Search

I grew up in a very water-conscious household. We weren't living in a drought-ridden area like California is today, but my parents understood scarcity, having grown in a country, India, where water could never be taken for granted.

This meant I grew up with a cut-open gallon jug in our sink, which we would fill up with usable water (leftover coffee, the rinse from non-meat pots and pans) to feed our plants; short showers (with buckets to catch the cold water while we waited for it to heat up); and reusing glasses and other dishes as often as possible. It was a way of living, which I internalized and, eventually, turned into my full-fledged adult environmentalism.

So, when I read this article from the New York Times on how chefs and other food producers in California are using new practices to minimize water usage, it struck home. These are exactly the things my family has been doing for decades, and a lot more.

Using pressure cookers instead of blanching and pouring leftover water in gardens are familiar, but rigging air-conditioners to air-clean dishes, cooking pasta with cold water, making pho in a pressure cooker, and steaming instead of boiling were new to me. The article talks about how chefs across the state are changing their practices and their use of ingredients to better manage water.

It shows a new reality – how people all across California are making small, but significant, changes in their daily lifestyles to help the state deal with the drought. I know many who are taking shorter showers, letting their lawns go dry and refusing tap water at restaurants. As articles on Triple Pundit have shown, as a society California has a long way to go to reach other dry regions such as Israel or Australia, which use far less water per-capita than Californians, but these social changes are the first step toward a sustainable water culture.

The drought will not be with us forever, but other challenges facing water – growing population, pollution and transportation – will. What I fear is that, once the rains begin, people will revert back to their old practices. It is telling that only those in the drought-affected West are minimizing water usage, even though California's water crisis affects the entire nation. Climate change will likely make droughts more common across many parts of the world. Therefore, we all, no matter where we live, need to begin preserving water in our daily lives.

Saving water shouldn't just be something that we do when the soil is dry; it is something we need to make a part of our lives, in how we live and what we consume. Sustainability needs to be a part of us no matter how wet or dry the climate is, because we have to think about the bigger picture. My parents never let go of their water-stingy ways despite being in America for over three decades, because they never forgot that there are millions around the world who lack access to clean water. Had all Californians been like them, we probably wouldn't be facing such a scary water crisis now.

Image credit: Robert Wade

The impacts of climate change are being felt around the globe, with higher temperatures and more natural disasters such as flooding. For too long we have relied on dirty fossil fuels to make modern life possible. For years, some argued that widespread adoption of solar power would be too expensive. Fortunately, analysis after analysis have proven critics wrong.

The most recent assessment is by the Union of Concerned Scientists (UCS), which points out that costs for large-scale solar power projects dropped by 7 percent in 2014. Costs have decreased by more than half since 2009, according to the report.

The ol' Oracle of Omaha is even investing in solar power: Warren Buffett’s Nevada utility, Berkshire Hathaway subsidiary NV Energy, agreed to purchase solar power from a 100-megawatt project First Solar is developing, Bloomberg reports. NV Energy will pay 3.87 cents per kilowatt-hour. In 2014, the utility paid 13.77 cents per kWh for renewable energy. As Bloomberg put it, “The rapid decline is a sign that solar energy is becoming a mainstream technology with fewer perceived risks.” Yes, indeed it is a sign that solar power is becoming mainstream.

This year alone, solar power in six of the largest metropolitan areas in the U.S. -- representing over 30 million Americans -- reached parity with utility electricity prices, according to the Institute for Local Self Reliance (ILSR). That's three times more than previous assessments by the ILSR, which predicted only two metropolitan areas would reach solar parity by 2015.

A report released in January by North Carolina Clean Energy Technology Center found that, in 46 of America’s largest cities, a typically sized photovoltaic solar power system that is fully-financed is a better investment than the stock market. In 42 of those cities, a PV system costs less than energy from the local utility. An estimated 9.1 million single-family homeowners in America’s 50 largest cities already live where solar costs less than their local utility rates if they bought a PV system outright.

The UCS predicts that by 2017 over half of the states in the U.S. could have rooftop solar systems that are as cheap as local utility rates. Since 2007, the price of installing a typically sized PV rooftop system has dropped by almost half. In leading states, a 5-kilowatt system could cost homeowners less than $10,000 after accounting for tax credits, rebates and other forms of support.

Let’s look at an analysis from last year: A report by the Energy Department’s National Renewable Energy Laboratory (NREL) and Lawrence Berkeley National Laboratory found that the reported prices of residential and commercial PV systems have dropped in recent years. From 1998 to 2013, prices dropped by 6 to 7 percent. In just one year, 2012 to 2013, the prices dropped 12 to 15 percent.

