At a time when the global hospitality industry is scrambling to keep potential travelers’ interest — including cruise lines, theme parks and museums — virtual tours have become a lifeline. The good people running these places and organizations are doing what they can to stay afloat until the pandemic subsides and we can all travel again. Offering the chance to visit via an internet connection for many is the best option until a vaccine for COVID-19 is developed or if, like SARS did years ago, the virus “miraculously goes away.”
Next month, one travel company will try to harness virtual tours as a means of doing good.
G Adventures and its nonprofit partner, Planeterra, have announced a challenge that strives to motivate the global travel sector to rebuild community tourism in the wake of the COVID-19 pandemic.
From September 21 to 27, Planeterra and G Adventures are asking people to register, donate money and walk 40 miles (65 kilometers) to complete a “virtual trek” to Everest Base Camp in a bid to commemorate World Tourism Day. That’s requiring participants to walk 85,000 steps, the equivalent of reaching the base camp in Nepal. (Yes, you can complete this challenge on flat ground.) G Adventures’ founder, Bruce Poon Tip, has assembled his team of virtual trekkers and said he’d match donations up to the equivalent of approximately $19,000.
“The Planeterra Trek Challenge is an opportunity for us to come together virtually and create a sense of connection at a time where people are feeling distanced, not just from travel but from other countries and cultures,” said Poon Tip in an emailed statement to TriplePundit. “Most of us are missing traveling and many are looking for a way to give back to the people and communities who have given us life-changing travel experiences in the past. I’m excited to invite our agency partners, suppliers and the wider tourism industry to join us in raising some much-needed funds.”
The funds will offer assistance to Planeterra’s network of 85 community projects around the world, which stretch from Peru to Nepal and many places in between. As is the case with many local economies, these projects have been left without income as global travel ceased due to the pandemic. Funds are needed so these communities can not only rebuild and recover, but also retrain for a safe reopening and invest in updated health and safety measures. To that end, Planeterra has encouraged its travel agency partners to work together in order to boost awareness of how important the travel sector is to communities across the globe.
Virtual tours may have been a welcome distraction during the onset of this pandemic, and cruise lines, ice hotels, museums and, yes, even Disneyland, have joined the fray. But as the pandemic has worn on and sheltering in place has morphed from a disruption to routine, the appeals of a virtual world are fast diminishing.
This venture between Planeterra and G Adventures, however, is striving to transform what’s quickly become a tired pastime into a noble purpose.
Virtual tours are now a lifeline for the travel sector; this company has added a twist with one in September that'll fundraise for communities worldwide.
The directive is simple: Go out and make sure your voice is heard this fall, Starbucks told its approximately 200,000 retail managers and baristas. The company announced today that baristas won’t have to make an uncomfortable choice between working a shift behind the espresso bar or voting on November 3.
“The upcoming election is a reminder that we, as citizens, play an active role in our society by simply getting involved and voting,” Kevin Johnson, CEO of Starbucks, wrote in a letter the coffee giant distributed company-wide this week. “Who you vote for is a very personal decision that you make as a citizen. It is one way for you to be heard. It is how democracy works.”
Starbucks has made a clarion call to its customers, too. Starting September 8, citizens can visit FuelOurDemocracy.com so they can make their plans to register and vote.
In addition, the company said it will work with Civic Alliance, which describes itself as a non-partisan coalition of companies that helps employees find volunteer opportunities, such as poll workers, in order to support fair access to U.S. elections.
Starbucks’ move is particularly noteworthy as this year’s election cycle has been sidetracked by the novel coronavirus pandemic and accusations that the current administration in the White House is doing whatever it can to sabotage the right to vote, whether that occurs at actual polling stations on Election Day or via the U.S. Postal Service.
The coffee giant joins companies like Patagonia and Levi Strauss. Concurrently, nonpartisan corporate groups that support free and fair access to the ballot box, including Business For America and the American Sustainable Business Council, are finding more companies quick and willing to align with their efforts.
The announcement by Starbucks is important as the company employs many people who comprise groups with historically low rates of participating in U.S. elections, namely students and people of color. It’s one thing to plan how you will vote if you are a white-collar employee who is now working from home. But for retail workers, who often work very different schedules from week to week, their daily reality is far different — and many states make it difficult to vote using an absentee ballot.
