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French Insurer Axa Divesting From Dirty Coal

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The divestment movement has urged investors to move away from fossil fuel investments. That movement just gained a big victory. The French insurer, Axa, one of the largest insurance companies on the planet, announced that it will sell $559 million of its coal investments.

Axa is divesting “from the companies most exposed to coal-related activities for the assets managed internally,” Henri de Castries, chairman and CEO of Axa, said in a blog post. There is one big reason why Axa is divesting from coal, and that reason is climate change. De Castries pointed out that the last 30 years “have been the warmest period of the last 1,400 years in the Northern Hemisphere and each of the last three decades has been successively warmer at the Earth's surface than any preceding decade since 1850.”

In other words, the planet is heating up, and weather-related events are increasing. Axa has paid out over $1 billion in weather-related insurance claims. As a result, climate risk is a “core business issue” for the insurance company.

Coal is the dirtiest fossil fuel


Why is Axa divesting from coal, as opposed to other fossil fuels? Coal is really dirty. It has the highest carbon content among fossil fuels. In the U.S. alone, carbon emissions from coal totaled 24.5 percent of greenhouse gas emissions in 2012, according to the Center for Climate and Energy Solutions. Coal is also one of the most widely distributed energy resources. There are recoverable coal reserves in almost 70 countries. Coal supplies 29.7 percent of global energy use and accounts for 44 percent of global carbon emissions.

Axa has also signed the “Montreal Pledge” to both assess and disclose the carbon intensity of its investments by December 2015. However, the company is not just divesting from dirty coal, but is also investing in clean renewables and technology. The global insurer has committed over $3 billion to triple its “green investment footprint” by 2020.

Dealing with climate change beyond divest-invest


Axa is being very proactive about climate change, beyond divesting in coal and investing in renewables, in both developed and developing countries. In developed countries, Axa offers extreme weather early-warning systems and prevention services to its customers. It has also developed more than $69 million worth of insurance for renewable energy, which helps “enable this market to develop to its full potential,” said de Castries.

In developing countries, Axa developed a partnership with the World Bank to expand what it calls parametric insurance solutions, or innovative climate index insurance. It has also expanded its investments and partnerships with key players like Leapfrog and Microinsure. This month, Axa joined the African Risk Capacity Initiative, described as a regional insurance pooling mechanism that helps African Union member states anticipate extreme weather events. Nine countries are expected to be covered by the initiative in 2015, with the goal of increasing the amount to over 20 in the next four years.

Image credit: Flickr/Jennifer Woodard Madera

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Interior Department to Fund Water Projects in Drought-Stricken States

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The entire state of California is in a drought, and nearly half of it is in the worst category: exceptional. Four years of record low precipitation across the state and low snowfall in the mountains have left reservoirs at very low levels. It’s getting seriously scary, and the state needs all the help it can get.

Enter the federal government. The Department of the Interior’s Bureau of Reclamation announced last week that it will invest almost $50 million to improve water efficiency and conservation in 12 western states, including California. The Bureau of Reclamation will invest over $24 million in grants for 50 water and energy efficiency projects. Over $23 million will be invested in seven water reclamation and reuse projects in California, and almost $2 million in seven water reclamation and reuse feasibility studies in California and Texas.

"In a time of exceptional drought, it is absolutely critical that states and the federal government leverage our funding resources so that we can make each drop count," said Interior Secretary Sally Jewell in a statement. "Being 'water smart' means working together to fund sustainable water initiatives that use the best available science to improve water conservation and help water resource managers identify strategies to narrow the gap between supply and demand."

Two projects funded in already arid San Joaquin Valley


Some of the projects the Bureau of Reclamation plans to fund in California are in the state’s hardest hit areas. The San Joaquin Valley, that big swath in the middle of the state that helps feed the nation, is one of those areas, and the Bureau is investing in two projects.

One of those projects is in Stanislaus County, where $300,000 is designated by the Bureau for a $787,350 project to line about 2 miles of the earthen Molasses Ditch with a concrete-lined canal. The project, which will be implemented by the Central California Irrigation District in Stanislaus County, is expected to save 476 acre-feet of water a year that is currently lost to seepage.

Another project involves the city of Fresno, the largest city in the San Joaquin Valley. The Bureau is funding $1 million of a $17.85 million project that is the largest funded project. Called the Friant-Kern Pipeline Project Reclamation, the city of Fresno will install 4.6 miles of 60-inch diameter pipe and a new turnout diversion structure to connect the Friant-Kern Canal with the city’s Northeast Surface Water Treatment Facility.

The new pipeline will allow Fresno to bypass 47 miles of lined and unlined open-channel canals now used to deliver water to the treatment facility. The project is expected to save 4,050 acre-feet of water a year by reducing seepage. The conserved water will be delivered to the treatment facility where it will be treated and then used to meet Fresno residents’ water needs. The project helps the city meet the strategies in its Water Resources Management Plan, a plan that focuses on optimizing groundwater and surface water supplies so there is enough water during times of extended drought.

