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Redwood: The Natural Solution to a Man-Made Problem

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By Charlie Jourdain

Mankind is ingenious if nothing else; and such inventiveness has allowed us to make incredible advances in science, technology and other pursuits that have made life easier. At the same time, some of our leaps and breakthroughs have resulted in unintended consequences that haven’t been kind to the environment.

At the California Redwood Association, we embrace science and technology, but we also believe that in many cases using products grown by nature can be the best decision for the environment and for the end-user. Sometimes, man does not need to add to what is already wonderfully designed.

We’ve discovered this as we’ve analyzed building products – most notably lumber used in decking. Though likely with the best of intentions, there are companies that try to use recycled plastic to create lumber (a composite, synthetic mix), but in doing so, contribute to carbon emissions through the use of fossil fuels. And just as unfortunate, composite lumber often gets dumped in landfills, where it doesn’t go away.

In the end, through what we’ve experienced and through an extensive Life Cycle Assessment and Environmental Product Declaration, we’re convinced that whenever possible we should responsibly use what the Earth has already provided. If so, we are much closer to being truly sustainable than cooking up products in the lab.

Over the last several decades, redwood lumber producers have turned the legendary wood species into what may be the most environmentally friendly building product in the world.

How? By truly embracing the attributes of redwood, which grows naturally only in a small region of the world, protecting redwood that is ancient, and then growing redwood on highly-regulated, private commercial lands zoned specifically for timber production. Redwood is so unique that it seems to have been made for building – fire resistant, insect resistant, durable, resists warping, strong and beautiful.

And how does it compare to man-made products?:


  • Renewable vs. Non-renewable: Redwood is grown using the soil, sun and water, and for every tree that is harvested in a privately-owned commercial forest, seven trees are planted. Developing man-made products requires using chemicals, fossil fuels, colorants, binding agents and fillers before being molded or extruded.

  • Carbon footprint: Redwood decks store carbon throughout their lives, and use significantly less energy and fresh water to be processed into lumber. A composite deck consumes 15 times more energy – 87 percent of that energy comes from non-renewable fossil fuels, a major source of carbon emissions.

  • Biodegradability: Redwood is biodegradable; when it’s lived out its usefulness it goes back to the earth to help make more trees. Composite decks, however, often go to a landfill.

We also believe that it’s important to remember that the huge redwood trees that come to mind for many – the towering and legendary trees – are protected in perpetuity on 100,000 acres of parks and protected lands.

All the members of the California Redwood Association (CRA) are committed to sound forest management practices to ensure that our forests will remain healthy, beautiful and productive for generations to come.  We take pride that 100 percent of CRA member owned timberlands are certified as well-managed by the Forest Stewardship Council (FSC).  This means responsible harvesting at sustainable levels and protection of the natural habit.  

At the California Redwood Association, we’ve seen the market come full-circle in terms of understanding the natural solution vs. man-made solutions. More and more homeowners and remodelers are realizing that to be truly green, it’s hard to improve on Mother Nature.

Charlie Jourdain is president of the California Redwood Association.

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Harnessing Young Talent for the Impact Sector

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By Shannon Houde

In many ways, millennials are the hope of the 21st Century -- and they've got a lot to teach us about social innovation. But to get them on board, business has to speak their language

"The youth of today" -- it's a typically derisory comment that anyone under the age of 30 will have undoubtedly heard from older people in their circle. Addicted to social media, valuing job satisfaction over job security, prizing individuality above conformity ... "The youth of today" wouldn't know real work if it jumped out of their tablet screen. But there's another way of looking at the millennial generation, and business leaders run the risk of losing out by not paying attention to them.

A fascinating report from my previous-employer, Deloitte, surveyed 7,800 members of the millennial generation across 26 countries, and the results were summed up as 'big demands and high expectations.' Millennials will comprise 75 percent of the global workforce by 2025, and the findings show that they want to work for organizations that make a positive contribution to society by addressing global challenges of resource scarcity, climate change and income equality. They also want to work for companies that support innovation, and identified the biggest barriers to innovation as management attitude, operational structures and procedures, and employee skills, attitudes and diversity. What's more, the report states that they are "ready to work independently if their needs are not being met by a traditional organization," implying an entrepreneurial spirit and attraction to alternative working structures.

This means big things for the impact and sustainability sectors. A young global generation -- connected culturally and spatially through technology, motivated by social good and seeking careers that facilitate innovation -- is exactly the kind of leadership business must harness if it is to adapt to the triple bottom line of economic, social and natural capital in coming decades.

So how do they do it? Well, if current findings are anything to go by, the answer is: badly. Another Deloitte survey -- this time looking at global human capital trends -- found that 66 percent of CEOs surveyed believe they are “weak” in their ability to develop millennial leaders, while only 5 percent rate themselves as “excellent." As Katie Fehrenbacher points out in a recent blog post: "Companies that are good at recruiting young talent talk about creating a 'mission-driven' culture. Google has known this for years and it’s only one reason why it tackles projects like putting $1 billion into clean power farms across the U.S. ... Social good is cool." More companies need to follow in Google’s mission-driven footsteps if they're to meet the challenge of attracting, retaining and developing young talent. In an interview with Inc.com, Deloitte's Josh Bersin sets out three useful strategies to help millennials see the opportunities in a company:


  1. They want face time, so devising leadership programs that let them spend time with senior leadership can help convince millennials that they could eventually rise to that level too.