DJ Mitchell-Jones, a manager at a Starbucks store in Miami Gardens, Florida, is one example of how employees across the U.S. are taking on causes and being heard by companies while they are both on and off the clock. While working at one of the company’s “community stores” — which Starbucks describes as retail locations in underserved neighborhoods that seek to improve job training and economic opportunities for local residents — it’s clear the company heard Mitchell-Jones’ calls to action, one she has made often since she helped open this particular Starbucks location in the fall of 2017.
“We complain about what’s happening in our communities, but so, so many people in our communities don’t vote,” Mitchell-Jones explained in a Starbucks public statement. “After [the 2018 midterm election], I jumped in with both feet. It’s my driving force. This store has become a hub of information and access.”
As voter suppression efforts have morphed over the years from poll taxes, to aiming fire hoses at citizens, to what are now tactics designed to encourage cynicism by making accusations of “voter fraud,” we’ll need more actions like that of Starbucks over the next several weeks.
We’re barreling full force into the heart of hurricane season. The peak is usually mid-August to early October. Yet during the past 10 years, the biggest, costliest storms have hit in September. Superstorm Sandy was an exception with a late arrival in October. Climate change is turning up the volume on storms: Last year was the ninth year in a row that the U.S. endured eight billion-dollar disasters and the fifth consecutive year with at least 10 billion-dollar extreme weather events in total.
The climate change horse is already out of the barn. Now is time to adapt to these potentially devastating impacts and figure out how to make our energy systems more resilient. Critical infrastructure across the country is vulnerable to climate change risks, but nowhere more so than coastal areas.
So, what exactly does it mean to make our energy infrastructure more resilient?
A success story about resilience after a chaotic hurricane season
Similar to the wildfire situation in California, microgrids, smart grids, renewable energy, and storage systems can help make energy systems more resilient. Communities are less dependent on vulnerable transmission lines and central power stations, and the technologies are less carbon-intensive to boot. We already have the evidence that these investments make sense.
A 2017 report by CenterPoint Energy, the Houston area’s investor-owned electric utility, sheds light on how investments in smart sensors, controls, and communications systems allowed the company to improve customer service and reduce the impact of outages. These systems have led to better power-outage tracking and customer notifications, and the intelligent switches installed across CenterPoint’s grid allowed it to avoid nearly 41 million minutes of customer outages during Hurricane Harvey.
In addition, just about every one of Centerpoint’s customers has a smart meter, which not only enhances the visibility of the electric grid, but also has resulted in 15,000 tons of avoided carbon pollution since 2009.
Why renewables are an asset during hurricane season
Wind turbines are typically built to withstand winds up to 55 miles per hour. Harvey had winds nearly double that speed, yet some equipment was able to continue to generate power and function reliably. However, sometimes turbines could not generate power as the local electric grid went down and there was nothing available to which they could connect. In other areas, the equipment had to be shut down because of extreme wind speeds. Although this does not take into account how other types of electricity generation performed, it highlights important considerations that should be included when planning grid improvements.
Photo: Hurricane Laura as of 4 p.m. Central Time, August 26. (via NOAA NWS National Hurricane Center/Facebook)
Customer-centered distributed solar panels can also be helpful in extreme weather. Studies done since the 2017 hurricane season found that panels, if installed correctly, could withstand winds up to 185 miles per hour. Basically, if your roof survives the storm, chances are your panels will too. Further, panels can provide power while the grid is offline. After Harvey hit Texas, there was a nearly 700 percent traffic spike to an article about whether solar panels could withstand hurricanes.
A wake-up call for energy companies and utilities
The installed smart technology alone was not able to prevent all outages during Harvey or any of the other storms that have battered coasts from Puerto Rico and New York to Texas in recent years. Many power substations have flooded, and crews are not always able to immediately travel and contain disruptions.
As we now stare down the barrel of two hurricanes in the Gulf of Mexico with likely more on the way before this hurricane season is over, the decisions about how to strengthen our energy infrastructure are more important than ever. Since 2017, we have seen three Category 4 hurricanes and four Category 5 hurricanes. Some of these storms have been so catastrophic there have been calls to add a Category 6.
The energy and utility industries must engage with policymakers. The choice between minimizing costs and building more resilient energy infrastructure is a false one if the longer-term costs are considered. Resilience must be baked into energy developers’ specifications, and industry-wide guidelines for resilience should be instituted. Utility planners must take a more holistic approach to what resilience means and how to weave it into forecasts. It also means utilities in Texas and many other states need to incorporate robust climate modeling into their plans, regardless of the politics.