Image credit: Flickr/bluesbby

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Costa's commitment to sustainability acknowledged by SRA

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Costa, the Whitbread-owned coffee shop chain, has become the first café brand to win a two star sustainability rating by the  Sustainable Restaurant Association (SRA).

Costa was particularly praised for sourcing a wide range of ingredients from British producers, its seasonal sourcing policies and waste management practices – both key areas for focus across the hospitality industry.

Sandy Gourlay, corporate responsibility manager commented: “Costa is deeply committed to our corporate responsibility programme. From the recent announcement of the launch of our new apprenticeships programme to our ongoing work to reduce waste across the business, we are always seeking to reduce our environmental impact and maximise our investment in our people and wider sustainable practices.

“We are delighted to have been recognised by the SRA for this ongoing work and we would encourage other coffee businesses to follow our lead in this area. There is so much good work going on in the café sector that we feel it is important for coffee shop operators, no matter how large or small, to be able to be recognised by their customers for their work in sustainability. The SRA rating system helps make it clear.”

Mark Linehan, md of the SRA, added: “We developed this programme in answer to public demand for cafés to be more progressive and not simply rely on the ethical certification of their coffee as enough to demonstrate their sustainability.

"Costa demonstrated great leadership by becoming the first café group to join the SRA. Now it can proudly boast that it’s also walking the sustainable walk by putting its whole operation under the microscope - not just in terms of the coffee it sources, but also its proactive approach to its social and environment impact. Costa has shown that it is possible for major operators to excel, and we would urge others to drive sustainable innovation in the industry.”

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BMW tops world's largest survey of corporate reputations

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German automobile brand BMW has topped this year's Reputation Institute’s Global RepTrak 100 league table which reports the world’s most reputable companies on innovation, governance, citizenship and more.

The Global RepTrak 100 study measures the reputation of the 100 most highly regarded companies across 15 countries via more than 61,000 consumer interviews. The report offers consumer perspectives on what drives trust and support and how the 100 companies are living up to their expectations.

The year's top 10 comprised: BMW Group, Google, Daimler, Rolex, LEGO Group, The Walt Disney Company, Canon, Apple, Sony and Intel. 

To access the full listing, click here.

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Female Entrepreneurship: Shrinking the Glass Ceiling

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The term glass ceiling was first used in 1984 to reference an invisible barrier that kept women (and minorities) from achieving corporate leadership solely due to bias and not skills, experience or ability. In the past 30 years, attitudes toward gender and race have evolved. The current business landscape includes many who are working to affect change -- quite different than job roles and mentality in the 1980s. Women are redefining the meaning of success, and it isn't solely based on climbing the traditional corporate ladder.

Female leadership numbers in Fortune 500 remain low


The numbers for women in top corporate leadership positions remain low. According to the Pew Research Center, 26 women are CEOs of Fortune 500 companies, representing 5.2 percent of Fortune 500 CEOs. Pew's most recent numbers (2013) report that only 1 out of 6 board members for Fortune 500 companies are women. Women haven’t made much headway breaking through the glass ceiling to attain C-suite positions, despite the data that proves that women in leadership positions result in higher financial returns. The numbers also show that while women are occupying more than half of managerial and professional occupations (52.2 percent in 2013), they still make up less than a quarter of senior management (22 percent in 2014).

In the Fortune 500, the numbers show that the glass ceiling is firmly in place; women don’t occupy a leadership role in the business world, and only a small number achieve success (as defined by reaching the top of the ladder). However, with the rise of women-owned businesses and an increase in freelancers, the definition of success has expanded to include other factors rather than just top-level corporate leadership. Women are setting different goals and traveling different roads to achieve their own definition of “the top.” As the business world has evolved, the traditional linear climb up the ladder is the less traveled road, and factors like flexibility, meaning and quality of life are changing the journey and redefining the career goals for women.

Michelle Stansbury, CEO of Little Penguin PR, believes that -- for the upcoming generation of female leaders, especially -- the concept of the glass ceiling is becoming irrelevant.

"Millennial men and women are beginning to change the tide to prioritizing quality of life over the corner office and lofty title. Women especially are not only looking to climb the corporate ladder, but create a situation in which they can pursue what they love with people they respect in an environment with flexibility."

For some, the definition of success changes over time.

“Entering the workforce, I saw no limit to where I wanted to go. Why wouldn’t I want to be the VP or president or name-the-function role? After working for many years, having a family, and trying to balance work and home life, my aspirations changed. What was truly ‘good enough’ for me to enjoy work and enjoy my family and home life? So, the (glass) ceiling shifted for me. Most importantly, it is about the work and people with whom I work,” says Peggy Ward, Ph.D, sustainability strategy leader at Kimberly-Clark Corp.*

Stepping out from beneath the glass ceiling


While the traditional glass ceiling appears to still be in place over the top spots at Fortune 500 companies, women are stepping out from under it in increasing numbers in favor of starting their own companies and becoming freelancers in order to have more control over their career trajectory.

