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Hurricanes, earthquakes, a pandemic and now war.

Chef José Andrés and World Central Kitchen (WCK) are once again answering the call to feed those in need, whatever the crisis. This time, they are providing meals to Ukrainian refugees in what has already been called the largest European mass migration event in over 30 years.

At least 660,000 people, mainly women and children, have fled Ukraine in the first five days after the Russian attacks began, according to the United Nations Refugee Agency. More than 280,000 of these refugees have relocated to Poland, crossing from one of the eight entry points on the Ukrainian-Polish border.

Tens of thousands of meals for Ukrainian refugees in just one week

On Feb. 24, Andrés tweeted that he and his WCK team were on their way to Poland to set up operations. The next day, CEO Nate Mook shared that a WCK team at one of the crossing points in Poland had already distributed 1,700 hot meals that evening alone.

Since then, the announcements have continued coming and coming from different WCK sites opening not only across Poland, but also in Romania and Moldova. At each location, thousands of free hot meals, especially soups and stews, are served each day — often in below-zero temperatures and snow flurries.

“Soups, in these freezing temperatures, are highly needed for everybody, especially for people who have been walking for hours, if not days,” Andrés recently told the Washington Post.

Mook estimated WCK would serve 10,000 meals on Monday, March 1, and an additional 25,000 the next day.

First to the front lines

How is World Central Kitchen able to feed so many large crowds so quickly, especially in an area seemingly in chaos with more people streaming in every hour?

As stated on its website, WCK “is first to the frontlines” and “by partnering with organizations on the ground and activating a network of food trucks or emergency kitchens, WCK provides freshly made, nutritious meals to survivors of disasters quickly and effectively.”

Chef Andrés, a Spanish-born restaurateur with almost 30 restaurants worldwide, founded World Central Kitchen in 2010 to provide fresh, nourishing meals when communities need them most. Andrés and WCK garnered international attention for their fast response in Puerto Rico following Hurricane Maria in 2017, serving more than 3.6 million meals when other organizations couldn’t even get on the island. They did this by utilizing a network of local food trucks, restaurant suppliers, culinary schools and more to get to where people needed hot meals the most.

“To a chef, the world is full of kitchens, each one an opportunity to get involved and feed people in need,” Andrés said in a 2018 interview with TriplePundit after being named the 3BL Forum’s Humanitarian of the Year. “I know the importance of action, of diving right in, of the urgency of now.”

#BuildLongerTables, say #ChefsForUkraine

Since the efforts in Puerto Rico, Andrés and WCK have gone on to feed communities in countries including Mozambique and Guatemala. They have also fed those in need in the U.S., serving meals to those affected by natural disasters, wildfires and the COVID-19 shutdown in March 2020.

Last year, Amazon founder Jeff Bezos awarded Andrés $100 million to further World Central Kitchen’s mission. On Feb. 25, Andrés tweeted that he was using funds from the prize to help offset costs for assisting Ukrainian refugees.

In this same video, an emotional Andrés stressed the need for everyone to focus on building what he often refers to as “longer tables” to feed and support those most in need.

“We need to be a force for good. Do you know how we do this? By believing in longer tables, we don’t start bombing. Food at the center of communities: That’s the way we will build a better world.”

Image credit: World Central Kitchen via Facebook

Ukraine’s prospects for holding out against Russia’s invasion are looking dim. Nevertheless, the actions of the Ukrainian people and the nation’s president, Volodymyr Zelenskyy, have jolted the world order: In three or so days, together they provoked a largely united worldwide stand after 30-plus years of shenanigans in Moscow failed to nudge global political and business leaders to act.

But even though a few major energy companies have made some big announcements about their operations in Russia over the past few days, the wider industry hasn’t shone too brightly since the outbreak of war last week.

As Kerry Washington’s character in her television drama Scandal always reminded us, it’s all about the optics. Somehow, that message was lost on major players within the global energy sector.

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Take the American Petroleum Institute’s (API) blog posted last week. Arguing for an “unleashing” of domestic oil production, the API accused the Joe Biden White House of continuing to “block” energy production. Data from the U.S. Energy Information Agency (EIA) shows that despite new regulations, the production of fossil fuels is hardly stalling. Other than the months during the peak of the pandemic, U.S. oil production has continued to climb and is on target to keep increasing through 2023 — a legacy of former President Barack Obama’s “all-of-the-above” energy policy.

If anything, the API’s critique of the Biden administration also comes across as an excuse to allow more fracking, oil drilling and pipelines:

“At a time of geopolitical strife, America should deploy its ample energy abundance — not restrict it.”

“… few things are more critical right now than providing energy security to American consumers as well as our allies abroad.”

“Finally, the administration should broaden exemptions to its own guidance blocking U.S. financial support for natural gas infrastructure projects overseas. Why hinder trade and commerce both sides want?”

Endless debate over U.S. energy policy aside, such chatter obfuscates the point that independent journalist Judd Legum made yesterday: Energy companies have long had a strong role in keeping Russia’s president, Vladimir Putin, in power.