And finally, efforts must be made by all decision-makers to ensure that distributed energy is available and affordable. Communities of color and low-income communities bear the brunt of the impacts of hurricanes and have access to the fewest resources for recovery. Ensuring that people in those communities also have access to reliable, resilient energy should be a cornerstone of any resilience strategy.
This hurricane season could devastate much of the Gulf of Mexico region, but it's not too late for energy firms and utilities to boost resilience planning.
Co-written with Mackinzee Macho, a program manager in the Regenerative Justice Cities and Regenerative Design Programs at the Foresight Lab. Macho has delivered podcasts and written essays highlighting her program areas and plans on teaching courses and convening dialogues on these topics as well. She is a candidate for the Bachelor of Arts in Environmental Science at Carthage College. She is currently considering the pursuit of graduate studies in International Diplomacy.
We all have places that we go to find ourselves. Wild places, our old neighborhoods, our favorite sitting and thinking spots. These places help us to become human again when the rush and frenzy (and these days, the uncertainty and fear) of daily life threaten to dehumanize us.
In our work as corporate or nonprofit professionals, we also have such places. The garage where our business was launched. The retreat center where we determined the heart of our business was in social or cultural entrepreneurship. These places, the Lincoln Memorial, the U.S. Capitol building, municipal parks, sports stadiums, places of worship. These are places we go with our loved ones and friends, business colleagues and children, to find our shared selves, and to remember our better impulses.
One such place is the Edmund Pettus bridge in Dallas County, Selma, Alabama. We have gathered there often to express our shared confusion over the gravitational changes in our society wrought by the civil rights movement. We then visited it again to celebrate the possibility that those changes could be positive.
In the wake of Rep. John Lewis’ passing, we are impelled to ask: What is the lesson of his remarkable and signal life for us as business and organizational leaders? Because of the courage of Rep. Lewis and his brothers and sisters in the civil rights movement, they ultimately compelled federal lawmakers to pass the Voting Rights Act of 1965.
Today, we find ourselves separated and tribalized by political views. This is true both at work and in our personal and citizenship lives. Instead of being connected through the humanization and profound love we find in our places of resort, we are driven apart by our shallow politics, fed by media — what we used to call journalism.
Many of today's news sources serve only to confirm the biases of their viewers instead of challenging them. In concert with our seeking refuge in distraction and amusement, we do not counteract this tribalism but instead stew in it.
Just as we are trustees of our land for future generations, we are trustees of our public discourse. And just as we are trustees of our businesses for the sake of our stakeholders (in a cultural or social enterprise, of course, these include the community and ecology, as well as investors), we are called at this time to heal the divides we experience in these parts of our lives, incited by party politics and partisanship. Patently, our politicians will not bridge this division. It is up to us.
A trustee carries an outmoded trait as her banner: fidelity. Faithfulness to principles and honor. A trustee protects and stewards that to which she is entrusted for the benefit of another. In this way, we are trustees of our public discourse, and of our democracy.
For us in business and organizational leadership positions, this trusteeship demands that we ask harder and deeper questions about everything from our brand and market positioning, to the diversity of opinions from stakeholders we engage to validate our impact goals or compliance with benefit corporation legal requirements.
And of course we must to a better job of recruiting and educating our employees and colleagues about the value of diverse viewpoints, orientations and life experiences. The social science on this point is clear: It is demonstrably true that companies and philanthropies with people of color and women on their boards perform better. This is true in terms of profit for companies and of effective impact and social change for philanthropies and nonprofits.
When we take these issues to heart, and work to run our organizations as though the watchful and gentle eyes of leaders such as Rep. Lewis were watching over our shoulders, perhaps it is then we can begin to innovate our approach to diversity and inclusion.
We gathered together as a nation again at the Edmund Pettus Bridge on July 27 to celebrate Mr. Lewis’ life. It was that of a simple and humble man who rose to prominence reminding us of civic virtues: service, honor, respect and kindness. These traits described and innervated Rep. Lewis. His words, deeds and spirit suffused our national culture for five decades. He reacted to the vicious blows of batons wielded by law enforcement officers, and words of hate hurled by his fellow citizens, with tranquility and a tangible inner light and strength. He refused to return those physical and emotional insults.