The 2014 State of Women-Owned Businesses report estimates that there are more than 9 million majority-owned and privately-held women-owned firms, employing around 7.9 million employees (in addition to the owners), and generating over $1.4 trillion in revenues. Between 1997 and 2014, the number of U.S. businesses increased by 47 percent, while the number of women-owned firms increased by 68 percent. Add to that the fact that a 2014 study found that 53 percent of full-time freelancers are women, and there is a significant number of women striking out on their own -- free to be their own boss, build their own company and make their own way.

“Men who are at the top today did not get there by climbing a ladder, but rather by building their own ladders, and if women want to reach top positions where they are truly free to live rich lives, they should also make their own paths,” says Anna Faktorovich, Ph.D., director of Anaphora Literary Press.

“Given the options available to women, (entrepreneur opportunities, freelance, starting own business, etc.), we can decide what our limits should be versus being told what they are,” Peggy Ward of Kimberly-Clark says.

Instead of a glass ceiling, women work to shed their lead boots


Although, as a company owner, the traditional glass ceiling is gone (except if we talk about the bias in startup investing favoring men), there are other factors that can hold women back. Some business pundits believe women themselves hold the glass ceiling above their heads by not being more confident, not asking for more money and not owning their success.

Instead of a glass ceiling, Liz Maw, CEO of Net Impact, describes internal factors like self-doubt as more like wearing lead boots that weigh female leaders down.

“The only glass ceiling I pay attention to is the one in my head (the one where the 'inner critic' says I'm not powerful enough for the impact I want to make),” says Henna Inam, CEO of Transformational Leadership Inc.

However, not everyone agreed that the glass ceiling is mainly an internal force.

"There is no question in my mind that external forces keep that glass ceiling firmly in place. Whether or not women assert fair expectations (for equal salaries and opportunities for advancement, for example), there will be no satisfaction until men (and women) in power make the changes that are needed," says Alice Korngold, CEO of Korngold Consulting.

So, why bother breaking the glass ceiling?


If women are sidestepping the glass ceiling and new generations of female leaders aren't daunted by it, is it still important to break through? One reason is to empower women poised to lead in the larger corporate arena so that they can have a positive impact.

When women are involved in making top-level decisions that have a wide scope, it leads to better products that address the needs of both men and women.

“The views someone has on personal freedom and privilege will influence the products they build for finance, healthcare and other key sectors that are being revolutionized by tech right now,” says Sarah Nahm, CEO of Lever.

More diversity at the top of big organizations means that organizations will be more diverse and therefore more resilient.

What do we have now that we didn’t have in 1984? Despite the glass ceiling's stubborn placement over the corporate world, many feel that we are closer than ever to demolishing it, both by stepping out from under it and smashing it altogether.

Women are showing such widespread ingenuity, entrepreneurial spirit, leadership skills, and ability to thrive and forge ahead despite these roadblocks. Because now we have data, great role models, sponsorship and mentoring programs, and insights into the benefits of female leadership. Although the corporate numbers don’t show it, women are making progress, affecting change and persevering. They are improving their leadership skills and building confidence. With each new generation of female leaders, more cracks appear. Soon, maybe the glass ceiling will be as irrelevant as some young female leaders already believe it to be.

image credit: Jenny Hudson, creative commons license

*All views expressed here are personal observations of Dr. Ward and do not represent Kimberly-Clark.

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France Bans Large Supermarkets From Wasting Food

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An estimated 1.3 billion tons of food is wasted each year, totaling $750 billion in economic losses, according to a 2013 report from the United Nations that analyzed loss of food around the world. France is looking to avoid such waste, becoming the first country to enact a law that bans grocery stores from wasting food.

The law, which France’s National Assembly unanimously passed last Thursday, calls on supermarkets 4,305 square feet or larger to sign food donation contracts with charities by next July or face fines of more than $80,000. The large grocery stores will also be banned from purposely bleaching and spoiling food to prevent scavengers from Dumpster-diving.

The ban is part of a greater initiative to cut the amount of food waste in France in half by 2025. According to officials, the average French citizen tosses 44 to 66 pounds of food a year, 15 pounds of which is still in its original wrapping. That waste is good for a national loss of a whopping $21.9 billion annually.

The law will also start education programs in schools and businesses to raise awareness about food waste. It stems from a measure to remove the best-by dates on fresh foods that came in February.

Supermarkets will also be required to separate the foods for charities so the donated goods are immediately ready to use. The charities won’t be responsible for rummaging through the food and finding what food is edible and what food is spoiled. Charities will now need to be equipped with fridges and trucks to handle the donations.

The bill will head to Senate after the lower house of Parliament votes on it next week.

According to the World Food Program, 805 million people in the world do not have enough food to lead a healthy, active life. The problem extends well past just the undeveloped countries. Approximately 1 in 7 households in America were food insecure in 2013, yet the U.S. wastes more than 35 million tons of food per year, an annual rate that has tripled since 1980.