Solar power becoming mainstream is good news for the planet and its inhabitants. Climate scientists say that in order to avoid the worst impacts of climate change we need to reduce carbon emissions to 350 parts per million (PPM) from the current 400 PPM. And renewable energy is an easy and cheap way to reduce these emissions.

Image credit: Flickr/h080

By Jim Pantaleo

In 1972, I moved to rural Irvine, California, from nearby Huntington Beach, best known as Surf City, USA. At the time, Irvine was the agricultural heart of Orange County in Southern California. I was 7 years old and a resident of one of the new planned communities surrounded by farm land. Along with the fledgling University of California, Irvine, I remember the old General Store (with wood-planked floors and a post office) and a drag racing strip near the El Toro Marine base. In many ways Irvine was bucolic and open and a great place to grow up. Farming was ubiquitous but shrinking before my eyes with each new “coming soon” sign erected on freshly flattened fields -- ready for streets to be carved and foundations to be set.

Most kids were aware of James Irvine and his massive land holdings which stretched many miles throughout Orange County. I was told of lima bean farmer Carl Segerstrom. I learned how there was an attempt to bring the eucalyptus tree to the United States in the 1860s from Australia. Originally it was thought the tree could be used as railroad ties for the Transcontinental Railroad, but when cut, the wood bent and proved ill-suited. The noble tree, however, ended up providing a critical agricultural use for Segerstrom as a wind break for his exposed bean fields … and a most excellent place for a high treehouse for a 12-year-old boy and his older brothers.

Memories of smells remain vivid -- from the fragrance of orange blossoms wafting into my bedroom at night to the not-so-fragrant odor of manure spread upon the fields seemingly once a week. Never mind my community’s park, swimming pool or tennis courts; it was those fields (and irrigation canals) that beckoned to me and became my playground. I loved those fields! It was a true Huck Finn existence, at least as much as one could have in Orange County in the early 1970s.

Those familiar with Irvine today know that it is no longer known for its agriculture. Where strawberries and, yes, orange groves once covered the landscape as far as the eye could see, now an explosion of planned communities and greenbelts reign supreme. Sadly, and by design, the Irvine Co., which has overseen the city’s development since incorporation in 1971, has reserved only 3 percent of city land be dedicated as ‘open space.'

By the time I graduated high school and left for the big City by the Bay, Irvine had an expanding population with scores of communities and miles of bike paths and winding sidewalks. I came full circle 25 years later to discover my city had found a way to get back to its agricultural roots.

Look no further than Urban Produce, the city’s first and only indoor vertical farm run by Ed Horton and his family along with a top team of horticulture professionals. In a large, nondescript warehouse located in an industrial park just a short distance from where I rode horses on the Marine base as a kid, and near the spot where the drag strip was, is the place where some real magic happens.

After researching Urban Produce online, I simply walked in one day in late 2014 with no appointment. The 'farm' had only been in operation for a few months, and the first thing I noticed in the lobby was a large sign welcoming Whole Foods. I knew I was in the right place!

My first tour of the farm was a memorable experience, and Ed could not have been more thorough in his articulation of the plants and processes (while protecting proprietary information). I’m sure my pupils dilated when I saw the floor-to-ceiling serpentine columns bathed in pink light with trays of wheat grass and baby arugula slowly making their way around a system leading through a series of “stations.”

The latter is to provide the necessary timed lighting and nutrient distribution, producing the desired taste profile and maximum yield per square foot. This patented system is called a High Density Vertical Growing System (HDVGS) and is an engineering, automation, LED lighting and plant physiology marvel.

Given my recent journey into the world of Controlled Environment Agriculture, I was pleasantly surprised to find how technology -- both hardware and software, my chosen vocation for the previous 20 years -- is so strongly married with agriculture to grow clean and delicious produce. The baby arugula is out of this world, by the way.

Over the coming months I came to know Ed more personally and his goals for Urban Produce. To say Ed is a pioneer in the ‘field’ of indoor agriculture and vertical farming would be an understatement. With a background in software, he is thoughtful, laughs easily and is generous of time and spirit. I learned he is a man of great faith, and among other charitable work, he pays it forward by supporting local schools (students are brought in for educational “farm tours”). By doing this, Ed is literally planting a seed in the next generation of vertical farmers.