He exemplified the principle of trusteeship of our democracy. Today, as we go to our places of business, worship, communion and play, perhaps we can all consider what we can do to embody service, honor, respect and kindness.
In trusteeship and service to each other, we can make our schools and playgrounds safe and sensible spaces of protection and learning for our children. In honor, we can work to eliminate the current coarsened and polarized tenor of our civic debate. In respect, we can find ways to make our business and work lives more humane. And in kindness, we can begin the essential work of healing our centuries-long struggle to become an inclusive and truly representative society.
The wellspring of all these traits so effortlessly embodied by Mr. Lewis is, of course, love. Too often, we misunderstand this simple emotion. As quoted by Adam Kahane in Power & Love, Bill O’Brien (the past president of Hanover Insurance), spoke thus: “By ‘love,’ I mean a predisposition toward helping another person to become complete: to develop to their full potential. Love is not something that suddenly strikes us - it is an act of the will. By “an act of will,” I mean that you do not have to like someone to love him or her. Love is an intentional disposition toward another person.”
Let us consider this expression of love as the source of the wisdom, patience, and courage we will need in the coming weeks to approach our next election as trustees of the gift of democracy, as the heat and turmoil of our summer turns to the cooling, multi-colored tapestry of autumn.
"You are a light. You are the light. Never let anyone — any person or any force — dampen, dim or diminish your light … Release the need to hate, to harbor division, and the enticement of revenge. Release all bitterness. Hold only love, only peace in your heart, knowing that the battle of good to overcome evil is already won." ― Rep. John Lewis, (D. GA) quoted in Across That Bridge: A Vision for Change and the Future of America
In the wake of Representative John Lewis’ recent passing, let's channel his life as business and organizational leaders and strive to preserve democracy.
U.S. businesses have been slow to react to the Postal Service crisis, but many have been gearing up to ensure that voters are educated about voting and motivated to vote in the November 3 election. That could make a crucial difference in turnout as the Trump administration continues to foster doubt and confusion over the security of mail-in ballots in particular, and the elections process in general. Levi's, however, has a plan to help blunt any such disruptions.
Levi’s hits the gas on voter education
In the latest development, Levi’s recently launched a public information campaign to encourage voter participation.
Levi’s took the issue of voter confusion head on. The company’s “Unzipped” blog editor Danielle Samaniego opened the campaign on August 20 with a direct challenge to voters.
“Election Day will not go perfectly. You may be discouraged. Obstacles will abound,” she wrote. "Vote anyway.”
For the new campaign, Levi’s tapped model and activist Hailey Bieber and filmmaker Oge Egbuonu to deliver a striking public service announcement on YouTube in an effort to reach 70 million young eligible voters. Artist Jazmine Williams and photographer Djeneba Aduayom also collaborated on the project.
The PSA does not simply focus on who will become president. It emphasizes state and local elections, including sheriffs, district attorneys and thousands of other elected offices that directly impact the lives of individuals. It is a message about control over destiny.
The PSA also goes beyond exhorting individuals to vote. It further encourages young people - and all people - to talk and write about voting.
“[Bieber and Oge] called on activists, scholars, organizers and their friends to help them deliver a powerful message rooted in education and emotion,” wrote Samaniego.
The campaign also recognizes that there is a gap between having conversations and actually going through the process of voting. Talking, writing and thinking about key issues are all part of a first step that leads to voting.
“My hope with this call to action is that it would encourage, educate and inspire this next generation to vote in November and to understand why it’s important,” Bieber explained in that Levi’s blog post.
Partnering with activists for a successful campaign
Within another part of the campaign, Levi’s has tapped into a network of independent activists to help motivate potential voters to take action and become actual voters. The company has recruited 23 voting rights and civic engagement organizations to participate in its ongoing #UseYourVoice LIVE social media campaign.
In addition, Levi’s says it is providing a total of $2.6 million in financial support to all 23 groups through itscorporate arm and the Levi Strauss Foundation.
“These organizations are working to remove barriers and improve access to the polls, mobilize voters in marginalized communities and engage young voters in the democratic process,” wrote Samaniego in the Unzipped blog. “Each community partner supported through this portfolio is leading high-touch, high-impact engagement efforts with communities that are too often left out of the democratic process. Together they seek to educate, empower and activate millions of voters across the nation.”
The bottom line on voting rights
In today’s business environment, consumers are receptive to messages about social justice. Practically any leading company has an opportunity to build brand reputation by promoting voter education, voter rights and voter participation.