The young bill has already faced criticism, with officials saying it was a mistake to target only large supermarkets because they account for just 5 percent of total food waste in France.

Food wasting isn’t only a hindrance to the millions of hungry people worldwide, but it also poses a massive threat to the environment. Discarded food is disposed in landfills, which release methane, a gas said to be more than 20 times more lethal than carbon dioxide. Food is the second largest contributor to the United States’ landfills, and landfills are the single greatest producer of methane emissions.

An estimated one third of global carbon emissions come from agriculture, and the livestock industry contributes more than 15 percent of global carbon emissions. Society can’t afford to have agriculture or livestock grazing come to a halt, but officials are doing their best to assure the food isn’t simply tossed in the wastebin.

Around the U.S., cities and charities have created initiatives to limit the amount of food waste. Austin, Texas, introduced an ordinance requiring large restaurants to separate compostable materials from other waste -- part of a goal to reduce the amount of waste the city sends to landfills by 90 percent by 2040. D.C. Central Kitchen is a posterchild for preventing food waste, using excess food to contribute nearly 2 million meals to the hungry.

France may be the first country to ban wasting for grocery stores, but it likely won’t be the last.

Image credit: Flickr/Anthony Albright

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The Disconnectivity Paradox in the Modern Digital Age

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Editor's Note: The following is an excerpt from "Everyday Ambassador: Make a Difference by Connecting in a Disconnected World" by Kate Otto (Beyond Words/Atria, May 2015).

By Kate Otto

Bechawenyebela, bechawenyemotal.
(He who eats alone, dies alone.)
—Amharic Proverb

This simple yet thought-provoking thesis came as a gentle suggestion from my Ethiopian colleague Asfaw, as we strode the cracked sidewalks of Addis Ababa, Ethiopia, one April afternoon. His scratchy, soft voice announced this ancient Amharic proverb as we walked toward a hidden canteen in the shadow of our enormous office complex, hurrying our pace as gray clouds began to open up above. His adage was a warning as subtle as the sky’s.

He who eats alone, dies alone.

Asfaw and I were conducting public-health research together for an international development organization — one of many institutions that design and fund multimillion-dollar programs in health, education, agriculture and other public services to improve the social and economic well-being of marginalized people. On that particular afternoon, we still had a budget to construct, data collectors to coordinate and Ministry of Health meetings to plan. His proverb was a polite, indirect criticism of a suggestion I’d made just minutes earlier to eat lunch at our desks. From my perspective, our overdue deliverables and long to-do lists necessitated mealtime multitasking. I was impatient, eager to finish our work, and as someone in the early stages of my career, I wanted to be perceived as efficient, hard-working and ambitious.

But Asfaw, with the authority and wisdom that came from being 20 years my senior and from a more communal culture than I, refused to take part in my game. He denied me with a polite chuckle and led the way out of our office toward the nearest restaurant.

We settled onto foldout chairs around a small table. He returned to his Amharic wisdom as we peeled off pieces of njera, a sour, spongy flatbread, from the platter’s edges and used them to grab up the savory beef chunks and sauces spread across the center.

“Do you understand what I mean by that proverb?” he asked me outright, his trilled r's rolling off his tongue as he gestured to the food with one hand and reached for a chunk of doro wot with his other.

I raised an eyebrow to signal that I had no idea and wanted to hear more; he caught my cue and carried on, snatching another bite. “It’s from a story about a man who visits hell.”

I leaned on my elbows, inching toward Asfaw to signal my full, un-multitasked attention.

“There in hell, this man finds a table full of starving, suffering souls, even though they sit around a table full of food. They are starving because the only spoons on the table are so, so long.” Asfaw exaggerated his words playfully, looking off as if this depressing scene were playing out on the canteen’s doorstep. “These spoons are so long they cannot feed themselves! These people are really suffering.” He glanced at me again, and I nodded for him to carry on.

“Now. This same man goes on to visit heaven, and he sees almost the same thing: all the people, all the food, all the very, very long spoons. But this crowd is joyful! No one is hungry, and everyone is rejoicing.”

I squished up another lump of njera but paused before bringing it to my mouth, picturing this juxtaposition of starving demons and full-bellied angels both with torturously long utensils. Asfaw’s point became clear to me as he delivered his final words.

“The people in heaven, they used the spoons to feed each other.”

Life in 21st century is not so unlike the scene behind Asfaw’s ancient proverb. While sharing a meal is a universal manifestation of the joy of interpersonal connection, socialization is a joy now commonly facilitated via digital devices—laptops, smartphones and phablets—and social networking applications like Facebook, Twitter, Instagram, YouTube and any method of instant messaging. We humans are becoming limitless in our capacity to connect, and digital communion is becoming as commonplace as daily bread.