As I’ve aggressively studied this new industry over the past year, without question among national peers Urban Produce has a most compelling vertical farm and operational business model. They are not hobbyists. They are not wistful dreamers. They are dedicated to solving the real challenge of providing fresh, local, healthy produce grown with zero pesticides, 90 percent less water than traditional field farming, and incorporating the highest levels of technology and science-based practices … all while making a profit.

And they are indeed making all the right moves; along with their science and technology investments, the Urban Produce team is establishing solid relationships with top grocers, restaurants and well-positioned produce distributors. They quickly achieved the designation of USDA Certified Organic and have plans for expansion nationwide. The smart money is paying very close attention.

Farming in my hometown is alive and well thanks to Urban Produce!

Image credit: Flickr/Gary Cziko

Jim Pantaleo is a freelance blogger based in Los Angeles. Leaving corporate software licensing in 2014, he shares his journey into indoor agriculture and vertical farming. Jim.Pantaleo@gmail.com.

By Daniel Duty

The Alliance for Bangladesh Worker Safety was formed in July 2013 to raise safety levels in the ready-made garment industry. In that time it has inspected over 600 factories and trained over a million workers with measurable outcomes. It closed unsafe factories and is leading remediation of many more. It is collaborating with partners to increase government capacity and has provided access to tested and approved safety equipment, while lowering costs to owners. This success can be attributed to forming the Alliance under several key principles for success that should be applied to any initiative designed for collective impact.

Spring 2013: I landed in New York early in the morning to meet with North American apparel buyers and retailers. After several incidences of garment factories in Bangladesh going up in flames and killing hundreds, the Rana Plaza factory had collapsed due to poor construction, killing thousands more. Civil society was outraged and Western companies took the brunt of the criticism, even if a flawed Bangladeshi inspection and enforcement regime might be at the core of the problem.

No matter. Western companies had a complex problem on their hands. They liked doing business in Bangladesh because of the high quality of goods at low prices. Their reputations, however, were at severe risk by staying in Bangladesh as more factories would certainly have problems and the safety issues were extensive. But pulling out would be met with more criticism for abandoning the country and the only means for many women (who make up 80 percent of garment workers) to support their families and learn new skills. The cost of fixing the safety issues might be astronomical and some factory owners could be resistant to change. The Bangladeshi government did not posses the capacity, will or means to fix the issues, and the U.S. government was imposing trade sanctions. Finally, international unions were eyeing this as an opportunity to organize workers to make demands on wages and other labor issues around the world and had backing on Capitol Hill.

The situation was, no doubt, complex. However, it also served as time for Western corporations to demonstrate their values and the importance of investing in the communities in which they operate.

When I arrived at my first meeting in New York, I sat down at a long conference table amongst my peers from at least 15 major retail and apparel manufacturing companies, including Walmart, Gap, Li & Fung, the Children’s Place and others. I was representing Target as its VP of global affairs. The goal of the discussions was to determine how Western corporations should respond and assess what action we could take to begin improving the standards of safety in Bangladesh apparel factories. Several of these companies had just returned from Europe, where they had failed to reach an agreement with a safety accord that was forming between mostly European retailers and international trade unions. While legal aspects of the accord were troublesome for North American companies, it was the potential for misalignment of goals, strategies and priorities that would also contribute to formation of an alternative alliance.

Any successful coalition seeking to make true impact must have clear alignment on its goal and strategies. While a grand coalition between governments, factory owners, NGOs, buyers and retailers first seemed to be the easiest and quickest approach, the relevant parties were ultimately guided by different interests, needs and priorities. Consequently, that morning in New York only retailers and buyers (and their trade associations) were invited to attend. While there was recognition that others would be important partners, it was imperative to first determine whether this group of historic competitors could align their own interests and needs.

After much discussion and debate, the group settled on one clear goal that all could support: meaningfully raise the level of safety in Bangladeshi ready-made garment factories . . . nothing more, nothing less. This commitment and clarity of purpose has served the Alliance well over the last two years as it accomplished key milestones in record time. Agreement was also reached on the core strategies that would support the goal, from conducting immediate inspections, transparency, worker training, remediation and capacity building. While others sectors have tried to push the Alliance to address additional issues like supporting hospitals, increasing minimum wages and forming unions, the Alliance has stayed laser-focused on its goal.

In addition to aligning goals and strategies, it is important that coalition members agree to success measures. In subsequent meetings the Alliance members agreed to a number of key performance indicators to measure progress towards its goal. This has allowed the Alliance to know what is working well and quickly pivot tactics where more attention might be needed. Also, each coalition member and other stakeholders can review progress and hold the coalition accountable, increasing the likelihood of success.