  2. They want to jump around and explore new opportunities far more quickly than past generations, so map out vertical and horizontal career paths within your company clearly if you want to hold on to them.

  3. They need a different type of manager, one that focuses on graduating employees into better positions rather than hoarding talent, and giving them the opportunity to grow.


One of the most interesting observations around millennial talent acquisition came from a Stanford Graduate School of Business study that found that 90 percent of MBAs were willing to eschew financial gain in order to work for a company with a strong commitment to social good. This reinforces the idea that, with sufficient innovation, effective management and leadership development, impact organizations don't need the big bucks to attract the cream of today's talent - they need sustainability credentials.

 

According to an article on Forbes, corporations are seeing potential employees from top universities asking specifically about volunteering and community service, indicating that it is one of the criteria for an “employer of choice." As the authors put it, "companies that don’t consider magnifying their community footprint will be held accountable by future potential employees."

For today's business world, the key message is that Generation Innovation will lead the way on aligning social and environmental impact with financial performance. The key response is to put strategies in place now to ensure that they're doing it for your company, not the competitor’s.

If you’d like some practical advice and tools for incentivizing innovation and finding top young talent, contact me.

Image credit: itupictures, via Flickr/ CC BY

Shannon Houde is founder of Walk of Life Consulting, the first international career coaching business focused solely on the environmental, sustainability and corporate responsibility fields.

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Bridging the Gap: Connecting Buyers and Sellers of Sustainable Seafood

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If you've noticed a few more sustainable seafood options at your regular grocery chain, you're not alone. Greenpeace’s latest Carting Away the Oceans (CATO) report showed significant progress by large retailers in embracing sustainability in their seafood supply chains.

"When we first ran this assessment back in 2008, literally all of the stores failed," James Mitchell, senior oceans campaigner with the Greenpeace Oceans program, told Triple Pundit in a recent interview. "Now in our 2014 edition, the vast majority of retailers, 22 out of 26, passed. And four of them — Whole Foods, Safeway, Wegmans and Trader Joe’s — actually landed a 'Good' score." Even mega-retailer Walmart was lauded for its efforts to introduce a private-label sustainable canned tuna product.

Despite these promising steps in the right direction, noticeable gaps still exist in the market. Richard Boot, now founder and president of FishChoice, Inc., noticed one of these gaps while working in the restaurant industry and later for sustainable fishery advocate FishWise. Although large retailers have the opportunity to work directly with the environmental community to source sustainable seafood, he explained, local chefs and small- to medium-sized buyers are often left to their own devices -- and can become confused by the vast array of certifications and standards in the market.

"What chefs and small buyers needed was a resource to find a company with products that fit sustainability standards," Boot told Triple Pundit. "The challenge is that there's a lot of information out there. What buyers said -- and what I remember from being a buyer -- is that they need a 'yes' or 'no' answer and a phone number to call. If you're looking for sustainable shrimp options, you don't need to read a 25-page paper on sustainable sourcing, you just need to find a supplier."

In response to his observations, Boot founded FishChoice in 2008 to make it easier for small buyers to source sustainably and connect the best suppliers with a market for their fish. Unlike many seafood sites you may be used to, FishChoice does not rate or certify suppliers. Instead, the nonprofit works with recognized conservation organizations that have science-based, credible sustainable seafood programs, such as Monterey Bay Seafood Watch, SeaChoice and Vancouver Aquarium Ocean Wise, to put all relevant information in one place.

How it works

To be listed in the directory, suppliers submit their products, and FishChoice identifies if they meet the sustainability requirements of one or more of its partners. Those that meet the requirements are listed on the website alongside their aggregated sustainability ratings and certifications. Members of the FishChoice team speak with every supplier company personally to ensure accuracy of information.

If chefs, restaurants or small buyers are looking to expand their sustainable seafood offerings, they can simply register for the website to get full access. Using the FishChoice tool, these buyers can compare local suppliers side-by-side, contact their favorites and, in many cases, receive their chosen products the following day.

The FishChoice sustainable seafood directory has since grown to around 3,600 product listings, from over 400 suppliers, across an estimated 200 different species of wild and farmed finfish and shellfish. More than 4,000 seafood professionals, mostly from the U.S. and Canada, now use the service.

“We have been able to find many like-minded companies on FishChoice.com, both new vendors and new customers," Bob Fram of Hawaii-based Garden Valley and Isle Seafood said in a statement obtained by FishChoice. "We appreciate FishChoice.com working well with the seafood industry, and making an effort to educate people on what good fishing practices are going on around the world. [The organization] understands the seafood industry is not black and white, and has created a great tool for our industry based on this understanding”

 

Turning dollars into change

To take things a step further, Boot and FishChoice decided to leverage its network to help both buyers and suppliers become more sustainable: By featuring suppliers that support Fishery Improvement Projects around the world, buyers can spend their dollar where it counts and forward-thinking suppliers can better stand out from the crowd.

"Fishery Improvement Projects are a relatively new phenomenon in [the sustainable seafood] movement ... and it's grown to the point now where the industry is leading a lot of these improvements," Boot said. "We want to get involved mostly bc rewarding a fishery that's improving to me is one of the most important things we can do.

"Rewarding a fishery that's already good is one thing," he continued. "But to take a fishery that has actively changed its management policies as such that they're helping to increase sustainability over time, for us, that's incredibly commendable, and we want to reward that with access to markets that didn't already know about that fishery."