Levi’s has taken the bottom line factor a step farther, by linking its PSA and social media campaigns to a line of get-out-the-vote T-shirts, sweatshirts and tote bags.
Some of the items simply read, “Vote.” Others highlight the two-stage motivational strategy behind the PSA with the messages, “Don’t just post about it. Vote about it.”
Similarly, other messages exhort consumers to go beyond dreaming and thinking, to voting.
It seems that Levi’s has thrown down the gauntlet. It will be interesting to see if other brands take up the challenge and begin marketing voter participation under their own banner.
What’s to hate about get-out-the-vote?
Levi’s is aiming to stake out ground as the brand leader on voter participation, but it is far from the only company to get involved during this election cycle.
In the weeks leading up to November 3, it is possible that some of these other companies may take a page out of the Levi’s book, and step up their activities.
One example is the organization Business for America, which mustered 400 companies as part of a successful get-out-the-vote campaign during the 2018 election cycle. BFA has upped the ante with a goal of 1,000 participants for 2020.
This year, the participants include Levi’s, Patagonia and many other familiar names in the social justice arena - but also participating are Best Buy, Walmart, PayPal and other nationally recognized companies that touch tens of millions of consumers.
In addition, businesses are finally beginning to respond to widespread reports of delays in mail delivery following the appointment of Louis DeJoy as Postmaster General. The American Sustainable Business Council, for example, has rounded up its network of more than 200,000 members in support of the U.S. Postal Service.
DeJoy’s recent testimony before the House and Senate highlighted apparent conflicts of interest and an irregular appointment process, lending force to ASBC’s arguments for restoring the Postal Service to normal operations.
“The USPS provides every American address with the same equal service with equitable pricing,” ASBC wrote in an open petition.
That argument for address equality is directly relevant to voter participation during the COVID-19 outbreak, as elections planners in many states turn to mail-in ballots as a means of preventing the spread of the virus.
Meanwhile, the president has presented the public with messages that raise doubts about the security of the mail-in process, the use of standalone drop boxes, and personal safety at polling locations. Voting advocates are concerned that these messages will dampen voter turnout before November 3, and possibly lead to litigation and civil unrest in the days afterwards as millions of mailed-in ballots remain to be counted.
Companies that support voting rights in 2020 election cycle may find that their work has only just begun. They should start preparing now for a continued effort that lasts long after the polls close on November 3.
Levi’s has launched a public information campaign to encourage voter participation with an emphasis on down-the-ballot races, not only for U.S. president.
In life, real or imagined, we’ve long learned that the best job is often accomplished within, rather than by pressure from the outside. Whether it’s in politics or the private sector, the fastest way to enact change is to have a seat at the table, as advocates of racial equity and diversity often remind us. We’ve seen this come to fruition at Harvard University.
Elections for the Board of Overseers at Harvard are usually quiet and staid affairs. And why shouldn’t that be the case, as the university boasts an endowment close to $41 billion in value? Compared to many private universities, Harvard is in an enviable financial position.
But a group of alumni took bold action over the past several months as it presented a slate of candidates for director roles. And this year, alums weren’t messing around. The big story is that five of the six of newly elected members on this 30-seat board are people of color, but the results also send a pointed message to the fossil fuel industry.
The group that banded together calls itself Harvard Forward. Launched last fall, it emerged on the scene with a letter urging the university to step up on climate action by divesting from fossil fuels.
“At a time when bold action and leadership are required, Harvard is falling behind in its response because our governance is not representative of our alumni and student bodies,” Harvard Forward said in a letter. “Our forward-looking platform calls for divesting from fossil fuels, bolstering our responsible investment practices, and increasing support for climate-related research and education initiatives.”
The letter’s tone was also prescient for inferring that the university’s Board of Overseers wasn’t necessarily representative of the student body and alumni. In its argument for wider change, the letter added, “The University will be more attuned to contemporary issues on campus, and students and alumni 30 years from now won’t have to organize around petition tickets again to nudge Harvard onto the right side of history.”
Divestment from fossil fuels has accelerated in recent years, as various organizations including churches, pension funds and companies have decided such risks outweigh any potential gains. Many universities still hold fossil fuel-based equities within their portfolio, however. Yet the dominos are starting to fall. The University of California system announced its complete divestment from fossil fuels earlier this year. Adding Harvard University to the list gives this movement even more street cred.