While it is important to build the coalition among parties with aligned interests, it is also important to form strong partnerships with other entities having related or compatible interests key to solving the issue at hand. In Bangladesh, the Alliance has formed strong partnerships with the US, European and Bangladeshi governments, NGOs, trade associations and local labor leaders. A plan was developed early on to coordinate and participate in activities that would maximize the end result. These additional parties have enhanced the discussion by bringing new ideas, challenging assumptions, and helping implement solutions. For example, an Alliance partnership with the NGO Phulki, led to creation of a help line that is a reliable, responsive channel through which workers can report imminent risks to health and safety.

Open and transparent communications between all coalition members is also imperative. Often times, coalitions break down when one or several members feel out of the loop or are missing information. This becomes especially difficult with large coalitions having many members. Early on, some Alliance members expressed frustration over a perceived lack of information sharing. Knowing this could lead to false assumptions, misplaced accusations and other problems, the Alliance quickly created several communications vehicles that ranged from regular one on one calls with members, to monthly e-updates and regular all member meetings where member input could be gathered and questions asked. This has resulted in continued alignment within the coalition and an absence of infighting often experienced by other coalitions.

Finally, it is important that coalitions build a strong organizational infrastructure to support its efforts and members. While coalition members will have the best intentions to devote the time necessary to make a coalition work, other distractions come easily. At an early Alliance Board meeting in Chicago, we agreed to put an organization in place to coordinate all aspects of the initiative – everything from hiring the right staff with the right expertise to developing a communications strategy and managing member relationships. The Alliance looked at many possibilities and angles, but ultimately decided on a structure that allowed a presence in Bangladesh so we could truly have a local presence, as well as one based in Washington, D.C. to appropriately represent the interests of our North American coalition. Many unexpected issues arise in the course of carrying out a coalition’s purpose and details can be crucial. The Alliance has successfully addressed these by having a strong infrastructure to run the coalition day-to-day.

Without tight alignment, a coalition approach is problematic. Indeed, coalitions with competing interests often leads to a slowdown in their ability to drive consensus and make progress, at best, and conflict and infighting leading to complete paralyses and dissolution of the coalition, at worst. The investment in solving large, complex issues and the dire need for solutions is too great to waste time with dysfunctional or ineffective coalitions.

Looking back over the last two years, it is clear that success in raising safety standards in Bangladesh has thus far stemmed from that morning in New York where we created the right coalition of partners with tight alignment around a goal and strategies. It has included agreement on measurements of success, finding the right partners to complement the work, open and transparent communication and a strong supporting organization. With these fundamentals, the Alliance and other like-minded coalitions can and will make real social impact for the betterment of all.

Image curtsey of the Alliance for Bangladesh Worker Safety

Daniel Duty was Target’s Vice President of Global Affairs at the formation of the Alliance and served on the Alliance governing Board. He is the founder and CEO of Conlego, a consulting firm helping organizations make greater social impact through innovative strategies and problem-solving partnerships and coalitions. He can be reached at daniel@conlego.net and @danielduty3.

Climates, a start-up social network, is calling on people to go 'Climatarian' for their health and the planet. 

Switching to a climatarian diet can save a tonne of CO2 a year- the equivalent of three return short-haul flights or driving 3.500 miles a year - and you don't have to give up meat, says Climates. 

The new network says replacing beef and lamb with pork or chicken in everyday meals can make a big difference.

"Beef and lamb have about five times more climate impact than pork and poultry," says Biba Hartigan, founder of Climates.

"Food overall causes up to 30% of all greenhouse gas emissions so this simple change can have a big impact - and cutting down on red meat is good for your health too.”

Climates is currently crowdfunding to get the network off the ground. 

 

Picture credit: © Lostarts | Dreamstime.com - Pigs Photo

By Judy Sandford

With three-quarters of S&P 500 companies creating corporate social responsibility (CSR) reports, most major businesses recognize it is a “must-do” communications strategy. However, the return on this sometimes significant investment is falling short. New research shows only 17 percent of Americans said they have read a CSR report in the last 12 months, according to the 2015 Cone Communications/Ebiquity Global CSR Study.

Although CSR reports were originally designed to meet the demands for transparency among investors and key influencers, resulting in dense 100-page PDFs, the marketplace has dramatically shifted. Consumers, too, want to know how organizations are stacking up against promises. In fact, 82 percent of Americans expect companies to report on the progress of their social and environmental efforts. To meet the need of growingly diverse audiences, it’s time for CSR executives to think beyond the PDF.