Legum’s list of receipts is long, so here’s a start: ExxonMobil’s operations in Russia were part of its former CEO Rex Tillerson receiving one of the nation’s highest honors given to foreign citizens. Until recent announcements, international energy companies shared a huge role in extracting Russia’s oil and gas, allowing the country to build hundreds of billions of dollars in foreign currency reserves. As recently as January, the API urged the U.S. Congress to “limit” sanctions on Russia as it lurched toward armed confrontation with Ukraine.

“The reality is that ‘unleashing’ America’s energy would take a long time before it made any meaningful impact in Europe. New fossil fuel projects take years to come online. A more effective way to weaken Russia’s geopolitical influence is to accelerate the transition to clean energy,” Legum concluded. “This would not only help Europe achieve net-zero emissions — and stave off the most catastrophic impacts of climate change — but would also subvert Russia’s attempts to use natural gas as a political weapon.”

Image credit: Markus Spiske via Unsplash

BP caught the attention of energy observers earlier this week when the company walked away from its fossil energy operations in Russia, citing the country’s unprovoked, murderous attack on Ukraine. Shell followed shortly after, and ExxonMobil announced it would make no new investments in Russia while ending its involvement in a project on Sakhalin Island. Whether these moves result in any benefit for global climate action remains to be seen, but it does indicate that forward-looking fossil energy stakeholders foresee more secure pastures elsewhere as the global economy decarbonizes.

BP issues a strong statement on Russia

BP announced its decision in a press release dated Feb. 27. The company dropped its 19.75 percent share of the Russian company Rosneft. In addition, both of the BP-nominated Rosneft board members abruptly resigned their positions.

“Russia’s attack on Ukraine is an act of aggression which is having tragic consequences across the region,” BP Chair Helge Lund said. While taking note of a close 30-year relationship with “brilliant Russian colleagues” in the fossil energy business, Lund made it clear that Russia’s new status as a reviled nation is not a good fit for the company’s recently revived “beyond petroleum” slogan.

BP CEO Bernard Looney seconded that thought. “Like so many, I have been deeply shocked and saddened by the situation unfolding in Ukraine and my heart goes out to everyone affected. It has caused us to fundamentally rethink BP’s position with Rosneft,” Looney said in a public statement.

Shell lays the groundwork for next steps

Shell followed suit just one day later. On Feb. 28, the company announced it will drop its joint ventures with Russia’s Gazprom and related entities. That includes a 27.5 percent stake in a liquified natural gas (LNG) facility and a 50 percent stake in the Salym oil fields and the Gydan exploration project. In addition, Shell announced plans to end its role in the notorious Nord Stream 2 pipeline project.

“We are shocked by the loss of life in Ukraine, which we deplore, resulting from a senseless act of military aggression which threatens European security,” said Shell CEO Ben van Beurden in a company press release.

Van Beurden also laid the groundwork for next steps, for both BP and its own operations. “In discussion with governments around the world, we will also work through the detailed business implications, including the importance of secure energy supplies to Europe and other markets, in compliance with relevant sanctions,” he added.

A big opening for liquid natural gas

The actions taken by BP and Shell should not be interpreted as a significant step toward decarbonization. It is unclear to what extent, if any, Rosneft or Gazprom will suffer operational impact from the loss of those investors.

In addition, as indicated by van Beurden, the Russian invasion of Ukraine has finally forced Europe to deal with the consequences of its dependence on natural gas from Russia. In the near term, the response will most likely involve an increased reliance on liquid natural gas and petroleum from the U.S. and other allies.

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BP and Shell both have positions in U.S. oil and natural gas production, giving rise to the possibility of ramping up their U.S. operations.

U.S. fossil energy stakeholders have been casting an eye on the LNG market in Europe for many years, and federal restrictions on exporting such fuel from the U.S. began to loosen during the Barack Obama administration.

Opposition to new LNG export terminals and new gas pipelines has been fierce, and the U.S. Federal Energy Regulatory Commission has just issued new rules that would make new permits difficult to justify. However, Russia’s murderous rampage through Ukraine could put those efforts on the back burner, at least temporarily.

A bigger window for renewable energy

Nevertheless, from a renewable energy angle, it is no coincidence that BP and Shell are the first two fossil energy stakeholders to drop their operations in Russia.

Significant opportunities to invest in wind or solar resources in Russia have been slim to none, but there is an abundance of openings elsewhere, which both Shell and BP are exploring to great advantage.

After its initial “beyond petroleum” campaign fizzled out, BP launched a new iteration in 2017 alongside a $200 million solar stake in the developer Lightsource. The company’s foothold in renewable energy has surged since then, including a 50 percent stake in Equinor’s offshore wind business and a 9-gigawatt solar deal in Texas announced last summer.

Shell is also known for its leadership role in offshore wind energy, and both companies have been eyeing massive new offshore wind opportunities in the U.S.