Fishery Improvement Projects (FIPs) have seen great success around the world in combatting overfishing and even reversing its effects. Boot pointed to the North Atlantic swordfish as an example. The species was once so overfished that it was featured as the poster child in the Give Swordfish a Break campaign. After an FIP formed and began changing the way quotas worked for catching fish, stocks are beginning to rebound.

"Some fish stocks are going to take 20 years to rebound because of the life cycle of the fish, but it's nice to see examples where the stocks are starting to come back," Boot said. "To know that we're able to give [model fisheries] more access to markets, that's as important as making it easier for our chefs."

What's next for FishChoice?

FishChoice has expanded rapidly since coming online in 2009. The nonprofit is constantly evaluating seafood programs to add to its current inventory, as well as establishing mutually beneficial relationships with like-minded organizations.

In the future, FishChoice plans to expand its repertoire of online tools for buyers and will likely move beyond seafood to other protein supply chains like beef, poultry and pork within the next three years, Boot said.

With the group's savvy approach to seafood sourcing, we can't wait to see what they have in mind for putting more sustainable food on our plates!

Image credit: Hoan Vo/Unsplash

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Harley-Davidson Signals Climate Change is Mainstream

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The following is part of a series by our friends at CSRHub (a 3p sponsor) – offering free sustainability and corporate social responsibility ratings on over 8,900 of the world’s largest publicly traded and private companies. 3p readers get 15 percent off CSRHub’s professional subscriptions with promo code “TP15.″

As previously seen on the CSRHub blog.

By Carol Pierson Holding

What is going to solve climate change? To borrow terms from technology, a distributed solution is underway that has moved along the technology adoption curve and is already entering the mainstream.

We’ve watched this distributed solution take form for a while now. Government regulation, which lagged at the federal level, is enacted globally at the city and community levels. Individual power plants are switching from oil and coal to the lower-emissions solution, natural gas, on their own and without regulation. Corporate social responsibility, which was isolated in its own department, has in many companies been distributed across the enterprise, with CSR departments providing only specific support functions like competitive benchmarking, measurement and reporting.

How do we know our distributed solution has reached the mainstream? Harley-Davidson, whose brand is arguably nonexistent without a combustion engine, just introduced an electric motorcycle. The dominant brand in motorcycles, Harley sells 36 percent of all motorcycles sold in the U.S., including 52 percent of all on-highway bikes.  It has a well-entrenched formula for customer loyalty that includes its unique sound. That’s so important that the company tried to trademark it, only giving up in 2000 after six years of legal wrangling.

But Harley’s core customers are largely Boomers so its average customer’s age — and as recently as 2010 its market share too — were declining.

The company needed to appeal to younger generations. It’s doing so with an electric motorcycle called the LiveWire.

How does a company capitalize on one of the most beloved parts of an electric vehicle, its silence, when your brand is synonymous with deafening noise? By creating a brand new sound. As Charles Fleming wrote in the Los Angeles Times’ last week:

“The (Livewire) debut marks a dramatic departure for the 110-year-old motorcycle company, which is hailed or hated for its powerful engines, loud exhaust pipes and brash rebel attitude. … It accelerates like a ballistic missile and sounds like a jet engine turbine.

As LiveWire designer Kirk Rasmussen said, "People get on this thinking 'golf cart,' but they get off it thinking 'rocket ship."” …That should appeal to younger male riders in particular, while the electric aspect should appeal to younger riders of both genders, who tend to be more sensitive to enviromental  (sic) matters.

There are many more dramatic innovations happening in emerging companies, like mushroom architecture described last week in Huffington Poststunning structures that grow themselves and are completely recyclable. But there are just as potentially meaningful changes in existing product lines from industry leaders, such as J.P. Morgan Chase’s bond funds for green projects.

Environmental efforts under the CSR rubric are also advancing. Most stunning for those of us who follow Apple Computer and its storied founder Steve Job’s rejection of social responsibility is new founder Tim Cook’s embrace of “better” ideas for reducing its environmental footprint. Stock market website SeekingAlpha reports on Apple’s change of heart:

The company was one of Greenpeace's Do Not Buys for a long period of time. Yet in the past year Greenpeace has been applauding Apple for eliminating toxic materials, materials in conflict areas, and setting a bar in 2014 for climate leadership. The company is now using 100 percent renewable energy at all data centers, which is setting the bar in the tech space.

These solutions are most remarkable when you realize they are happening independently, across industries, across companies, even when the innovations appear to undercut a successful, established brand, as in the case of Harley-Davidson.

From companies to individuals to institutions, everyone seems to be a part of the distributed solution. Conservative government and business leaders advocate climate change action in a just released report “Risky Business.” Millennials are moving away from private car ownership. And Harleys may soon sound like jet engines…or nothing at all.

LiveWire photo courtesy of: Christine Cotter/The Orange County Register/ZUMAPRESS.com

Carol Pierson Holding writes on environmental issues and social responsibility for policy and news publications, including the Carnegie Council's Policy Innovations, Harvard Business Review, San Francisco Chronicle, India Time, The Huffington Post and many other web sites. Her articles on corporate social responsibility can be found on CSRHub.com, a website that provides sustainability ratings data on 8,900+ companies worldwide. Carol holds degrees from Smith College and Harvard University.