But all too often, our tech tools become long-handled spoons, and with no one to help us, we’re rendered hell-tethered demons. Rather than technology manifesting social connectedness, it is common that technology ends up shaping our behaviors and habits toward greater isolation. Allowing digital life to interrupt human interaction is now a commonly noted vice: friends seated around a dinner table, each fully engaged in whatever’s happening on the glowing screen of his or her smartphone instead of the present, human company; your colleague only partially listening to your conversation because she’s sending a text at the same time; nearly colliding with another pedestrian on the street because you’re too engrossed in reading an email in the palm of your hand to concentrate on walking courteously.

The ubiquity of mobile and online connectivity and the subsequent diminishing of human connection have become truths of our time. Globally, there are nearly 7 billion mobile phone subscriptions (far surpassing the number of humans who have access to a toilet, for reference), and in the United States, over 91 percent of citizens own a mobile phone, a majority of which are smartphones. The Pew Research Center’s Internet Project documented that 74 percent of adult Internet users in America used social media sites in 2014, including a whopping 90 percent of 18- to 29-year-olds, skyrocketing from only 8 percent of all users and 9 percent of 18- to 29-year-olds in 2005.

This growth in digital connectivity has not come without consequences to our interpersonal skills. For example, a variety of studies suggest correlations between Facebook use and increased depression and anxiety, particularly among teenagers, prompting the American Academy of Pediatrics to write a full literature review of the topic and create clinical guidelines for physicians to use to factor in social media as a contributor to illness. The Pew Research’s Internet Project published a report in 2014 citing predictions about future impacts of disconnectivity, with one expert stating:

"The scale of the interactions possible over the Internet will tempt more and more people into more interactions than they are capable of sustaining, which on average will continue to lead each interaction to be more superficial. . . . The increasing proportion of human interactions mediated by the Internet will continue the trend toward less respect and less integrity in our relations."

These data and predictions force us to confront an eternal question at the forefront of all technological revolutions: Where do we draw the line between using technologies because they meaningfully improve our lives and using them simply because we can?

The convenience of GPS gets us to our offline destinations more efficiently but also eliminates face-to-face interaction when asking someone else for directions. Our addictive, streamlined workflow of linked applications helps us churn out deliverables faster, leaving us more time with family and friends, yet we are a generation marked by jarring ringtones and humming vibrations at the dinner table and on dates — to which we almost immediately respond, abandoning the faces right in front of us and diminishing our capacity simply to be present. Though instant messaging and unlimited updates keep us well-informed, we can become easily swept into the riptide of using technology as a platform for self-promotion instead of community engagement. We can end up feeling persistently impatient, inflexible and uncomfortable with any length of waiting. We can be conditioned to meet the ever-rising bar of potential for multitasking, engaging less and less with the present moment, and people, around us.

While these negative outcomes are well documented and innately understood, we still struggle to set and keep rules for ourselves, like putting our phones away, on silent or on airplane mode when in social situations. As a group we’ve lost (and as individuals maybe never even had) the capacity to give undivided attention and can rarely offer it to even our closest friends and family, never mind the strangers we interact with on a daily basis. Even as technology becomes visibly divisive, obnoxious and counterproductive, we knowingly continue to feed our digital addictions. Often, the more “connected” we become to millions of digital friends, followers and fellow social media users, the less in touch we are with our own inner voices and with the people immediately around us.

As referenced in Mark Kingwell’s “Beyond the Book” in Harper’s Magazine, a 2010 study by the University of Michigan found that:

"American college students are 48 percent less empathetic than they were in 1979, with a sharper dip — 61 percent — having occurred in the past decade. According to the U.S. National Institutes of Health, the prevalence of narcissistic-personality disorder is nearly three times as high for people in their twenties as for the generation that is now 65 or older. These trends strongly correlate to increasing online connectedness."

It’s clear that our online presence and relationships are causing us to lose — or simply never even develop — the sensitivity required to read body language and feel emotional cues — in short, the ability to have real and meaningful interactions with people in front of us. Our minds and hearts are not CPUs. They require time to digest conversations and exchanges that allow us to understand one another (and ourselves). Yet when considering the blurry line between existing online and offline, we tend to crowd out opportunities to log off, shut down, and reboot.

By no means do these dilemmas imply that technology and digital tools are to blame for our diminished interpersonal skills. In fact, it’s exactly the opposite. Most technological tools are designed precisely to help us realize the value of shared learning, community contribu- tions, and crowdsourced solutions. The simplest examples include the comfort of sending or receiving an encouraging text message during a difficult life moment or being able to sing “Happy Birthday” to a family member serving or traveling overseas. Beyond the personal, at professional levels, we can move crucial business decisions along at light speed, link any classroom to new worlds of learning, save lives with telemedicine tools, and share or sell our art and music with audiences across continents. Had Asfaw and I met even one decade earlier, we would have struggled to carry out our research together, in the absence of emails, low-cost international calls and video conferencing. Online interaction and mobile telephony allow us the privilege of engaging with another individual, even half a world apart.