All eyes on ExxonMobil

It is also no coincidence that both Shell and BP are exposed politically, due to the location of their global headquarters in the U.K. (Shell relocated from the Netherlands last year.)

The U.K. has a longstanding security agreement with Ukraine through the 1994 Budapest Memorandum. Ukraine denuclearized in exchange for security agreements with the U.S., Russia and the U.K., as outlined in the memorandum.

Russia has steamrolled over its end of the bargain, but the U.S. and the U.K. are still obligated to hold up their end. As of this writing, much of the public pressure is falling on the U.K., partly due to Prime Minister Boris Johnson’s reportedly cozy relationships with former U.S. President Donald Trump and various Russian oligarchs. The result adds to the layers of additional brand reputation risks on BP and Shell.

U.S. President Joe Biden has taken the lead on rallying Western allies against Russia, and that may have helped insulate ExxonMobil from criticism, at first. However, now that BP and Shell have taken action, the media spotlight has turned on ExxonMobil, which in turn issued the aforementioned press release yesterday.

Earlier this week, Reuters noted how ExxonMobil had owned a 30 percent stake in the Sakhalin Island project, along with Rosneft, SODECO (Sakhalin Oil and Gas Development Co.) of Japan and India's ONGC Videsh. “The group with Exxon as operator has exported more than 1 billion barrels of oil and 1.03 billion cubic feet of natural gas since production began in 2005,” Reuters reporter Gary Mcwilliams added.

A rock and a hard place for ExxonMobil

Unfortunately for its shareholders, ExxonMobil has failed to make any meaningful attempt to diversify its energy business.

In sharp contrast to Shell, BP and several other leading global energy firms, ExxonMobil has focused its renewable energy activity almost exclusively on research and development in the area of algae biofuel, a field that is many years away from making any significant impact on climate management.

The carnage in Ukraine could finally convince ExxonMobil CEO Darren Woods that the time for action is now. If the human catastrophe won’t change his mind, the bottom-line impact of additional sanctions should do the job.

Image credit via Adobe Stock

The window to limit the world-threatening impacts of climate change is closing, scientists warned in a new report from the Intergovernmental Panel on Climate Change (IPCC). Immediate action is needed as we push closer to reaching the much perturbed 1.5 Celsius (2.7 Fahrenheit) increase in global warming, the mark scientists widely agree will lead to irreversible damage.

The IPCC Sixth Assessment Report: Impacts, Adaptation and Vulnerability is the second of three installments that will comprise the full report expected later this year. With more than 34,000 citations, the Sixth Assessment Report is among the world’s most respected resources for science-driven climate change research. And the science offered by the 270 authors across 67 countries is unambiguous: human-caused climate change is accelerating at a pace that requires immediate action.

Let’s unpack this latest IPCC report with five key takeaways.

Climate change is bad for everyone, but the IPCC report finds it’s already worse for at-risk individuals

Right after laying out the science that human-caused climate change contributes to more frequent and intense extreme events as well as widespread losses to biodiversity and nature, the authors of the IPCC report highlight that the world’s most vulnerable will be hit hardest by the effects of a warming planet. The approximately 3.3 billion to 3.6 billion people worldwide living in contexts more susceptible to such vulnerability are mostly present in sub-Saharan Africa, South Asia, Central and South America, small island developing states (SIDS) and the Arctic.

These regions represent global hotspots of high human vulnerability due to considerable development constraints caused through a complex web of poverty, unsustainable land-use, governance challenges, limited access to basic human services, gender inequities and historical and ongoing patterns of colonialism, the IPCC report found. Climate change will further introduce the world’s most at-risk people to devastating impacts through shocks of water shortages, droughts, floods and more, the scientists warn.

Global warming is inextricably interconnected with almost all development challenges

It can be overwhelming to think about the widespread impact a warming climate can have on the world because it is immensely consequential to and intertwined with countless other risks. The report sharply pointed to climate change’s interconnectedness to many other development and resilience challenges. Drought, for example, brings along reduced crop yields due to water shortages and extreme heat. This not only leads to reduced household income for farmers, but also to hiked food prices for consumers. The increased prices may force families to make tough decisions, like pulling their children from school to help earn enough money to put food on the table or passing on much-needed medical treatment to ensure bellies are full.

Heat stress, water scarcity, food security and flood risk are just a few of the interconnected factors the Earth faces in the challenge against climate change.

1.5 degrees Celsius remains the no good, totally horrible number to avoid — and it’s approaching quickly

It was the IPCC’s 2018 report that unveiled the damning consequences of letting the world warm beyond 1.5 degrees Celsius above pre-industrial levels — and that number still reigns supreme among the climate science community. If the climate exceeds this warming level, even if only temporarily before subdued, it would lead to severe, sometimes irreversible impacts, the report warns.

This year's IPCC report also indicates that the fate of surpassing this 1.5-degree threshold may rely on near-term trends in vulnerability, exposure and adaptation. Actions that limit global warming in the short-term may not be able to eliminate all challenges posed by climate change, but it can “substantially reduce projected losses and damages” according to the report.