Companies have the opportunity to bring new life to this valuable data, innovate existing report formats and leverage content for greatest engagement. Americans feel briefly written summaries (42 percent), interactive websites (36 percent) and videos (29 percent) are more effective than a comprehensive written report (18 percent). These preferred formats signal the broader challenge for companies to make their CSR data more accessible, dynamic and compelling to secure a larger return on investment.

To help companies think about how to get more mileage out both current and future CSR reports, here are five tips, insights and examples of companies that are bringing CSR reporting content to new levels:

1. Innovate formats

CSR content should take many forms -- a long-form report is just one execution.

Turn CSR data and metrics into infographics or social media “badges,” transform static stakeholder quotes into videos, or build a custom app for your sales teams to share CSR commitments on the road.

This year, EMC* got right to the good stuff by issuing an Executive Report, providing quick snapshots of commitments with hyperlinks to more detailed information, videos and white papers so those interested could explore even further.

Campbell’s 2015 Update of the Corporate Social Responsibility Report takes the form of an interactive website; readers can scroll through different pillars, hover over icons to reveal more information, read through pop-up testimonials from Campbell’s employees, or scan through more detailed information via toolbars and tab menus.

2. Tell more stories

Although CSR reports are typically chock-full of data and figures, it’s important to balance these metrics with the amazing stories behind successes and progress. In fact, 66 percent of Americans believe a combination of both numbers and/or data and stories of impact are equally important when learning of a company’s CSR commitment or results.

Target’s* new Corporate Social Responsibility Report allows individuals to customize the report and zero-in on the areas that are most important to them. The report is highly visual with extensive use of photography and quotes from partners, employees and nonprofits to highlight the select stories behind the metrics. Stakeholders who want to dig a little deeper can view the GRI Index section of Target’s customized report or check out the 2014 Goals & Progress section of the Corporate Responsibility website.

3. Build for fun, interaction and ease

Don’t let your reader’s eyes glaze over from too many static charts and pages of text. Americans want an engaging and uncomplicated experience, whether that’s achieved through a dynamic website or simplified look and feel.

GM’s report puts readers right in the driver’s seat with a fun, animated introduction to its 2014 Sustainability Report, highlighting the pillars the report will focus on. Johnson & Johnson** built its report for easy navigation by creating a color-coded traveling toolbar; as you scan through the report, the toolbar follows, making it even easier to jump between sections.

Unilever’s Sustainable Living website takes readers on a virtual journey complete with videos, images and eye-catching graphics on the company’s commitments.

4. Get social

Americans spend more time on social media than any other major Internet activity, including email. So make your CSR reports part of the social experience.

Go beyond slapping a Facebook icon at the top of your webpage, and build social components right into your report. Encourage and enable readers to share data points, information on commitments and more as they read – pre-populate posts for an even easier social sharing experience. Empower consumers to do more than push out content and give them a way to voice their own opinions and engage in a real-time dialogue.

For its part, EMC* included a “contact the board” link right in its Governance Detailed Report to facilitate real-time feedback right to decision makers.

Make it 365

In today’s world, things can change in hours or even minutes, so don’t wait an entire year to talk about your company’s CSR progress. Companies can report in real-time by pulsing out information throughout the year, especially around major milestones. Think of CSR reports as turn-key content calendars; create a plan for the entire year while also responding in the moment to news or developments.

Coca-Cola’s Sustainability site updates in real-time as commitments and partnerships evolve, and stakeholders can find new information here throughout the year, in addition to the annual Sustainability Report.

Dow has gone beyond the once-a-year reporting cycle by issuing quarterly reports. The progress reports highlight each of Dow’s CSR pillars with new stories and focus areas while also providing updates on goals through charts and metrics.

While “report season” as we know it may be coming to a close, the potential of CSR reporting is just getting started. Companies can achieve maximum return and cement stronger relationships by leveraging content throughout the year and engaging stakeholders along the way.

*Cone CSR reporting client

** Cone client on other projects

Image credit: Unsplash via Pixabay

Judy Sandford is the vice president of Cone Communications' CSR practice. 

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

By Teju Ravilochan

Earlier this year, I met with members of the board here at the Unreasonable Institute to get their advice on how I could improve as CEO. Jane Miller, who has served on our board for three years and has been extremely close to our whole team, gave me some of the best advice I’ve ever gotten: “You’re intelligent. But your job is not to be the smartest person in the room. It’s to bring out the best in your team.” She explained to me, as she’d observed in some team meetings, that I sometimes crowd out the voices of others on the team.