CSRHub provides access to corporate social responsibility and sustainability ratings and information on 8,900+ companies from 135 industries in 102 countries. By aggregating and normalizing the information from 325+ data sources, CSRHub has created a broad, consistent rating system and a searchable database that links millions of rating elements back to their source. Managers, researchers and activists use CSRHub to benchmark company performance, learn how stakeholders evaluate company CSR practices and seek ways to change the world.

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Walmart Highlights Products From Women-Owned Businesses

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The latest initiative by Walmart to support women-owned businesses involves calling out their products on its shelves. Starting this fall, women-owned businesses can qualify for a special logo to be placed on their products through Women’s Enterprise National Council and WEConnect International. Once a women-owned business is certified by one of these organizations, meaning it is 51 percent owned, operated and controlled by a woman or group of women, the product can feature the new logo.

Companies like Sexy & Smart, a lingerie brand, and Maggie’s Salsa already plan to use the logo, and with the number of women-owned businesses in the U.S. at more than 8.6 million, Walmart is betting that number will increase. According to Growing Under the Radar, American Express's 2013 update of its annual study of women-owned businesses, from 1997 to 2013 the number of women-owned companies increased by 59 percent, while revenues grew by 63 percent.

“People are looking for reasons to feel good about the company they’re buying from,” Pamela Prince-Eason, CEO of Women’s Business Enterprise National Council told Bloomberg Businessweek.

Although products made by women-owned businesses are not guaranteed to be better quality or produced a certain way, like non-GMO or organic, Walmart is banking on research that shows that women, who make 80 percent of purchasing decisions, are more apt to buy products produced by other women. In fact, Prince-Eason wrote, "Ninety percent of Walmart’s women customers in the U.S. said they’d go out of their way to buy merchandise made by women."

Walmart's big push to support women-owned businesses started in September 2011, when the retail giant announced their Global Women's Economic Empowerment program, promising to buy $20 billion of products from U.S. female-owned businesses during the next five years and double sourcing from women-owned businesses around the world. In addition, Walmart promised to:


  • Implement a women’s empowerment program to train 60,000 women in 150 factories and processing facilities.

  • Train 500,000 women in the agriculture value chain in emerging markets.

  • Empower 200,000 women through job training, education, career counseling and mentoring in the U.S.

  • Train 200,000 women for their first jobs in retail in emerging markets through partnerships with NGOs, public schools, multilateral institutions and universities.

Walmart reports meeting many milestones, including donating $2 million in grants from the Walmart Foundation to the State Department and Vital Voices to provide training to women entrepreneurs, providing $25,000 to launch the Women at Work program, and, in June 2013, Sam’s Club committed to hosting Grow Your Business Boot Camp events in a minimum of 25 locations across the country.

Walmart also announced their Women in Factories program in April 2012 which will be rolled out to 150 factories in India, Bangladesh, China and Central America over five years, during which Walmart will provide critical life skills training, including communication, nutrition, hygiene, gender sensitivity and health to more than 60,000 women working in factories globally. In 2013, Walmart also launched Empowering Women Together, dedicating space on its website to products by women-owned businesses around the world.

Why does Walmart throw its weight behind women and women-owned businesses? On its website, Walmart says,

"Walmart believes empowering women economically will make us a more successful retailer. The majority of our 200 million customers are women, and women control $20 trillion of annual consumer spending globally. Our women’s empowerment initiative will help us better serve and understand our customers around the world. In addition, with 90 million women estimated to join the global workforce by 2013, we want to help educate, source from, and open new markets for those women because we know it boosts wages and economic growth."

Will consumers buy products simply because they are made by women-owned businesses? Walmart's numbers make a strong argument that they will, but we will find out come September when the logo hits the shelves.
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Climate Change: Old Cell Phones Can Now Protect Old Growth Forests

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Environmental groups have long been searching for a way to stop illegal deforestation in old growth forests. According to Interpol, up to 90 percent of the logging that takes place in tropical rainforest areas like Africa, Asia and South America isn’t by large corporations that own the tracks of land, but by illegal poachers who can use stealth and advance planning in dense areas where surveillance is difficult and costly.

The environmental advocacy organization Rainforest Connection (RainforestCx) has figured a way to get around this problem and make it easier for law enforcement agencies and advocacy organizations to stop illegal cutting while it’s happening. And like any great ecological brainstorm these days, they’ve also figured a way to underscore the importance of what musician Neil Young refers to as the connection between the “rainforest and you”: the cell phone.

There’s no end to the places to unload our retired, semi-functioning cell phones these days, but this may be one of the first that directly helps protect the forest from mass deforestation. Techies at the San Francisco-based startup have figured a way to convert old Androids and other cell phones to surveillance systems that “hear” suspicious sounds like chainsaws and transmit that information to monitoring stations. Law enforcement can then apprehend the team in action. They've also come up with a Kickstarter campaign to promote the idea and raise the funds to put into action.

Stopping deforestation numbers not only benefits the regional area, but is also a fundamental must for halting climate change, say researchers. According to RainforestCx’s estimations, one transmitter can protect one square mile of forest from being cut down – which translates to saving as much as 15,000 tons of CO2 from being released into the atmosphere. While it may take a lot of transmitters to cover the 2.5 million miles of the Amazon Rainforest Basin, the concept provides a starting point for protecting old growth forests in areas where covert listening systems are often one of the only real cues that illegal deforestation is taking place.