Adaptation efforts exist widely, but they need to scale up

While articulating the severe threats of climate change, the report also highlighted adaptations that have been made and can be made to slow the pace of global warming. The world is taking notice of climate change, and these adaptations have not gone unnoticed. The report indicates that at least 170 countries and many cities have adaptation included in their climate policies and planning processes. Among other benefits, adaptation has the ability to improve agricultural productivity, innovation, health, food security, livelihoods and biodiversity conservation.

While increased awareness has spurred many governments and countries into action, adaptation across the world remains uneven and small in scale, sector-specific, or focused on planning rather than implementation, the authors write. To achieve global, widespread impact, these efforts need to reach scale.

Action was needed yesterday, but action tomorrow can and will help

The urgency of taking action against climate change can best be summed up by Working Group ll Co-Chair Hans-Otto Pörtner. “The scientific evidence is unequivocal: climate change is a threat to human wellbeing and the health of the planet,” Pörtner said in a press statement. “Any further delay in concerted global action will miss a brief and rapidly closing window to secure a livable future.”

Climate resilient development activities can set us on the path toward a cleaner, greener, cooler future. Yes, they are difficult programs to incorporate due to challenging enabling environments, including poor governance as well as steep financial and human investments. But the will of global cooperation needs to transcend the challenges. As Pörtner and the authors of the IPCC report note well: Our window is closing quickly.

Image credit: Tom Jur via Unsplash

You would be hard-pressed to find a Fortune 500 company whose website and philosophy didn’t reflect a bended-knee commitment to a statement of cultural maturity regarding race, sexual orientation and physical ability. If you’re on the career page of these corporations, you’ll see that these statements focused on diversity have been elevated to a place under their own tabs, utilizing buzz words that indicate sincerity.

Walmart: “…  understanding, respecting and valuing diversity—unique styles, experiences, identities, ideas and opinions—while being inclusive of all people.

Apple: “Explore a collaborative culture of inclusion, growth, and originality, supported by resources that make a difference in your life.”

And CVS Health could win the prize for the best use of SEO language: “We believe that for our business to thrive, our workforce must reflect the diversity of the communities we serve. And all of our colleagues must feel empowered to succeed. We work hard to foster a diverse and inclusive workplace, accepting of all employees who bring unique perspectives.”

But the words shroud a problem rather than outline a program — that something important may be lacking in an organization’s makeup. And whether it is called “diversity training” or “cultural awareness,” for the last 25 years, at least, someone has had a job specifically to address the topic with incoming (or troubled) employees.

Corporations continue to wobble around a specific formula for the two words — a la “a jury of your peers.” But the conversations continue with gusto.

In terms of race, according to a U.S. Census Bureau August 2019 report, a demographic snapshot of the American population looks like this: White or Caucasian, 60.1 percent; Hispanic or Latinx, 18.5 percent; Black or African American, 12.2 percent; Asian, 5.1 percent; and American Indian, Alaska Native or Indigenous, 0.7 percent.

If we use race and ethnicity as the yardstick by which we measure how diverse we are in the workplace — which is not the only barometer — we aren’t doing very well in creating a space that looks like our nation, especially at certain levels of the corporate ladder.

A special feature written by Richie Zweigenhaft in the October 2020 issue of The Society Pages reveals that whites actually make up an overwhelming 92.6 percent of Fortune 500 CEOs; 3.4 percent are Latinx, 2.4 are East Asians or South Asians, and only 1 percent of Fortune 500 CEOs are African Americans. Women, people with disabilities and the LGBTQ community also factor into the diversity equation, and their executive representation isn't much better. 

But before we pass unfavorable judgment on the efforts of corporations to achieve what they so passionately espouse, it behooves us to ask whether or not corporate America is even the place to “catch up” for disadvantages that likely started in elementary school.

The unique circumstances of the pandemic aside, and the overall negative effect distance learning has had on our students in the past two years, the same racial groups that lag behind in occupying positions of power in the corner office are also the ones historically falling behind academically at an early age.

And a plethora of studies tells us that the combination of poverty and minority status contributes greatly to disparity in education. Students in high-poverty areas have less access to college-prep courses and STEM (science, technology, engineering and math) classes, for example.

A graphic comparison of the inequity would be the amount the Hampton City Schools, near Norfolk in southeastern Virginia, a mostly minority populated school, spends per student versus Arlington, a well-heeled suburb of professionals: $10,500 versus $22,000, respectively.

Can a corporate diversity and inclusion program be effective — and genuine — without addressing the issue of education disparity at an early age? The power and might of a billion-dollar earning corporation partnering with underserved schools might produce an equal impact later in life for those students when it comes to employment and better outcomes in general.

Without recognizing that diversity and inclusion means youth and education, the words take on the same well-meaning but vacant hyperbole as “thoughts and prayers.” The American corporation can do better than that.