This advice resonated deeply because, one, I want to be a leader that brings out the best in my team, and, two, I know her observation is true. This is the No. 1 thing I need to work on as a leader.

So, I have set out to investigate how to bring out the best in other people and how to embrace that directive as my primary mission this year. Here’s what I’ve learned:

1. Care deeply about your teammates

Knowing the range of someone’s strengths and abilities and having the ability to believe in them comes from having a deep understanding of them. And that understanding can only be achieved through sincere curiosity about what drives them, what they are interested in, and what they believe they can do. Having this space comes from asking them questions, usually in one-on-one settings.

2. Believe your team is highly capable

This Harvard Business Review article examines the difference between “diminishers” — leaders who believe that they have all the answers and stifle their teams — and “multipliers” — leaders who truly bring out the best in their teams.

The No. 1 difference between the two types of leaders is a simple belief. Diminishers believe “no one else really has much to offer.” They see talent as static and unchanging. Multipliers, on the other hand, view things differently. From the article:

"The critical question for these leaders is not 'Is this person smart?' but rather 'In what ways is this person smart?' The job, as the multiplier sees it, is to bring the right people together in an environment that unleashes their best thinking — and then stay out of the way."

Multipliers might ask diminishers, “If you don’t believe your team is more capable than you at their job, why did you bring them onto your team?”

3. View your job as an editor, not a reporter

Jack Dorsey, Twitter founder and Square CEO, famously describes the role of the CEO as an editor. An editor doesn’t write the stories published in a newspaper, but rather puts together the vision for the paper, encourages reporters to pursue certain stories and holds all stories to standards of excellence.

In the past, I saw my job as the “first reporter.” Whenever we encountered a problem, I saw it as my responsibility to solve it first then delegate the execution of my solution to others. That doesn’t work too well because:

1. I don’t always have the best solutions (particularly as the organization grows).


2. My teammates aren’t always bought in to my way of doing things, especially because they haven’t had a chance to contribute solutions.


3. The organization is severely limited by my capacity to take on the problems we face.

Instead, I’ve been learning that my job is to frame, invite and equip. In other words, I’ve got to offer critical context including:

1. Who we are as an organization (our culture, our values, our identity)?


2. Where we are going (our mission, vision and core strategy)?


3. What is the problem facing us at the moment and why is important to address?

With this framing in place, I can invite a member of my team to tackle the problem by saying: “From our conversations, I know this is something you care about and have a lot of insight into. How would you go about solving this problem?”

Once they lay out their proposed strategy, I can then offer any thoughts and then ask: “Would you be willing to take on solving this challenge? If so, how can I support you?”

My main job then becomes resourcing them with information, capital, decision-making authority, or whatever else they require.

4. Take a leap of faith

Doing the above often requires giving teammates license they haven’t previously had or giving them a task they haven’t proven they can do yet. That’s perpetually your job as CEO. You want people who punch above their weight class on your team anyway. That means trusting them with things you don’t know they can do yet, reserving judgment and then giving them honest feedback (hence, the next point).

5. Give feedback, especially about their impact on the organization

People on my team always appreciate honest feedback because they genuinely care about making Unreasonable Institute as successful as possible. But I’ve found that giving honest feedback can often be a challenge for me. Buffer lays out incredible principles for giving great feedback in this blog post.

But giving feedback isn’t only about laying out how people can be better. It is more about helping teammates understand how their contributions are driving the organization forward and contributing to the strategy and mission of the organization. As Adam Grant lays out in his book "Give and Take" (perhaps my all-time favorite business book), giving people are motivated primarily by seeing their effort translate into meaningful outcomes in service of a cause they care about.

I’m still learning tremendous amounts about what it takes to bring out the best in other people. But Jane Miller is right: That’s my No. 1 job. And as a leader, I’m guessing it’s probably your No. 1 job too.

Image credit: MeganY via Pixabay

Teju Ravilochan is co-founder and CEO of the Unreasonable Institute. He is driven by the desire to live in a world where every human being can be the master of their own fate, unbound by the chains of poverty, oppression, or injustice.

 

By Teresa Fogelberg

This is an exciting year for sustainability policy across the globe. 2015 will see the creation of the U.S. government’s National Action Plan for Responsible Business Conduct, as well as Chile introducing a reporting requirement for large companies, a step the EU took last year. This is also the year of international sustainability summits: In September, heads of state will agree on Sustainable Development Goals (SDGs) for the next 15 years, and in December world leaders hope to forge a binding climate deal at COP (aka Conference of Parties) 21.

