the world’s most serious problems in a couple of decades and succeed?

Image (cropped): Flickr/mozgovoy6709

Indonesian entrepreneurs face many challenges in commerce these days. According to the World Bank Group, the country is No. 114 on a list of 189 economies ranked for their ease of doing business in the global marketplace. While that standing has improved in recent years, some of the hardest challenges that business owners face still include issues like resolving insolvency and getting credit.

They also face significant challenges in trading across borders. Some of those challenges are due to regulatory and financial issues like getting export documentation handled and the cost of exporting goods to other countries. This is illustrated in the numbers: The U.S., for example, ranks 24th (out of 189) in the ease of trading across borders; Indonesia is 62nd.

The difficulties that businesses face in everyday commerce are often magnified by their lack of access to things we take for granted in the West, like having a website. That visibility by potential customers is really important to a business owner's ability to make a living, said Andy Dwonch, CEO of Kolabo, which sets up websites for entrepreneurs.

And, of course, compounding that challenge is that all-familiar learning curve of setting up a website.

"Many of our clients when we meet them for the first time, they may have an inkling of what it means to have a website, but the understanding of what it takes to get to that point is pretty fuzzy."

Kolabo's efforts to improve access to the Web have attracted the attention of the ebay Foundation, which is now partnering with Kolabo in its mission. Ebay's Opportunity Project partners with organizations and companies to improve  access to education and economic resources for small, medium and growing businesses. Kolabo is one of a handful of such entities that receive resources from the Opportunity Project.

But Kolabo doesn't just receive funding. Companies like Kolabo gain access to expertise in areas that eBay is best suited to inform: connecting buyers and sellers in the marketplace, explained Amy Millington, president of the eBay Foundation.

"We're looking at ways that we can apply our technology and our skills-based volunteers to help [companies like] Kolabo grow and have even more impact," said Millington.

The outcome is a benefit to all sides. Kolabo gains community interface and access to clients, while the growing business gains visibility. Of course, eBay benefits as well, by increasing its global brand and access to new markets.

To set up the new website, Kolabo first sits down with the entrepreneurs and helps them determine the kind of site they need. According to Dwonch, Kolabo does everything, from the initial research to the photography and website set-up, and then teaches the entrepreneurs how to manage their sites.

"The ripple effect can really be felt throughout the community," said Millington, who pointed out that the increasing success of a small business can have exponential impact on its neighbors, as well as its business owners.

The eBay Foundation posted testimonies and images of some of the small businesses that have benefited from Kolabo and this partnership. Most interesting is that eBay's concept is not only opening door to online advertising for the businesses, but also presents a way to break through many of those challenges faced in connecting with global buyers -- by providing a platform on which to connect with buyers.

For eBay, which is forecast to grow an average of 12.41 percent over the next five years, their investment in Kolabo's expertise and community engagement appears to be smart business.

Check out the video below for more information on the partnership.

Video courtesy of eBay Inc. Image credit: eBay

Jaguar Land Rover (JLR) is developing a range of new technologies that will use colours, sounds and touch inside cars to alert drivers to potential hazards and prevent accidents involving bicycles and motorbikes.

JLR's 'Bike Sense' concept technology research will aim to identify the best warning colours and sounds that will trigger an instinctive response from the driver to prevent accidents. For example, door handles will ‘buzz’ the driver’s hand to prevent doors being opened into the path of bikes and accelerator pedals will vibrate if moving the car would cause an accident.

Dr Wolfgang Epple, director of research and technology, Jaguar Land Rover, said: “Bike Sense takes us beyond the current technologies of hazard indicators and icons in wing mirrors, to optimising the location of light, sound and touch to enhance this intuition. This creates warnings that allow a faster cognitive reaction as they engage the brain’s instinctive responses. If you see the dashboard glowing red in your peripheral vision, you will be drawn to it and understand straight away that another road user is approaching that part of your vehicle.”

“By engaging the instincts, Bike Sense has the potential to bridge the gap between the safety and hazard detection systems in the car and the driver and their passengers. This could reduce the risk of accidents with all road users by increasing the speed of response and ensuring the correct action is taken to prevent an accident happening.”

Nearly 19,000 cyclists are killed or injured on UK roads every year.

 

 

The San Diego area will soon be the home of the largest seawater desalination plant in the Western Hemisphere. But with a steep $1 billion price tag, the question is whether the Carlsbad Desalination Project will be worth it from a financial and environmental perspective.