More importantly, the changes occurring within the Harvard board shows that when pushing for environmental sustainability, social justice or any cause for that matter, the best way to transform an organization is by becoming one, or several, of the decision makers.
Protests only get you so far. We’re witnessing such challenges now with the Black Lives Matter movement, which has inspired people of all backgrounds. Nevertheless, municipal, statewide and federal leaders — not to mention business leaders — have still been slow to act. Yet change is underway, from Missouri to New York City, as this fall’s likely election of several people of color to Congress will help push the movement forward.
The same goes for the Ivy League, where a protest against fossil fuel investments disrupted the annual Harvard-Yale football game last November. That tactic scored many headlines, but barely moved the needle.
If a coalition like that of Harvard Forward can score wins at one of the stodgiest tradition-bound universities in the U.S., it can happen within corporate boards as well. And that should keep energy company executives awake at night as this pandemic has shown it could actually accelerate further divestment, rather than stalling it.
Several years ago, stakeholders in the fossil fuels sector began a hard pivot toward petrochemicals as a hedge against the growing threat of renewable energy. Now it looks like that door is slamming shut as well. A multinational circular economy effort called the Global Plastics Pact has just kicked off a U.S. chapter with the aim of fostering innovations that will all but certainly reduce the need for fossil-based plastics and other petrochemicals.
Shell and BP read the circular economy tea leaves; ExxonMobil didn’t
ExxonMobil, Shell, and BP illustrate contrasting approaches to the rise of the circular economy.
Here in the U.S., ExxonMobil doubled down on its fossil fuels portfolio throughout the shale gas boom, including a major expansion of its petrochemical plant in Bayway, Texas.
Meanwhile, the company’s activity in the area of renewable resources has been negligible, with the exception of a commitment to foundational research in the field of algae biofuel.
That turned out to be a bad decision. The COVID-19 crisis exposed cracks in ExxonMobil’s business model, and yesterday the company was booted from the Dow Jones Industrial Average.
The circular economy has been slow to materialize. However, companies like Shell and BP appear to recognize that the movement is gathering steam. They are positioning themselves to become participants - and not a moment too soon. The U.S. Plastics Pact is a collaborative effort led by The Recycling Partnership and World Wildlife Fund, and it will become part of the Ellen MacArthur Foundation’s Global Plastic Pact network.
“The U.S. Plastics Pact is an ambitious initiative to unify diverse public-private stakeholders across the plastics value chain to rethink the way we design, use, and reuse plastics, to create a path toward a circular economy for plastic in the United States,” The Recycling Partnership explained in a press release announcing the new partnership.
The U.S. Plastics Pact has set high-impact goals that would be difficult if not impossible for companies to achieve on their own.
For example, the organization pledges that problematic and unnecessary packaging will be defined by 2021 and eliminated by 2025.
The remaining plastic packaging will be 100 percent reusable, recyclable, or compostable by 2025. Within that goal, the Plastics Pact expects 50 percent of plastic packaging to be recycled or composed by 2025.
Private sector partners have not been announced as of this writing, but a glance at the Ellen MacArthur Foundation’s 850-member global circular economy network hints that the impact will be a powerful one.
The list of participating companies in the circular economy network includes many iconic U.S. brands, including 3M, BASF, Cargill and DuPont.
The participation of U.S. companies in the effort is important, because the Global Plastics Pact says it can tailor solutions for countries and regions.
“The U.S. Plastics Pact brings together plastic packaging producers, brands, retailers, recyclers, waste management companies, policymakers, and other stakeholders to work collectively toward scalable solutions tailored to the unique needs and challenges within the U.S landscape, through vital knowledge sharing and coordinated action,” the Plastics Pact explained.
A sea change for the plastics and petrochemicals problem
Now that the ocean plastic crisis is firmly embedded in the public eye, companies have a strong bottom line motivation to rethink petrochemicals and push the circular economy into high gear.
Some recent developments in services and technology are already providing an assist.
The interest in reusable containers recently got a boost from the startup Loop, which has enlisted a growing number of leading household brands in a returnable container service reminiscent of old-time milk bottle delivery. Loop has partnered with UPS to drop off and pick up the containers.
New recycling technology will also play a part. In contrast to simple shredding or melting, researchers are developing next-generation methods for breaking down paper, plastic and other materials into molecular elements that can be reconfigured into new high quality products.