There are even more exciting opportunities that thoughtful digital connectivity presents to people interested and involved in social impact work. Sites like Facebook’s Causes.com and Change.org were the first to transform our online landscape by allowing subscribers to raise awareness about issues that matter to them. Since then, many more crowdfunding sites have emerged to help finance social change work, like Kickstarter, GoFundMe and Indiegogo. The Apple and Google Play stores are now breeding grounds for innovative smartphone apps promoting health, education and human rights. Sites like Kiva allow us to send donations directly to poor farmers in rural corners of the globe, and sites like DonorsChoose.org allow us to browse the needs of local schoolteachers and directly fund their classrooms. Both types of sites enable us to continue following the progress of the people we serve, enabling meaningful relationships where there would otherwise be no connection.

Using tech tools to change the world is a remarkable effort, and when we use these tools in the right way — to feed each other — we truly see miracles unfold. Take Patrick Meier, who in 2010 was com- pleting his PhD at the Fletcher School when a devastating earthquake struck Haiti, toppling the country’s already crumbling infrastructure and killing hundreds of thousands of citizens. The emergency prompted the usual Red Cross call for donations. While this type of giving is certainly genuine and allows us to act on our compassion, Patrick decided to take the concept of authentic connection a full step further; he became a digital humanitarian.

Well before the earthquake hit Haiti, Patrick had already cofounded several organizations addressing humanitarian crises with technology solutions, but Haiti became the first major opportunity to employ his revolutionary concept. He organized hundreds of student and Haitian diaspora volunteers in Boston, and together they used text message and mapping tools to solicit 3,000 urgent and actionable text messages from Haiti. These messages located people in distress, in real time, and Patrick shared this data with first-line responders in Haiti to help save hundreds of lives. Above and beyond the idea of acting on compassion with a donation, Patrick pioneered a field in which we can use technology tools to, quite literally, save lives.

But for all the limitless potential we possess for creating real and lasting relationships — and change — with technology, there exists a subtle set of tech traps into which we too often fall, keeping us from using technology for its innately connective purpose.

The four tech traps


The four key tech traps that we may fall victim to on the way to becoming an everyday ambassador prompted the development of the four everyday ambassadorial values — focus, empathy, humility and patience — to disarm those traps.

A first commonly encountered trap is that of multitasking, the deceptive ability to manage a call, a Facebook post, a blog comment and a final paper all in a simultaneous array of browser and application windows. We think we’re being more efficient, killing multiple birds with a single, digital stone, yet leading social science research on the topic shows that multitasking actually makes us less efficient. What’s more, when it comes to human interaction, we slowly become conditioned to being less present for the people with whom we interact.

A second common trap is becoming narrow-minded, or polarized, in our opinions. While the endless exposure to information on the Internet suggests that digital addiction would be the best possible way to build empathy with others’ points of view, the application-based worlds that dictate our social lives — Facebook, Twitter, Instagram — ask us to “follow” specific viewpoints and people, and we often end up choosing those who represent, not challenge, our existing viewpoints. Additionally, search engine algorithms are geared to feed us results, and of course ads, that reflect things we’ve already searched for and talk about regularly, not different views or opinions. What happens when we then try to engage with people whose views we may oppose? If YouTube comments are any judge of our newly conditioned psyches, then the future of everyday diplomacy does not look so bright.

Third, we also need to be aware of the obstacle of self-centered, haughty thinking, which comes naturally in a world in which all of our apps revolve around our personal schedules, and we can become experts in any topic with some basic search engine skills. Having a host of applications perpetually at our service can subtly tempt us to believe that humans around us surely must cater to our needs as well. The tendency to think that we can, with search engines on our side, already know the answer to most any question in the world does not translate well to the terms of individual relationship management, where this omniscience is almost never attainable.

Fourth and last, impatience is a common tech trap, and seemingly unavoidable in a world where our weather forecasts, driving directions and song requests are seconds away and at our fingertips. If we’re not careful, we begin to expect such unrealistic immediacy from the people around us who, unlike machines, cannot give us information or answers at the click of a button. This can be destructive to maintaining the relationships that matter most to us in life and can also render it nearly impossible to get to know people whose lives are incredibly different from our own.

To avoid these four tech traps — distraction, polarization, self- centeredness and impatience — we have to work on cultivating our focus, empathy, humility and patience. We need to overcome the dis- connectivity that grows so easily when we’re focused on our devices and digital networks, instead of on each other as human beings.

An everyday ambassador is precisely the kind of person who has mastered these four skills, and uses them to transform good intentions into positive actions through strong relationships. Everyday ambassadors are not digitally detoxed — they actually use technology regularly and wisely in ways that bring distant people close together, rather than creating distances between people already close by.

This is no easy feat in a world in which human interaction is becoming increasingly more digitized with every passing moment. We’ll only move further in the direction of digital disconnectivity, as the prices of phones and tablets plummet and the variety of applications enabling quick connections skyrockets. This will appear to us, at first, as a revolutionary era of connectedness, in which we can access anyone at any time from any place. But when we look closer and examine the now mainstream cultures of multitasking, polarization, self-centeredness, and impatience that dictate life in our digital environments, we realize the ways in which we are drifting apart from one another, failing to make authentic connections.