Image credit: Yan Krukov via Unsplash

Restaurant owners and food organizations can leverage behavioral science to reduce their greenhouse gas emissions. Such a shift is crucial: Food-related GHG emissions comprise 37 percent of annual global emissions, and animal-based foods contribute twice as much compared to plant-based foods. The results of a working paper released by the World Resources Institute reveal that behavioral science can encourage and persuade consumers toward making sustainable nutritious choices.

How to boost the prospects for plant-based restaurant dishes

The paper's authors define behavioral science in this study as "nudges," or descriptive messages that are presented to consumers when making a purchase. In the online survey, 10 different sustainability messages were added to restaurant menus, and this resulted in an increase in the percentage of plant-based meals chosen.

"When it comes to diet and foods, what we know is that nudges work really well," Edwin Hughes, head of Cool Food at the World Resources Institute, told TriplePundit. Cool Food is an initiative within the WRI’s food programs. "Little persuasions or even positioning, and language can make a big difference to how people make choices,” added Hughes.

What is the motivation for making sustainable food choices?

The study’s descriptive messages were categorized into multiple themes such as health and environment, altruistic choices, a more sustainable future, and connecting with nature. Hughes points to two types of motivations or themes that were conspicuous: "small changes, big impact," and the idea of social norms concepts. The idea of small changes, big impact illustrates that people need to feel that there is a role to play in the current climate crisis. “Sometimes it feels very overwhelming and it feels like nothing an individual can do can make any difference, [so] why bother almost," Hughes explained. “If you equip someone with the kind of clarity of what a different choice might equate to, they are encouraged, they are emboldened, and they want to make a different choice."

People want to be a part of a movement, Hughes continued. And, messages centered around collective action or community can serve as motivation to act. One of the messages tested in the study illustrates this idea: “90 percent of Americans are making the change to eat less meat. Join this growing movement and choose plant-based dishes that have less impact on the climate and are kinder to the planet."

"I don't think anyone wants to feel like they are the only one making the effort," Hughes continued. "When you then get something — a message that says 'you’re not the only one, there's a lot of other people who want to do this too' — that seems to be encouraging people then to make a different choice."

Descriptive messages prove to be working in nudging consumers toward sustainable choices. But getting these messages out there isn’t so easy. Before actualizing behavioral science tactics, restaurants and food organizations have many factors to consider.

Balancing multiple priorities and industry competition

Implementing descriptive messages in food menus requires the balancing of priorities for restaurants and foodservice organizations. For example, restaurant owners are already managing changing demographics, the implementation of technology and increasing regulations. These industry professionals also often lack the space to display descriptive messages in the first place, Hughes said. 

Still, there is little preventing restaurants and foodservice organizers from including these messages except for business hesitation, she explained. This apprehension is rooted in the competition of the food industry. “[Restaurants and foodservice organizers] want to make sure that they make these foods look really appealing and sound amazing, and sometimes they don’t have a lot of room to do anything else,” Hughes told us.

With competition and multiple priorities, there’s a wide range of measures that need to be put in place to drive the desired consumer behavior, which is to choose plant-based meals. In addition to descriptive messages, other measures such as labelling and climate messaging, as well as promotion and rewards programs, are beneficial, Hughes said.

Behavioral science will be an important tool to reach net zero as studies show that consumers are often unaware of how their food choices affect the environment. While the paper points to plausible solutions, restaurants and foodservice organizations are in a unique position to use this information accordingly. This research is the beginning of next steps in extensively shifting consumer demand toward sustainable food choices, an important shift to meet climate targets.

Image credit: Roman Odintsov via Pexels

A stable salary does not carry the same influence it once did. The workforce wants more. In the midst of the Great Resignation, qualified candidates have plenty of job options from which to choose. People are not settling for the basic incentives that were once enough to retain and attract workers. Employees are tired of the burnout that comes with feeling like a cog in the machine, and it shows. Since April of 2021, employee retention efforts have struggled as workers have quit their jobs at historic rates.

People want opportunities for growth. Many want careers that feel purposeful. Increasingly, employees are trading in the corporate grind to support employee retention initiatives that are progressive, sustainable, and aligned with personal values. Amid the pandemic, workers realize just how fragile life can be and, in turn, are choosing to re-evaluate how they spend their time. 

Providing opportunities for educational advancement is one way that companies are scratching the itch for a deeper sense of purpose while on the clock. While employee retention incentives of this type are nothing new, the shifts brought on by the world’s current situation are shining a fresh light on their value. 

For example, professional services giant EY recently announced it will pay for its 312,000 staff members to earn a master’s degree in sustainability. It is free for all EY employees, no matter their rank, tenure or location. EY partnered with Hult International Business School to develop this new curriculum, which focuses on climate change, sustainable finance and impact entrepreneurship. 

EY is no stranger to the benefits that come with offering its employees opportunities for education. This is the company's third educational offering in partnership with Hult, which has built its own reputation for a practical, skills-based approach to higher education. 

Designed to be delivered virtually, EY’s program that allows for the completion of an M.A. in sustainability prioritizes flexibility. It also offers opportunities for workers who do not want to complete the full program to earn "badges" in subjects pertaining to the sustainability curriculum. 