The rise of bio-based materials in the supply chain will also help the Plastic Pact meet its goals. Coca-Cola and Ford are among the U.S. companies pushing their supply chains in the direction of renewable resources.
The Plastic Pact 2025 goal is less than five years away, but with a strong collaborative effort - and support from consumers - there is a strong possibility that companies participating in the effort will meet that goal.
As for other companies still focused on petrochemicals and plastics, they could find themselves left behind. Now would be a good time for ExxonMobil to take its algae research out of the lab and into the streets.
With reports of U.S. Postal Service (USPS) disruptions reaching a fever pitch, business leaders are finally beginning to speak out and demand a return to normal operations. So far, the only organized group to step up is the nonprofit advocacy organization American Sustainable Business Council (ASBC), but in the long run this group could wield considerable influence through its member network of more than 200,000 businesses.
Business speaks up for business
The ASBC member list is currently dominated by mid-sized and smaller companies in the areas of sustainable consumer products and renewable energy, yet these businesses’ influence over public policy reflects growing public support for sustainable policies. Among the top level “Platinum” members are well known brands including Patagonia and Ben & Jerry's.
Late week, the ASBC began to rally its members in support of the USPS after multiple reports surfaced newly appointed Postmaster General Louis DeJoy has taken steps resulting in substantial delays in mail delivery.
The firestorm of attention forced the U.S. Senate to hold a hearing on August 21, during which DeJoy testified about his actions. He also appeared in front of a House committee yesterday, during which he pushed back hard against accusations that the changes he was overseeing were a plan to sabotage the USPS.
Much of the attention has involved the impact of DeJoy’s reported actions on mail delivery for the November 3 elections. As a protective measure against COVID-19 infection, many more voters than usual are expected to use mail-in ballots.
However, that is not the only impact. DeJoy’s reported actions have also put small businesses at risk.
In the run up to last week’s Senate hearing, ASBC drew attention to the issues at hand by issuing an open letter to the Senate Homeland Security and Governmental Affairs Committee.
While noting the potential impact on the November 3 elections, the ASBC letter also points out that the USPS provides a level playing ground for countless small businesses.
The USPS provides “a crucial service to all businesses, ensuring access to fair pricing through all geographic regions in the United States for its courier service,” ASBC explains.
ASBC also notes the disproportionate impact of delivery delays on rural communities.
“As businesses and customers rely heavily on USPS mail service, most especially in ‘last-mile’ service in more rural areas, the ASBC seeks assurance that whichever operational decisions were made that affected service be halted permanently,” the letter urges.
ASBC makes the case for the USPS
ASBC followed up last week by exhorting its members to sign a petition calling for DeJoy’s actions to be rolled back, and for the USPS to receive full funding.
The petition highlights the impacts on U.S. businesses in the context of the global economy.
“Nearly half the entire planet’s mail flows through the United States Postal Service. Both as a domestic and global courier service, the post office is an impressive and necessary institution and provides a critical service for businesses around the world,” the petition notes.
“The USPS delivers to 160 million residential and business addresses six days a week, with an inclusive pricing model designed to meet the needs of all kinds of business budgets,” it continues, adding that for-profit services through FedEx and UPS are “simply cost prohibitive for many small businesses.”
“The USPS provides every American address with the same equal service with equitable pricing,” the petition emphasizes.
That goes for large companies as well as small businesses. As the petition notes, FedEx piggybacks its deliveries on the postal service’s trucks. Amazon entered into a “last mile” contract with USPS earlier this year, and UPS entered into a similar agreement with the Postal Service that dates back to 2012.
Not incidentally, DeJoy’s stock option holdings in Amazon have also come under scrutiny, in addition to other financial entanglements.
Crickets from socially responsible corporations
If any three leading corporations are in position to speak up for USPS, they are FedEx, UPS and Amazon.
All three have all been working overtime on their corporate social responsibility profiles on a wide range of issues.
UPS has been focusing on the circular economy for a number of years, partly through a partnership with a zero waste company called Loop. That partnership networks UPS with sustainable brands like Seventh Generation, in addition to legacy brands like Tropicana and Clorox among many others.
Considering their reliance on the USPS and the disproportionate impacts on small businesses and consumers — including veterans who rely on the post office to deliver their medications — the allegations against DeJoy should have Amazon, FedEx UPS and other companies running down the halls of public discourse with their hair on fire.