Thus, everyday ambassadors are those who confront the disconnectivity paradox by honoring human connections in their everyday lives, no matter where in the world they operate. They do so by employing crucial connective skills — focus, empathy, humility and patience — in everyday interactions, and they tend to approach social problems with an open mind and active listening, instead of proclaiming themselves as saviors or silver bullets. Everyday ambas- sadors escape the disconnectivity paradox by serving as excellent relationship managers, whether connections are forged online or offline, with or without the support of digital connections. The roads they travel could be cross-continental journeys, racking up passport stamps and foreign phrases, or they could be explorations of the backstreets and Main Streets of their own communities.

The common tie between all everyday ambassadors, no matter how far they travel, is seeing human connection as a two-way street, in asking in every new interaction, What am I providing, and what do I need in return? Many times we may find ourselves giving in dol- lars and cents, buildings and equipment, medicines and materials, time and effort. And we will likely find ourselves receiving in the intangible currencies of strength and perseverance, ingenuity and innovation, wisdom and patience, inspiration and passion.

There’s certainly no foreign-exchange counter to commoditize these treasures. But there is the transformative concept of feeding each other that Asfaw so powerfully suggested. And this is the mark of an everyday ambassador: a person who can calculate the trade internally, listening intently to what is being requested, and staying awake to all that is received in return.

Kate Otto is the founder and director of Everyday Ambassador, a network for young individuals who are currently pursuing or have completed an international service opportunity, an overseas fellowship, and/or a travel experience. She is also a global health consultant who has worked in Indonesia, Ethiopia, Ghana, Tanzania, South Africa, Mozambique and Haiti for several development institutions including The World Bank, USAID, and various grassroots organizations. She designs, deploys, and researches innovative mobile phone-based technologies to improve health service delivery in areas of HIV/AIDS care, maternal and child health and nutrition. writes for Huffington Post and Christian Science Monitor. Kate graduated from New York University with a BA in International Relations and an MPA in Health Policy and Management. She is a proud Reynolds Scholar in Social Entrepreneurship, Starting Bloc Fellow, Truman Scholar, Luce Scholar, and member of the Academy of Achievement. She lives in New York, NY.

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Infographics: Commuting in the 30 Largest U.S. Cities

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A recent report from the University of Michigan Transportation Research Institute uncovered the “who, when, how and how time-consuming” aspects of commuting in the 30 largest U.S. cities. The study pulled data from the 2013 American Community Survey, an annual survey commandeered by the U.S. Census Bureau, to compare cities in commuting tendencies, including what percentage of people ride a bicycle to work and what city carpools the most.

Dr. Michael Sivak, a research professor in UMTRI's Human Factors Group, headed the project, which provides "a broad overview of commuting to work in the largest U.S. cities,” according to the final report. The information analyzed is for workers aged 16 and older.

The examined cities held a combined population of around 39.4 million in 2013, representing just 12.5 percent of the approximately 317 million people living in the United States two years ago.

The cities Sivak studied range in population from New York City’s 8.4 million to Las Vegas’ 603,000. The 30 cities span from 21 different states with California cities cracking the list four times, while Texas is the top state with five cities in the dataset.

To simplify the data completed by Sivak, TriplePundit used infographics designed on infogr.am to display the results. With each graph, we’ve taken the the top five and bottom five cities from each category in order to analyze the extremes of each topic.

Average worker age


The study found that the cities with the youngest median ages of workers were Boston (34.4 years), Washington, D.C., (36.5 years), and Austin, Texas, and Denver, Colorado (both 36.8 years). The cities with the oldest median ages of workers were Louisville, Kentucky, (41.7 years), Jacksonville, Florida, (41.5 years) and Las Vegas (41.4 years).

Interestingly enough, the average age for all U.S. workers (42.2 years) is older than the average worker from Louisville, Kentucky, the oldest city of the metropolitans studied.

Gender in the workerplace


Next, the study looked at the percentage of male workers holding jobs in the 30 largest cities in the country. Detroit (45.9 percent), Baltimore (46.9 percent) and Philadelphia (48 percent) had the lowest ratio of males working in the city, while Houston (56.2 percent), San Jose, California, (56.1 percent) and Dallas (56 percent) had the highest percentage of males.

In comparison, males constituted 52.9 percent of all workers in the United States as a whole.

Average income: Mapping inequality


The next chart is perhaps the most intriguing because of the polarizing numbers that separate the poor cities from the thriving ones.

Detroit ($22,888), El Paso, Texas, ($25,021) and San Antonio, Texas, ($27,500) find themselves on the wrong side of the median income earnings chart, ranking lowest among the 30 cities studied. Washington, D.C., ($52,310), San Francisco ($51,329) and Seattle ($46,125) all hold claim to the highest earning cities in the country.