Drought-plagued farmers probably think so, because after three years of drought they can’t irrigate: California’s reservoirs are filled with more mud than water. When operational in 2016, the plant will provide up to 50 million gallons of water daily to San Diego county’s 3 million residents. Still, that’s only 7 percent of the region’s water needs.

But a recent article in Fortune notes that desalination is “far more expensive than damming rivers and pumping ground water. Furthermore, critics worry about the environmental consequences and argue that water conservation is a much cheaper option.”

Water conservation is a good option, assuming that there is water available to conserve.

Regarding desalination, “We end up spending a lot of money and getting very little water,” says Conner Everts, executive director of the Southern California Watershed Alliance, who was quoted in the Fortune article. He opposes desalination plants because of their cost and their potential impact on the environment. “Don’t think of the ocean as an endless reservoir, but a fragile ecosystem,” he continued. Everts says the briny waste that goes back into the ocean could kill marine life.

It has taken 12 years of planning, including more than six years in the state’s permitting process, to get the final approvals from state regulatory agencies. Construction was also delayed by more than a dozen lawsuits that raised environmental concerns.

A 30-year Water Purchase Agreement is in place between the San Diego County Water Authority (SDCWA) and Poseidon Water for the entire output of the plant. Poseidon specializes in developing and financing water infrastructure projects, primarily seawater desalination and water treatment plants.

The desalination plant site is a 6-acre parcel in an area that leaves the majority of the Encina Power Station (EPS) property open for potential recreational or redevelopment activity at some future date.

The desalination facility is connected to the discharge channel of the EPS at two locations. The intake pump station is connected to the upstream portion of the discharge channel and delivers 100 million gallons per day of seawater to the desalination facility. Half the seawater processed by the desalination facility will be converted to high-quality drinking water. This water is delivered to Carlsbad and the surrounding communities.

The remaining water, 50 million gallons per day of seawater with an elevated salt content, is returned to the discharge channel where it is diluted with additional seawater prior to being discharged to the ocean. “This ensures that the increased salinity will not impact the marine organisms in the vicinity of the discharge channel,” according to the plant’s project overview.

To desalinate or not to desalinate? This is another of those “it’s complicated” climate change infrastructure issues that will become even more so as water battles come to the fore in areas where there is too little of it -- and other areas where rising sea levels will provide too much of it.

Image credit: Arial view of the desalination site from the Carlsberg Desalination Project website

Editor's Note: This post originally appeared on Unreasonable.is.

By Daniel Epstein

The Girl Effect Accelerator represents the first program of its kind: an international accelerator dedicated exclusively to scaling up ventures that are positioned to benefit millions of girls in poverty.

Today, less than 2 cents of every international development dollar goes to girls — the very people who we believe could do most to end poverty. If we don’t put girls at the center of development, the world misses out on a tremendous opportunity for change. So, this past year our team at Unreasonable Group was privileged to partner with the Nike Foundation (co-founders of the Girl Effect) to launch this program in an effort to make girls visible to the entrepreneurial, business and investment worlds.

We launched our inaugural program this in November just outside of San Francisco. Throughout the program, we aligned 10 ventures with world-class mentorship, strategic financing and access to a global network of support. Our ultimate aim was to rapidly scale up the benefit these ventures can bring to girls in poverty. We are going to continue to work with each company on this mission into the years to come.

How we selected the companies

A lot of people ask us how we went about determining which companies should participate in the inaugural program. Unlike other Unreasonable programs where we have an open call for applications, for the Girl Effect Accelerator we scoured the globe and hand-picked ventures we were convinced are best positioned to change the game for millions of girls. This was the basic selection criteria we used:

• For-profit model: Every venture invited into the program is leveraging a for-profit business model.


• Market traction: We wanted to see a majority of selected companies have an annual revenue exceeding $500,000 in 2013. (Ultimately, the average company selected generated $2.2 million in revenue in 2013)


• Highly scalable: We only invited ventures that we believe are set up to scale internationally and benefit girls in multiple countries.


• Commitment to girls: The leadership of each venture needed to demonstrate to us a clear commitment to fulfilling the Girl Effect vision.


• Tracking impact: Each invited venture agreed to actively measure their impact on girls living in poverty on a semi-annual basis.


• Local teams: We only invited ventures where a majority of their team members live and work in the countries they operate.

For more information on the accelerator, check out the video below.

And check out Unreasonable.is over the next 10 days for a post with a TED-style talk that showcases the leadership of each of the companies and their unique potential to unleash the Girl Effect at scale.