To protect the unit from vandalism, RainforestCx will camouflage the posts and affix them high in the trees. The organization says that earlier tests indicate that the units are undetectable to poachers and have already proved successful stopping illegal cutting in the dense and valuable Kalaweit Gibbon Sanctuary in Indonesia.

And there’s one other benefit to RainforestCx’s idea: Cell phone users will be able to tap into the sounds captured by the transmitters and actually hear what a rainforest sounds like, anywhere in the world.

The Kickstarter campaign is off to a good start. With only 19 days left to go, the campaign has already raised more than two-thirds of the $100,000 RainforestCx says it needs to launch the program. Supporters can choose pledge amounts that range from $10 to $10,000 with varying rewards, of course. They will also get the benefit of knowing they’ve launched a new, experimental concept for protecting the Earth’s valuable old growth forests, and just possibly, helping to slow climate change. Images and video courtesy of Rainforest Connection.

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4 Entrepreneurs to Look Up to When Starting Your Own Business

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By Miles Young

What does it take to become a household name like Gates? Jobs? Zuckerberg?

It wasn't just their great ideas that turned them into moguls. An incredible idea means nothing unless you can think of a way to deliver it to the masses in a way that's hard to ignore. These four up-and-coming entrepreneurs are making waves in their respective industries because each of them has found a way to make a statement with their product. Each demonstrates a particular quality that set them up for success. They know what it takes, so what can you learn from them when starting your own business?

Nick D'Aloisio


Australian native Nick D'Aloisio was just 15 when he released Trimit in 2011, an iOS app designed to condense text content down into 1,000, 500 or 140 characters. In an age when consumers like their news and information in tiny, tasty bites, D'aloisio's idea was spot-on.

The proof is in the pudding. Apple caught wind of Trimit and featured it as a new and noteworthy app on iTunes shortly after its release.

As it gained popularity, it also gained the attention of Hong Kong billionaire Li Ka-shing, who granted D'aloisio $300,000 in venture capital to take his creation to new heights.

Just a few months later, a later version of Trimit named Summly hit the app markets and consumers went crazy for it. In March of 2013, Yahoo! bought Summly for a whopping $30 million, making D'aloisio one of the youngest self-made millionaires in history. Just recently, the Wall Street Journal named him "Innovator of the Year."

Believe it or not, this 18-year-old isn't calling it a day. He told the Wall Street Journal that he's ready to keep going and start another company.

"I want to be passionate," he said. "I feel really bad when I'm not doing something new."

His passion for creating will serve him well, and all aspiring business owners would do well to take a page from his book. Success breeds success, so don't settle for just a little. Aim high, and when you get there, aim even higher.

Madison Robinson

Not many people can say they became a millionaire before they could legally drive, but Madison Robinson is on track to do just that.

When she was only 8 years old, she came up with the idea of Fish Flops, light up flip-flops for kids. It's a wonderful idea, charming in its simplicity, perfectly suited for a young demographic of future fashionistas and beach bums alike.

Robinson rallied her friends and family to help out with financing and was able to gather the materials to turn her drawings into a product that trade fair retailers adored. Powerhouse department stores Nordstrom and Macy's, along with 30 other stores, caught wind of Fish Flops and have placed their orders.

Robinson still designs each pair herself. She has also learned how to pack shipments, stock warehouses, host a trade booth, and pitch her product.

Her willingness to learn and desire to stay close to her product have served her well. $1.2 million in retail sales proves that a hands-on approach is a major key to success.

You don't have to be a 15-year-old girl to learn the trade by staying in the trenches. Your first business venture will be a learning experience, so take advantage of every moment.

Shane Smith

When Shane Smith cofounded youth magazine Voice of Montreal in 1994, he probably never dreamed that his indie operation would grow into the 100 million user-strong Vice Media.

Voice of Montreal eventually evolved into Vice, a magazine that focused on arts, news, and culture. The company expanded its reach to include a film company, record label, publishing company, and a video journalism news outlet.

Forbes estimates that Smith is worth around $400 million. Smith's company had no outside investors for years, but 21st Century Fox recently invested $70 million into Vice, setting its value at $1.4 billion.

Besides being willing to diversify, Smith said he owes his success to one piece of advice from Spike Jonze.

"The best piece of advice I ever got from anyone was when Spike Jonze said take money out of the equation", he told Forbes. "And that's actually when Vice started making lots of money. That's when I stopped worrying about money and started worrying about what I wanted to do."

Money is obviously a motivating factor for many when they think about starting a business, but that can cause priorities to become muddled. When CEO Shane Smith focused on growing his business in the way he envisioned it, the money part fell into place. It didn't dictate his every move. It was a perk.

Brian Wong

While on a flight, Brian Wong watched as his fellow passengers played games on their iPads. The games featured large advertisements that brought no real value to the experience, which Wong felt was a major oversight by marketing experts.

What's more annoying than advertisements that do nothing more than take up space? Wong saw this as an opportunity to reach consumers when they're most engaged: the moment of achievement.

So, he developed Kiip, a mobile apps reward platform that brands use to reward consumers when they earn an achievement: high scores, level ups, increased activity levels, etc.

According to Forbes, Kiip reaches 70 million users across 1500 apps. He's partnered with companies like Victoria's Secret, Amazon, and Best Buy who use his product to reward customers with coupons, gift cards, and more when they earn an achievement.

What can we take away from Wong's success? Marketing strategies can mean the difference between a so-so business venture and an incredible one. Engaging consumers at just the right time is a great way to make sure your business stays with them.