Most people who stay abreast of sustainability issues are aware of the SDGs and the COP summit, but they may be unaware of the crucially important meeting taking place right now in Ethiopia. The third International Conference on Financing Development has received relatively little attention despite its importance in terms of creating a global funding structure for sustainable development efforts. I’m currently in Addis Ababa, Ethiopia, for the conference and have the privilege of speaking about sustainability reporting as an essential tool for enabling financial flows to developing countries, as well as how the reporting process helps companies draw sustainability into core business practices.

I’m hopeful more and more businesses and governments will recognize the following truth: Sustainability reporting is one of the best ways that businesses can demonstrate their commitment advancing sustainable development.

Why do I believe this to be true?

Well, there are two obvious reasons. First, sustainability reporting is a key part of these emerging national policies and international agreements. Currently, 29 national or regional authorities use GRI in their sustainability policies and look to us for guidance as the world’s most trusted and widely used sustainability reporting standards. Second, sustainability reporting helps governments and citizens to get a grip on what businesses are doing, while giving businesses a platform to share progress in a transparent way. A classic win-win.

But the list doesn’t end there.

You may not know them but here are three other reasons why sustainability reporting can play a key role in enabling green growth, for businesses and governments.

1. Transparency builds trust

Building and maintaining trust is essential for businesses and governments. Trust is necessary for well-functioning markets and to legitimize government activities. When stakeholders such as investors, customers, employees or even citizens lose trust, organizations can lose everything.

So, how do stakeholders decide whether an organization can be trusted? They do so based on the information they have at hand. And in this day and age we know that financial information alone isn’t enough. The value of the sustainability reporting process is that it ensures that organizations understand, manage and communicate their impacts on issues such as climate change, human rights, corruption and many others. But in order to build trust with all of the groups affected by operations, a multi-stakeholder approach, which brings all stakeholders to the table, is needed.

GRI’s sustainability reporting process incorporates such an approach. This enables engagement with all stakeholders to help identify important issues and support better decision making.

2. Supporting sustainable investment

Governments in the developed world spend billions of dollars each year to promote sustainability and inclusive growth in developing countries. Often this spending is aimed at addressing specific issues such as water use, land use and gender equality. These governments want a tangible indication and confidence that the organizations set to receive development aid are serious about sustainability. I have a simple suggestion: Make sure that those businesses and governmental institutions receiving development aid have, at a minimum, adopted the sustainability reporting process and are making improvements on their impacts.

3. Helping businesses contribute

Finally, here’s a question you may not have considered: How can businesses contribute to national and international goals if they don’t know their impacts?

Well … obviously they can’t.

This is where sustainability reporting also comes into play, helping businesses understand and communicate their impacts on critical issues, and align decision making with policy goals. And at GRI we’re even taking this a step further. We’re working together with WBCSD and the U.N. Global Compact to develop specific guidance for businesses on the SDGs. We’ll be on the ground at both the U.N. Summit on the post-2015 development agenda in September, and COP 21 in December, to talk about SDG reporting and climate change reporting.

And all this week, I am here at the International Conference on Financing Development in Addis Ababa to help place sustainability reporting at the heart of the responsible business conduct agenda.

Image credit: UNECA via Flickr

Teresa Fogelberg is GRI’s Deputy Chief Executive and heads the Government Relations, International Organizations, Development and Advocacy Team, which works to enable smart policy on sustainability around the world. This includes engaging with capital markets, national regulators, governments, the United Nations and other international organizations. GRI is an international independent organization that helps businesses, governments and other organizations understand and communicate the impacts of business on critical sustainability issues such as climate change, human rights, corruption and many others.

By Randolph Hoover

When in the comfort of home, many of us have heard noise coming from the street outside or from the loud volume of television programs from our neighbors. The opposite may be true; neighbors complain about the barking of your dog that interrupts their sleep at night. This is because sound vibrations naturally pass through air — and walls. Different frequencies of noise enter and exit our premises, and we can obstruct these sound waves by constructing a soundproof room with the right acoustic foam.

In some places, especially when there are environmental concerns in the area, home theaters, manufacturing facilities, schools, churches, synagogues and temples, equipment warehouses, corporate offices, gymnasiums, and auditoriums are already required to install acoustic foams, and this is planned as early as in the construction phase of the project. In this article, we will get to know more about acoustic foams including pros and cons.