EY said it introduced the new program as a part of a broader effort to retain and attract fresh staff. This followed a survey which found that 74 percent of the company's employees want opportunities to positively impact communities and the environment. However, educational incentives in the sustainability sphere also benefit the companies that choose to offer them.

As the demand for workers with "green skills" continues to increase, especially within the consulting space, firms will struggle to keep up with the demand for experts while trying to strengthen their employee retention programs. Without staff with a solid education in sustainable practices, it becomes difficult to earn client trust. With programs like the new employer sponsored MA in sustainability offered through Hult, which is the first of its kind, employees, and employers, both win. 

Additionally, in the face of climate change, there are many questions about our future and how it will look that remain unknown. "Everybody is kind of facing this upskilling and rescaling challenge — you're basically hiring people to solve problems that don't yet exist using technology that's not available," Trent Henry, EY's global vice chair of talent, recently told Business Insider. 

This is one reason why getting current employees up to speed and attracting new sustainability-minded employees is so important. Secondly, finding more creative solutions will be much simpler if we already have active thought leaders equipped with a base of knowledge to from which to innovate. 

By taking the initiative to develop this new M.A. in sustainability program with Hult, EY is one of the companies bridging the gap between employee retention, company growth and social responsibility.

Moving forward, other companies would likely benefit from following in EYs example of providing accessible opportunities for education in a field where experts are needed more than ever.

Image credit: Wes Hicks via Unsplash

Environmental advocates are expecting the United Nations Environment Assembly to move the needle on ocean plastic pollution when it meets this week in Nairobi, Kenya. A significant breakthrough in global collaboration is not a foregone conclusion, but the growing scope of the crisis could motivate world leaders to take meaningful, decisive action. The question is whether or not consumers will be on board, too.

The ocean plastic pollution crisis and public awareness

For the most part, the ocean plastic pollution crisis is all but hidden from public view, washing up on remote beaches or circulating on ocean currents. In the past, that invisibility was a significant obstacle for advocates seeking to rally public opinion around effective solutions.

In recent years, though, efforts to bring the problem to light have pushed the plastic crisis into the public spotlight. The issue has caught the attention of investors as well as corporate stakeholders who are seeking to clean up their supply chains.

Along with the related issue of microplastics, the ocean plastic crisis has also sparked growing investor interest in sustainable, biobased materials as well as new recovery and recycling technologies.

Actions speak louder, but not loud enough

In addition to actions spearheaded by commercial stakeholders, a global effort has been taking shape under the 1989 Basel Convention, a legally binding document that outlines international agreements on the movement of e-waste and other hazardous wastes.

In 2019 the Convention was amended to include certain types of plastic waste. As part of that action, member states organized the public-private Plastic Waste Partnership, aimed at promoting a holistic approach that includes minimizing waste.

Business leaders also support the Plastics Pact, which focuses on new technology and innovative pathways at the producer side.

These actions are a good start, but petrochemical stakeholders are a powerful counterweight to progress, and the flow of plastic waste continues apace. According to the latest estimate from the United Nations Environment Programme (UNEP), 11 million metric tons of plastic enter the oceans of the world every year, a figure that is expected to double by 2030 under a business as usual scenario.

Next steps for action on plastic pollution

The scope and scale of the ocean plastic crisis clearly demand action on a higher level, and that is what advocates anticipate as the U.N. Environment Assembly meets in Nairobi.

As described by UNEP itself, the Environment Assembly is expected to launch a process resulting in a landmark treaty on the plastic pollution crisis when it meets in Nairobi.

In the run-up to the meeting, last week UNEP published a Q&A interview with its Executive Director, Inger Anderson, who made the case for definitive action.

“I am confident that Member States will decide on the path forward that makes a real difference to address plastic pollution,” Ms. Anderson emphasized, though she made it clear that questions regarding specific provisions of the new agreement cannot be answered at this stage of the process. That includes key issues, such as targeting plastic production, or broadening the scope over coverage beyond ocean plastic to include impacts on land.

However, Anderson did emphasize that UNEP is determined to launch a “rapid, ambitious and meaningful” collaboration on plastic pollution.

She also made it clear that all topics are on the table at this stage.

“The proposals being deliberated by Member States envision actions, from source to sea, that address all sources of pollution along the whole lifecycle - from production through disposal and reduction of the leakage of existing plastic currently in the global ecosystem,” continued Anderson.

With the circular economy in mind, the deliberations will include ways to focus different plastics and additives on ease of recycling.

Transparency on plastic waste

As may be expected, transparency will be another key issue. The U.N. already has a reporting tool in hand through existing Multilateral Environmental Agreements. Anderson is concerned that “reporting fatigue” could become an issue, but she also noted that other tracking and reporting methodologies could be enlisted to lighten the load. Among the examples she cited are the Minderoo Foundation Plastic Waste Makers Index and the Back to Blue Plastics Management Index.