You'll have a lot to learn before starting your own business, but thankfully many entrepreneurs have come before you. Their stories are full of mistakes and triumphs that will help guide you on this new adventure.

Who knows? If things go well, future entrepreneurs could learn success from your story.

Image credit: 1.) OFFICIAL LEWEB PHOTOS, Flickr, 2.): toparakseno.blogspot.com, 3.) Heisenberg Media, Flickr, 4.) kris krüg, Flickr

Miles Young is a freelance writer, designer and business columnist. You can follow him on Twitter @MrMilesYoung.

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Innovation and collaboration celebrated at Champions Awards

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Flooring that converts footsteps into renewable electricity, a house built almost entirely from waste products and Sky’s Rainforest Rescue campaign with WWF were among the winners at last night's 2degrees Champions Awards.

The annual awards, now in their second year, are the only ones voted for entirely by peers. This year there were 240 entries, a 140% increase from last year, and 7,473 votes were cast.

The University of Brighton’s  “Waste House” won both the Building or Property Project award and the Waste & Resource Management award. It has proven that  it is possible to build a house almost entirely from waste products. By collaborating with local construction companies, factories, the council and schools, the Waste House is also an investment in educating the next generation of designers and builders to think and build sustainably.

Pavegen won the Energy & Carbon Management (Long-Term Payback) award, for its innovative flooring tile that converts the kinetic energy from people's footsteps into renewable electricity. Installed successfully at sites around the world, including the 2013 Paris Marathon and London 2012 Olympics, the Pavegen flooring tiles are designed to encourage communities to engage with a tangible and people-powered solution, and help them recognise the opportunities for an innovative off-grid energy technology.

The External Communications Campaign award was given to Sky for its Rainforest Rescue campaign. It is an integrated partnership with the WWF UK, WWF Brazil and government of the state of Acre in Brazil, delivered over four years. Sky’s research shows that 40 per cent of its customers are now more aware of the issue of deforestation and now understand why it is important.

The Solution of the Year Award was collected by Vegware for its range of compostable food packaging, while Pukka Herbs won the Supply Chain Management award for encouraging its supply chain to adopt the FairWild Standard.

The Sustainability Champion of the Year was named as Eldad Umenjoh, who has successfully changed the attitude of palm oil farmers in Cameroon, and the Social Value award was given to Carbon Solutions Global for its project which teaches local farmers in Hungary the importance of using environmentally sound fertilizer.

HRH The Prince of Wales was voted 2degrees Personality of the Year for his contribution to a whole host of environmental causes and business programmes, including The Prince’s Rainforests Project, beating Matt Damon, Calum Richardson, Russell Brand, the Arctic 30 and Paul Polman.

Martin Chilcott, ceo, 2degrees commented: “This year’s award winners are an incredible collection of individuals and companies who have changed the way we think about sustainable business. Each award represents years of commitment to thinking afresh, tackling inefficiencies and trailblazing ground-breaking solutions which have a positive impact on society. The 2degrees network provides businesses with an opportunity to showcase best practice, build relationships on and offline, and inspire others to start their sustainable journey.”
 

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Successful Sourcing for LEED: From Building to Maintenance

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For many of us, green building design is still a confusing concept. Even though LEED, the U.S. Green Building Council’s signature environmental rating system, has been around since the 1990s, figuring out what makes a “green building” and what steps are associated with meeting LEED requirements often seems challenging to prospective home owners.

That’s in part because of a simple, underlying principle of the LEED rating system, says Josh Jacobs, UL Environment’s technical information and public affairs manager: It’s always improving.

“Our understanding [of sustainable construction] gets better, our technology gets better, the manufacturing process gets better, our construction tools get better and the marketplace becomes more educated and adapts more,” says Jacobs. The standards that define sustainable construction gradually improve. As the USGBC updates each version of its LEED rating system, expectations that define healthy living environments are raised as well.

Unfortunately, however, understanding what’s needed to meet that new benchmark can be a time-consuming proposition. USGBC’s newest and long-awaited Version 4, which was released last fall, still presents a learning curve to both architects and contractors, not to mention homeowners unfamiliar with the rigors of LEED-compliant construction.

And that’s where UL Environment has been most successful in filling a niche. With its longstanding experience in product compliance validation, it’s had great success in finding ways to translate technical concepts and rating systems into terms that both builders and their customers can understand.

“We help manufacturers communicate their sustainable attributes to the marketplace,” says Jacobs. That attribute can be the value of new environmental design concepts listed under the LEED v.4 point system, or the integrity of a specific air quality system for that same structure.

I asked Jacobs what the fundamental questions and steps are that those new to LEED need to keep in mind, whether they are builders trying to understand the LEED v.4 certification process or homeowners considering the benefits of certifying their future green home.

What are your goals?


Just because you are building a LEED-certified building, says Jacobs, “doesn’t mean that you are going to do things necessarily from a planning any different from an every day ‘normal’ building. As with any building, you need to understand what the goal of that building is.”

Is it meant to function as a family house, an office space, a multi-family structure or a family retreat? Each have basic planning requirements irrespective of whether they are being designed to be LEED-compliant or not. Deciding on what you are trying to attain before you enlist the services of an architect or contractor will yield a better outcome, both in compliance and cost.

What level of LEED certification are you looking to attain?