Pro: Reduce noise pollution

Just like light, sound waves can pass through even the smallest hole or opening in holes, walls, or any material. Acoustic foams are installed to reduce noise pollution as they remove echoes and background sounds not by blocking the sound but by absorbing it. Acoustic foams are used to control the reverberation sounds make and this is quite different from soundproofing.

Pro: Enhance sound quality

Acoustic foams are cut in tiles with pyramid or wedge shapes. They work not only to absorb sounds, but also to enhance the quality of sound and speech in a room. Dealing with both mid and high frequencies at the same time, acoustic foam can also be counted as a type of cost-friendly heat reduction facility that is placed in corners of the room or wherever optimal sound mixes are needed as bass traps to minimize sound echoes.

Reducing the amplitude of the waves, acoustic foams dissipate the sound energy as heat. To enhance this effect, there must a good measure of air gap between the foam panels and the walls. This uncovers a wider surface area of the foam panels to incident waves thereby expanding the amount of absorption.

Pro: Improve room’s design

Most homeowners consider acoustic foams for their music studio or work areas so they can have more privacy and concentration in doing their task or craft. Acoustic foam is made from open cell polyurethane foam, and this can provide better aesthetics looks when it comes to room designs.

There are a variety of colors and textures of acoustic foam and you may want to incorporate the theme to your home’s interior design. Some people choose to apply a contour effect to add sophistication and elegance in the room. In addition, acoustic foams also are available in different sizes and thickness and these can be attached to walls, ceilings, doors and other features of a room.

Con: Fire properties

One drawback of using acoustic foam is that it has fire properties. Because acoustic panel is composed of mainly polyurethane, it releases a high smoke level when burned. Hence, this material may not be safe for occurrence of fire.

Con: Not effective when incorrectly placed

Another disadvantage is when acoustic foam is not placed right or when a gap is left unsealed. Often homeowners decide to follow basic instructions per online guide and check that all acoustic panels are covering the gaps or opening around the door completely, but this may not be enough. When incorrectly placed, acoustic foam does not absorb much sound and it tends to just bounce or reflect back the sound waves from one wall to another. Hiring professionals to do it can guarantee that acoustic foams will work to its full ability.

Conclusion

Before designing a room, it is important not only to look after the leaks, flooring, wall paint, ceiling height, and many of the fixtures. To treat and control sound coming in and out of the room, you know that setting up curtains is not the brightest idea. Rather, installing acoustic foams that attenuate airborne sound waves should be part of the plan from the start to effectively eliminate resonance within the room. It is an inexpensive way to soundproof the walls or decrease the volume of desired area in your home.

Image credit: Flickr/Trevor Cox

Randolph Hoover and his family were originally from San Diego California but he is currently studying Business Administration in Umea University in Sweden. While shuffling his work being a Business major, he helps his parents with constant home maintenance in their home in Umea. His main interests is mainly home improvement and car maintenance. When he's not busy, he writes articles about health, his experiences with his father's business and lifestyle, and spends quality time with his family and friends.

A new Board Briefing, published by the Institute of Business Ethics, sets out the role of internal audit in advising boards on whether a company is living up to its ethical values.

The financial crisis and a series of scandals at non-financial companies have prompted regulators and investors to focus on culture as a significant risk to corporate health. Boards, too, are increasingly concerned to embed a sound corporate culture to protect and enhance their company’s ability to generate sustainable value.

Checking Culture: a new role for internal audit draws on the experience of those  involved at senior level in six companies representing a wide range of sectors and sizes. Audit Committee chairs, heads of internal audit and heads of ethics and compliance recount in their own words how they have approached the challenge of checking culture. It includes interviews with Mike Ashley, Chairman, Board Audit Committee, Barclays Bank, Scott Strachan, Global Head of Internal Audit, Aberdeen Asset Management and Alyson Corrigan, Director of Ethics, Tate & Lyle, among others.

Peter Montagnon, IBE’s associate director and author of the report, said: “Culture and values matter to companies because they help determine how risky they are and how successful they will be in the long term. It therefore follows that boards need to know whether the culture they want is the one they have actually got.

This IBE Board Briefing opens up the debate and enables people to talk about what they are doing and what they have achieved and where the difficulties are, so the business community as a whole can benefit from their experience.”

Philippa Foster Back CBE, IBE’s director commented: “There is still a long way to go before companies and internal auditors take on board the opportunities as well as the risks inherent in the way companies build and embed their ethical culture. This IBE Board Briefing should be of practical help to others, as it shows that much can and is being done.”