Inaugural Girl Effect Accelerator Video from Unreasonable Media on Vimeo.

Image of Ethiopian schoolgirls: Jessica Lea/Department for International Development via Flickr

Daniel Epstein is founder and CEO of Unreasonable.is.

Travel tours are big business in Japan, especially this year, given the country's recessionary struggles. Domestic tour sales were more than double those of international tours in 2014 for three of Japan's top  travel wholesalers (JTB KNT-CT Holdings Nippon Travel Agency) , proving that destinations like Mt. Fugi, Osaka and Kyoto still command plenty of interest at home.

And anyone who has vacationed in Japan, and taken an organized tour of one of the country's thousands of shrines and temples, knows that Japan's many travel destinations are best appreciated up close. They are also often highly understated when it comes to walking and stamina.

Visiting the ancient Mt. Osore at the northern tip of the country or taking part in Yamagata's snow lantern festival northwest of Tokyo can be difficult for elderly or mobility challenged travelers, who may not be able to make the three- to eight-hour trip by car or bullet train, let alone manage the walking tour that follows.

So, one medical supply company with a big heart and an unusual amount of imagination came up with an answer: stuffed animal tours.

According to The Japan Times, residents who have always wanted to visit, say, a few of the 88 temples along the 750-mile-long Shinkoku Pilgrimage Trail, can send their favorite stuffed animal in their stead for about $20. And individuals who have a yearning to see Japan's unusual whirlpool currents but wouldn't be able to make the high-speed boat trip, can send their favorite companion for that unusual photo shoot for $34.

Owners pack up and send their emissaries to Sudachi Travel by courier, and the company takes care of the rest. The cuddly companions receive their very own escort, and the owner receives a panoply of photos and postcards from each destination. At the end of the trip, the stuffed animals are returned by mail, accompanied by a CD of photos and memorabilia from the tour.

Sudachi Travel is owned Namiko Miki and is located in Itano on the mountainous Shikoku Island, about seven hours southwest of Tokyo. The concept has also inspired a local elder day center to start its own stuffed animal fruit-picking tour, in which attendees at the center (all of whom are 70 and older) send their companions on the traditional citrus fruit-picking tour. For attendees who can't make the time-honored trip, sending a photogenic emissary is almost as good as being there. The stuffed animal is returned to the center with complimentary citrus fruit.

The tours have been such a hit that Sudachi Travel has already started planning for overseas tours.

Some might ask whether the carbon footprint left by a plane full of well-dressed stuffed animals on their way to take photos in New York or Disneyland has a place in today's CO2-conscious world. It's a tough question when considering that more than 20 percent of the population of the world's fourth-largest economy comprised elders above the age of 65 in 2007. That number is expected to reach 30.7 percent by 2030.

But as one 95-year-old attendee of the day center summarized after one of the trips: There's also immense value to be gained from exceptional acts of compassion.

“I want (my stuffed toy) to go traveling again,” remarked Noboru Fujita, after his envoy returned accompanied by the prized Japanese sudachi fruit.

What do you say to that?

Image of stuffed animal: Yasuhiko Ito

Image of traditional Japanese garden, Yamagata: Tanaka Juuyoh

Business should focus on people and purpose, not just products and profits according to Deloitte Touche Tohmatsu Limited's (Deloitte Global) fourth annual Millennial survey.  

Deloitte Global surveyed 7,800 graduates born after 1982 in full-time employment across 29 countries, including the UK, on effective leadership, how business operates and impacts society.

Over 70% of UK respondents say businesses have a positive impact on society, compared to 82% in emerging markets and 73% globally. However, 77% of UK Millennials, and 75% globally, believe businesses are focused on their own agenda rather than helping to improve society. Just 48% of UK Millennials say businesses show strong leadership on important social issues, compared to 61% globally.

Similarly, just 39% of UK Millennials say businesses act in an ethical manner, against 52% globally.

Steve Almond, chairman of Deloitte Global, said: ?“The survey sends a clear and strong message to business leaders that, to stay engaged with Millennials, they need to focus on their broader purpose and their people as much as they do on products and profits.”

Barry Salzberg, ceo of Deloitte Global, added: “Millennials want more from business than might have been the case 50, 20, or even 10 years ago. They are sending a very strong signal to the world's leaders that when doing business, they should do so with purpose. The pursuit of this different and better way of operating in the 21st century begins by redefining leadership.”

 

Picture credit: © Shmeljov | Dreamstime.com - Six Young Businesspersons Standing In A Row Photo