LEED’s four certifications meet different needs and are determined by the points you meet in your construction. But figuring out whether you’re aiming to build a state-of-the-art LEED Platinum building with its own energy production and enhanced water-saving features, or a building that is energy efficient is an important first step.

With that comes figuring out what you want the building to be able to handle. Do you want innovative water conservation systems added, and cool roof properties to reduce the effects of global warming on your energy usage? Make sure your contractor knows what kind of "green building" attributes you're aiming for.

What local environmental factors do you need to consider?


Green Building Councils differ from region to region because environmental demands also differ. “What matters to Seattle, Washington … is different than what matters to Atlanta, Georgia,” says Jacobs. “So the regionalization of sustainability is incredibly important.”

In some areas, city building codes work hand-in-hand with design codes set down by the GBC. In BaltimoreBoston and Vancouver, British Columbia, green building standards are enforced by city governments. The state of California also has its own state-wide green building requirements.

But equally important are those regional areas that aren’t governed by public green building codes and benefit from the optional LEED-certification program. LEED’s Indoor Quality credit system, for example, awards points for the absence of radon, volatile organic compounds and other contaminants. And UL Environment provides validation services and product guides that enhance this process, making it easier for builders and contractors to meet LEED requirements.

Both LEED v.4 and UL Environment address healthy living

Transparency, performance and the human impact of materials and environment are at the core of LEED principles. They are key to UL Environment’s programs as well. Products and systems that support these considerations will yield the greatest outcome when it comes to the operation and safety of your new home.

“UL now, with the creation of UL Environment in the last 7 years or so, is really starting to put a flag in the ground that says, 'Look, safety needs to be redefined in our new world,'” Jacobs says. LEED, combined with UL Environment’s validation programs, has been expanding that understanding by making sure that construction guidelines go beyond durability.

“[Safety] is more than that … The new definition of safety is more all encompassing,” he continues. And ensuring a healthy living environment that is sustainable as well as comfortable is at the heart of that new safety concept.

Image credit: USGBC

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Water and Energy Conservation Opportunities in the Paper Industry

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365
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As we study the key systems upon which our human population depends, it quickly becomes clear that water and energy are essential. Not only are they essential, but they are also inextricably linked. It takes energy to move, heat and purify water. It also takes a great deal of water to produce energy, whether it’s from hydropower or from thermal power plants, both nuclear and fossil fuel-fired.

The most prominent example of this interdependency is in agriculture, which uses enormous quantities of both energy and water. The paper industry differs from agriculture for a couple of important reasons. First, 72 percent of the fiber used in paper comes from trees which are rainfall-fed. This, in water conservation parlance, is considered green water -- which is distinguished from surface and groundwater, referred to as blue water. Agriculture also depends on rainfall, but in many cases it is supplemented by a great deal of additional water via irrigation, which is why the industry is by far the largest water consumer in the nation.

Most of the water used in the paper production life cycle is used during the manufacturing process, primarily for conveyance of the fibers as they are extracted from logs as wood chips, and through the pulping process. By the same token, most of the energy used in paper-making goes into cooking the pulp, in order to remove the fibers, and drying the wet fibrous mat as it comes out of the paper machine before it is rolled up and ultimately cut into reams or converted into cardboard. According to this Energy Star report, more than $7 billion worth of energy was purchased in 2009 for the manufacture of pulp, paper and paperboard. This is primarily used as boiler fuel for both process-steam and power generation.

Of course, there is an opportunity to do things in a smarter and greener way. There is a great deal of residual biomass such as bark that could be used to produce energy. International Paper does exactly that, generating 72 percent of its energy from forest residuals. The company has also been working to improve energy efficiency, with a goal of a 15 percent reduction in purchased energy by 2020. An investment of $290 million has led to a reduction of 9 trillion BTUs per year.  At current coal prices, that will pay for itself in 8 years, though if natural gas is substituted, it could take longer. Since 2010, the company has reduced its purchased energy usage per ton of paper by 3.7 percent.

Some examples include:


  • Eastover Mill in South Carolina leveraged a $21 million investment to reduce energy consumption by 26 percent. This resulted in an elimination of 50,000 tons of coal per year.

  • Svetogorsk Mill in Russia launched a new 25-megawatt combined heat and power system (CHP), which generates electricity and process steam at efficiencies significantly higher than standalone power generation. That’s enough for 16,000 U.S. homes, with steam being provided as an essentially free byproduct.

  • Maysville, Kentucky Mill invested in paper machine heat recovery, which should save the equivalent of 12,000 tons per year of coal annually. The project takes hot exhaust gas from the paper drying process and uses it for heating water, decreasing the need for fossil fuel.

On the water side of the story, I spoke with Adam Miklos, International Paper’s Business EHS manager, responsible for water, about the company’s progress in this area.

What’s important to understand, when talking about water conservation, is that we’re really talking about conserving available water. Whenever water is used, most of it generally makes its way back into the water supply, locally, through the sewer system. The rest is either removed through evaporation, or is actually bound up in the product. All of that will eventually be returned to the planetary supply, but it is removed from the local water supply and is therefore considered consumed. Of course, any water that is contaminated must be treated before it can be safely used again for all purposes.

Triple Pundit: Can you give us a little background on the role that water plays in the papermaking process?