So far only ASBC members are carrying the torch. Amazon, FedEx, and UPS — and the rest of corporate America — need to step it up and put real action behind their words.
Though young adults have a higher recovery rate from COVID-19 than other age groups, the pandemic's impact on global youth’s socioeconomic success is here to stay. But new innovations and the pivoting of operations are not just a corporate response; youth are also responding to this crisis with significant contributions.
COVID-19 is wreaking havoc on young citizens’ futures
Right now, more than 90 percent of students worldwide are experiencing loss of in-class learning as a repercussion of the virus. Lost and prolonged months of education affects income earnings, the readiness to enter the workforce or bounce back up from layoffs and school dropout rates.
As youth tend to have less in savings and own fewer investments, financial hardships are harder to overcome. U.S. students from grade K-12 are estimated to lose $61,000 to $82,000 in their lifetime earnings as a result of COVID-19 school closures. This loss only widens the existing growing socio economic gap between white versus Black and Hispanic students in the U.S.
Not only will younger generations experience financial loss, but competing with experienced professionals in competitive fields will be disheartening. At first glance, these statistics may seem daunting to overcome, but agile corporate and organizational action can arm youth to face these challenges. And they already are.
Young entrepreneurs are building opportunities worldwide during the pandemic
In March, 24-year-old Jorge Richardson founded a search engine, TogetherCard, to support local businesses and entrepreneurs. Through this U.S. based platform, users can support local businesses by purchasing gift cards. Entrepreneurship is one answer for some youth, pivoting is another. Digital platform SEPAK sells Cambodian-produced products for ethical prices and in response to COVID-19, production was pivoted towards creating handmade masks. SEPAK donates one mask to a local charity when a customer purchase 10. Similarly, the founder of Gaber Garment, Jennet Lemma, responded to COVID-19 by pivoting operations of her garment manufacturing social enterprise to manufacture masks and distribute them locally.
These entrepreneurs prove that plenty of youth are acting with the future in mind. But in the current atmosphere where budgets are tight, and layoffs are likely, long-term strategies are needed to deal with this economic turbulence. Investing in youth-focused education, mental health and customer relations builds a foundation for young adults to contribute to society continuously and drive action.
Young leaders are inspiring action worldwide
During this month, International Youth Day, United Nations Educational Scientific and Cultural Organization (UNESCO)'s "My COVID-19 Story" campaign highlighted how youth are tackling social, mental and financial challenges by starting YouTube cooking channels, live streaming performances, creating and delivering personal protection equipment, and helping deliver groceries to elders.
These young adults are filling learning gaps through tools for which they are best known. In 2015, Divya Gokulnath, the co-founder of the educational technology platform, Byju’s, was ahead in the digital arena by investing in online educational technology. After exceeding demand for his service, Raveendran expanded Byju’s with a subscription-based service that provides school curriculum through video. Shortly after COVID-19, Byju’s was available to students at no cost, which in return boosted users and subscription rates.
They may not be an immediate win-win for some businesses, but quick and cognizant responses and investments towards tackling long-term problems are inevitably beneficial. Entering the workforce is competitive now, so to tackle gaps in skills and prevent job losses, David Blake launched Learn In to work with employers to train their employees to obtain skills needed for the future as opposed to replacing or laying them off.
Large corporations are acting, too. For example, Target is investing in its employees through increasing wages, childcare and paid leave; American Express has said it is refraining from COVID-19 related layoffs as it pays salaries and provides coverage to employees affected by the virus, and Home Depot has provided its associates with additional paid time off.
Such engagement helps young professionals and students, especially those living in low-income households or with disabilities participate and create innovative resources to tackle COVID-19 and its prevention itself. Disadvantaged younger generations in rural or developing countries face problems of access to educational technologies such as the Internet, stable employment and personalized learning.
To that end, CEO and founder Timothy Yu, who founded the on-demand education app Snapask, saw an opportunity to bridge this gap. During COVID-19 closures, Yu collaborated with Singapore officials to provide free learning services and news to students. Through various technology packages, students have access to elementary and college level resources and tutors.
Corporate investment and youth engagement in education, employee well-being and public health are the building blocks of preparing better for COVID-19’s consequences. By going back to basics and ensuring everyone is helped with access to internet, health resources and financial support; we can quickly move towards a strong economic recovery.
Young entrepreneurs are responding to COVID-19 with huge contributions, which in turn often lift youth, who are often the hardest hit during this pandemic.