Anderson also noted that both the 2015 Paris Agreement on climate change and the Basel Convention include provisions for implementation, verification, and compliance, in addition to the Minamata Convention on Mercury.

Anderson emphasized that these pathways are designed to assist, not punish.

“Whatever the modalities arrived at by countries, it is critical that they create sufficient incentives for multiple stakeholders to benefit from a new global plastics circular economy. This then flips the emphasis – from enforcement to creating an enabling environment where it is in everyone’s interests to implement the agreement,” she said.

The role of the consumer

Anderson makes a strong case that Nairobi meeting is not starting from scratch. In addition to support from existing environmental platforms and partnerships, the effort is also launching at a time when voluntary efforts to manage the ocean plastic crisis have been exposed as ineffectual, and interest in a stronger approach is rising.

“Under the Ellen MacArthur Foundation/UNEP Global Commitments for Plastics, a large number of businesses and countries are supportive of a global agreement on plastic pollution, recognizing voluntary initiatives alone will not be enough,” Anderson said. She also cited support for a new global agreement among 154 countries listed by the WWF Global Plastic Navigator. 

As for the petrochemical counterweight, the tipping point is already in sight. Thanks to the increased public awareness of the crisis, businesses at every link in the plastic value chain have a bottom-line stake in stemming the flow of ocean plastic.

“We are seeing that shareholders of companies and consumers are increasingly paying attention to the pollution challenges that may be arising from their investments and their purchasing decisions,” Anderson observed.

Still, the outcome is not guaranteed. Consumer sentiment is generally supportive of steps to reduce plastic pollution. However, on a more granular level, a small undercurrent of opposition to new regulations could become an outsized impediment, as recently demonstrated by the response to COVID-19 prevention measures by anti-vaccination activists and right-wing extremists.

Even limited steps, such as banning single-use plastic straws or plastic bags, have been meet with a flood of complaints. If and when the Nairobi meeting leads to a legally binding agreement on plastics, its effectiveness will depend on swift, strong support from informed consumers who understand the importance of unifying around strategies to stem a looming crisis.

Image credit: Brian Yurasits via Unsplash

Before the pandemic, more Black women entrepreneurs were starting their own businesses than any other group in the U.S. Now they're leading the charge toward recovery, helping to buoy Black business ownership rates to 30 percent above pre-COVID levels.

The messed up thing is: This marked success doesn't always translate into dollars and cents. Although venture capital funding to Black women entrepreneurs reached a five-year high in 2021, it still made up less than 1 percent of the total funds VCs sent to U.S. startups. Black-owned firms are also twice as likely to be turned down for small business loans compared to those led by white founders, and those systems of racial bias and discrimination even extended to Black-owned small businesses seeking pandemic relief.

In short, although a growing number of companies have pledged support for Black communities, including Black-owned businesses, those efforts aren't materializing fast enough for Black women entrepreneurs. To say there's much work to be done is an understatement. 

Black women entrepreneurs are still being shut out of funding — and the needle isn't moving fast enough

Startups founded by Black women received 0.34 percent of total VC capital spent in the U.S. in the first half of last year, according to research from Crunchbase. That may sound inexcusably low — and it is — but believe it or not, it's a modest improvement from years past. From 2012 to 2014, for example, Black women entrepreneurs received only 0.20 percent of all VC deals, according to DigitalUndivided's Project Diane. 

That progress is still far too slow, but a new effort from Mastercard could offer a boost for Black women entrepreneurs across the country. In a move announced earlier this month, the financial services giant is expanding its partnership with Fearless Fund, a VC firm "built by women of color for women of color," as part of a broader bid to support Black women-owned businesses in the U.S.

The financial giant first partnered with Fearless Fund last year on the Strivers Initiative, billed as a consumer-facing platform to elevate "the visibility of Black female business owners overcoming obstacles to maintain and grow their business, as role models for the community and future generations." The initiative included a grant program in partnership with Fearless Fund, along with a multi-city road show aimed at raising the profile of Black women-owned businesses in communities across the country. 

The second annual Fearless Strivers Grant Contest will go even further, awarding Black women entrepreneurs across the U.S. with $10,000 grants, digital tools, and mentorship to help them build, protect and sustain their small businesses. The grants will be disbursed by Fearless Fund, with funding from Mastercard, and the two groups will work together to mentor and support the winning founders. 

“We are thrilled to continue Fearless Fund's partnership with Mastercard and host the Fearless Strivers Grant Contest for a second year," Arian Simone, co-founder and general partner of Fearless Fund, said in a statement. "Women of color-led businesses continue to be one of the fastest-growing economic forces, and Mastercard’s commitment to help us create a more equitable playing field for these women is exactly the kind of support needed to ensure their success.”

Access to resources is as crucial as cash

While 76 percent of people believe that knowledgeable mentors are critical for advancing their careers, only 37 percent actually have one. In particular, Black entrepreneurs are less likely than their white peers to have access to the mentorship networks that could help them build their businesses. 