Adam Miklos: Water is often used to help convey the various materials through the process. We take incoming wood and digest chips until we have fiber in an aqueous solution. Then we wash and bleach the pulp. Ultimately it gets sent into a paper machine where it is laid out on a wire that forms the sheet of paper, which is then dried. So there are various points in the process where we are adding water, extracting water and evaporating water. Additionally, water is used for things like cooling equipment and providing steam.

3p: So where have you found the opportunities to conserve?

AM: Historically, most of the water that was used in the process was fresh water. Either it was extracted from the ground, a river or a public water supply. That fresh water was directly applied to one part of the process, and then it would be considered used, and sent to the water treatment plant. The biggest change, over the past twenty to thirty years, is the internal reuse of that water. So now we take the effluent from one step in the process and use it in another step, depending on the requirements of each step and the quality of the effluent. If the effluent is warm, we try to use it in a process step that needs warm water. If the contaminant level is low, then we direct it to another step in the process where that level is acceptable.

3p: Is that philosophy used throughout the process?

AM: Yes, though it is easiest to see in our washing operations, in a process called counter-current washing, where the cleanest water coming off the last stage is directed to the next cleanest stage and so on. The water is recycled all the way through that process. Some water is used for cooling equipment and even, then circulated through cooling towers, where the heat is removed and the water can then be reused. We only add water to those process to make up for water that has evaporated or water that has to be purged due to contaminant levels.

3p: What kind of reductions has this led to?

AM:  Since the 1960s, we have reduced the amount of water required to make a ton of finished product by 50 percent.

3p: Is that on a gross or net water basis?

AM: We look at the total withdrawals. That’s how much water we take into our facility, in total, to make each ton of paper. We also look at how much water we put back into the receiving stream. The difference between those two is what we call our consumptive use.

3p: So how much water is that?

AM: For 2013, we used roughly 46 cubic meters of water per metric ton of production, throughout the enterprise.

3p: Is that the consumptive use or the withdrawal?

AM: That’s the total withdrawal. Consumptive use varies from facility to facility. Typically, it runs between 5 to 7 percent of the total withdrawal. Most of that consumption is the water that has evaporated in the process, either when the paper is dried, or through natural processes as it makes its way through the water treatment system.

3p: So compared with traditional methods, you’re probably withdrawing less than half the amount of water.

AM: That’s correct.

3p: You mentioned a number, which is an average across the enterprise. How much does that vary from mill to mill?

AM: We’re a collection of different types of mills. We’ve got some mills that make brown paper. We’ve got some mills that make recycled paper and some that make bleached paper. There are different levels of water intensity across those different mills. Some of our bleached mills, may, in fact be over a hundred cubic meters per ton, but when you look in totality, our average is around 46.

3p: How does recycled paper factor in?

AM: In some cases, recycled fibers are blended in with virgin fibers to produce finished products.  In other cases we are using 100 percent recycled fiber to make our products. When you look at the spectrum of water use in our facilities, mills tend to use more water because they require a number of additional process steps, including, in some cases, an oxygen delignification step. These steps, which essentially convert a brown fiber to a white fiber, require a higher utilization of water. Recycled mills, on the other hand, do not require a wood yard. They do not require a chemical pulping process. What we’re doing in those mills is taking in recycled fiber, breaking it back down to individual fibers and then sending it into the paper machine. They tend to be very efficient in terms of their water usage.

3p: So using recycled paper really helps reduce water consumption.

AM: Yes. But recycled paper has advantages and disadvantages when compared to virgin paper in terms of its strength characteristics and the range of applications that’s its suitable for. But where it’s suitable, it’s a very water efficient product.

3p: Relative to that that 46 cubic meters that you withdraw on average, how does recycled paper compare?

AM: Roughly 10.

3p: That’s quite a difference. Good to know.

AM: We have a number of mills that make varying grades of paper, with different proportions of recycled content. We’re able to do that because we have pulping lines and recycled lines co-located.

3p: So what other areas are you looking into for additional opportunities to reduce water consumption?

AM: We think it’s pretty much an issue of reuse. Many of these processes fundamentally depend on using water. So it’s about figuring out how we can clean it up and use it over again. We are working with some of our chemical vendors to improve the chemical addition process, adding new injection technology so that we can use less dilution water. That helps us save water and energy, since much of that dilution water must be heated. Some paper machines can use clarified white water instead of fresh water, in the machine’s shower water systems. It’s a continual evaluation, looking for opportunities. We think most of the low-hanging fruit has been picked, so now we’re looking higher up in the tree.

3p: What priorities drive your search?

AM: We’re looking at those facilities where our water risk is the highest. So if we’re in an area where there is acute water stress, we’re taking additional steps to align our water use and our water investments with whatever constraints might exist in a given area. Our priority is to minimize our impact and preserve our ability to continue producing paper in those areas. The last thing we want to do is to use water irresponsibly in a water-stressed area.

3p: Can you give me some examples of what you’ve done in water risk areas?

AM: We’ve got a paper mill in Kenitra Morocco. There is very little water there. We’ve reduced our water use within that mill by almost 50 percent since 2010. We did it using technologies that were less common in that region and applying them there. Another example, in Pensacola, Florida, where there are groundwater issues, we are using reclaimed water from the local utility authority to help offset groundwater use.

3p: What are your goals moving forward?

AM: We’re doing a strategic water mapping exercise this year, from which we will determine both the opportunities and specific targets.

Image courtesy of International Paper

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 eco-thriller Vapor Trails. RP 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.

Follow RP Siegel on Twitter.

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