“This isn't necessarily a money problem,” said Kathryn Finney, founder of DigitalUndivided, which provides biennial data on Black and LatinX women entrepreneurs through Project Diane. When TriplePundit spoke with Finney back in 2018, she broke down what these founders need to succeed. “[VCs and funders] also need to open up their networks," she told us. "They have to do some mentorship and make sure that founders are connected to the right people." 

That sounds a whole lot like this latest move from Mastercard — and some others like it. Mastercard's effort includes the newly formed Strivers Mentor Collective, made up of subject matter experts, celebrity entrepreneurs and Mastercard ambassadors who have gone through the ups and downs of entrepreneurship firsthand. The collective includes heavy-hitters like Simone of Fearless Fund, Blavity founder and CEO Morgan DeBaun, James Beard Award-winning chef JJ Johnson and Los Angeles Dodgers manager Dave Roberts, along with Mastercard experts who signed up to share their experience and lift up a new generation of Black women entrepreneurs. 

"Small business owners are bonded by the entrepreneurial journey we face.  It's often an uphill battle," said James Beard Award-winning chef Marcus Samuelsson of Red Rooster Harlem, who will also advise entrepreneurs through the collective. “Black-owned restaurants and businesses, in particular, have been disproportionately affected by the pandemic. Now is a time to rebuild and grow." 

The 100 for 100 program from American Express similarly focuses on mentoring and business networks, providing 100 Black women entrepreneurs with 100 days of access to resources alongside financial support. Another recently launched funding and mentorship program from The BOSS Network and software firm Sage Group also includes a suite of resources as well as cash grants. The BOSS Network, which stands for "bringing out successful sisters," was founded in 2009 and has since grown into one of the top online networks for professional and entrepreneurial women to support each other. The grant program with Sage includes mentorship through the online community, as well as other resources like complimentary Sage Business Cloud Accounting software, alongside cash. 

This "yes, and..." approach of capital plus mentorship matches what Black women entrepreneurs say they need. “It is not about you tapping in to save me,” Caroline Wanga, CEO of Essence Communications, recently told Fortune. “We got that. We’ve been doing this for a while. The reality is there’s a couple doors that you have the key to — and what you want to do is unlock it." 

The Mastercard contest will award one national winner per month for the rest of the year. City-specific grant opportunities for Black women small business owners will also be "launching shortly" in select cities including Atlanta, Los Angeles and New York, the company said. 

Image credit: RODNAE Productions/Pexels

By Scott McGregor

Black History Month is an opportunity for reflection and education. For me, it began with my experience attending segregated schools until 1972. My experience with racism and segregation shaped my decision to attend North Carolina Central University (NCCU), one of our nation’s Historically Black Colleges & Universities (HBCUs). For the first time, I learned about heroes in American history that looked like me. This unlocked a sense of belonging and possibility that has continued to motivate me many years later.

The safety I feel at Cisco mirrors the safety I felt at NCCU. When I joined Cisco in 2008, I viewed it as an opportunity to work in information technology and build a better life. Quickly, I joined an Employee Resource Organization that connected and celebrated our African American/Black (AA/B) employees. With our shared experiences as a unifier, I was able to become more authentic in what I was bringing to work, as well as more committed to the work I was driving. In 2014, I was given the opportunity to help build stronger relationships with HBCUs to accelerate young AA/B talent to Cisco. Over the next several years, I visited HBCUs to share the value of working at Cisco, and this outreach has since become a key piece of our talent acquisition strategy.

Everything accelerated in 2020. In January of that year, I, alongside other AA/B employees met with Cisco’s Executive Leadership Team. This meeting established a set of executive-sponsored activities to accelerate representation, promotion, and investment in AA/B employees, as well as education for external communities. With the murder of George Floyd in May, these activities expanded to become Cisco’s Social Justice Actions, a five-year commitment to the Black community as well as a blueprint for how Cisco will respond to injustice and address inequity for any community. These twelve actions are led centrally by an Inclusive Future Action Office where I currently lead Action 8, Commit to HBCUs.

Now, almost two years later, I am helping to lead one of the largest philanthropic efforts for HBCUs in corporate history, while also fulfilling a lifelong dream of giving back to a community that shaped the leader I am today. Our commitment and framework for HBCUs was launched in May of last year. To date, we have impacted more than 30 schools in 11 states through technology investments. We have awarded $12.5 million in endowments and $7.5 million in technology upgrades for STEM students, and we have a deep alliance with our partners including the Student Freedom Initiative.

“As our first corporate supporter, Cisco demonstrates leadership and an unwavering commitment to social justice and recognition of the enormous capability of Historically Black Colleges and Universities,” shares Mark A. Brown, Executive Director at the Student Freedom Initiative.

This quote brings to life our purpose, to Power an Inclusive Future for All, with a commitment to lead. Black History Month is a time for reflection and education, both of which I am proud to do at Cisco. Looking forward, I am committed to deepening our impact and sharing how we are doing in a future communication.

Previously published on the Cisco Corporate Responsibility Blog and on 3BL Media.

Image credit: Nqobile Vundla via Unsplash