Workers in the U.S. average $32,625 annually, a salary sandwiched between Charlotte, North Carolina, ($31,979) and Austin, Texas ($33,304).

Transportation: Access to a car


The smallest percentage of workers with no car available were in Fort Worth, Texas, and San Jose, California (1.8 percent each) and El Paso, Texas (2 percent). The cities with the largest percentage of workers who don’t have an available vehicle were in New York (46 percent), Washington, D.C., (27.7 percent) and Boston (21.9 percent). The workers least likely to have access to a car were more likely to live in a city that has an underground train system, such as a Metro or Subway.

Transportation: Driving alone


The cities where the workers drive alone the most were in Louisville, Kentucky (82.9 percent), Oklahoma City, Oklahoma (82.6 percent) and Jacksonville, Florida (81.4 percent), while the cities who drive to work solo least were New York (21.4 percent), Washington, D.C., (32.3 percent) and San Francisco (36.4 percent).

Residents of 19 of the 30 cities studied drove alone less than the U.S. average (76.4 percent).

Transportation: Carpooling


The lowest percentage of workers carpooling to work were in New York (4.9 percent), Washington, D.C., (5.3 percent) and Boston (5.4 percent). The largest percentages were in Memphis, Tennessee (12.4 percent), Houston (12.2 percent), and Las Vegas and Phoenix (12 percent each).

These numbers were lower than I had anticipated, but once again reflected the culture of workers living in cities where underground transportation is accessible. The percentage for United States’ workers carpooling was 9.4 percent.

Transportation: Commuting via public transit


This is one of the datasets that shows the starkest contrasts in the way workers commute to work. New York (56.7 percent), Washington, D.C., (38.5 percent) and Boston (33 percent) led the way in percentage of workers who use public transportation to get to work in the morning.

The United States average was 5.2 percent, while two cities on the list (Oklahoma City, Oklahoma, and Fort Worth, Texas) didn’t even crack 1 percent of workers using public transportation as a means to get to work.

Transportation: Length of commute


The last piece that we wanted to analyze from the data Sivak collected was how time-consuming the average worker’s commute is to his/her job. The study found that Oklahoma City, Oklahoma (20.7 minutes), Columbus, Ohio (21.4 minutes) and Louisville, Kentucky (21.6 minutes) notched the lowest average time to get to work.

These workers are already getting their day started by the time New York (39.7 minutes), Chicago (33.7 minutes) and Philadelphia (32 minutes) workers even got to the office. The U.S. worker’s average commute took about 25.8 minutes, according to the study.

Image credits: 1) Kevin Utting-Flickr

All graphs were created by Grant Whittington on infogr.am

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Twitter Chat Follow-Up: Beer & Better World

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Editor’s note: This post is a follow-up to TriplePundit’s recent Twitter chat with Anheuser-Busch InBev. In case you missed it, you can catch a recap here

By Ricardo Rolim

At Anheuser-Busch InBev, we know that engaging our stakeholders is a crucial component to fulfilling our dream to be the Best Beer Company Bringing People Together For a Better World. Earlier this month, we held a Twitter Chat with help from our friends at TriplePundit to share some of our achievements from 2014 and answer your questions. We were pleased that so many of you joined us to ask thoughtful questions and engage in dialogue.

Over the years, our emphasis on stakeholder engagement has evolved as we’ve continued to see that, through collaboration, our impacts can extend even further. We currently plan our Global Be(er) Responsible Day (GBRD) and World Environment Day activities, as well as various moments throughout the year, as milestones to engage partners and help make a difference in our communities.

Last year, for example, our Grupo Modelo team in Mexico invited their peer companies from the national beer association, Cerveceros de México, to participate in the first industry-wide celebration of GBRD. More than 16,200 Modelo volunteers, with over 15,700 additional industry volunteers, focused their efforts on combating underage drinking and sales of alcohol to minors. The campaign included the hashtag “#NoTeHagasGuey” (Don’t Fool Yourself) and a video, which has been viewed widely on YouTube, both in Mexico and globally. We celebrate the success of the campaign knowing that collaboration with industry partners was key in helping achieve us achieve such a high level of impact, and we will look for more opportunities to partner with peer companies in the future.

We saw another major milestone in 2014, as we successfully completed the six Global Responsible Drinking Goals that we set in 2011. But we didn’t make these achievements alone; we came together with our colleagues and partners globally to meet and even exceed some. Our Global Responsible Drinking Goals involved parents talking to their children, sellers and clerks checking IDs, and waiters and bartenders responsibly serving consumers. And with the help of our partners, we celebrated a Guinness World Records achievement for “most pledges received for a campaign,” with 747,496 pledges received between Sept. 1 and Dec. 31, 2014. The record was reached by training bartenders, waitstaff and store clerks around the world on the responsible serving and selling of alcoholic beverages, and encouraging them to pledge to follow these best practices every day. As is our culture to always think about what more we can be doing, we’ll be releasing a new set of Global Responsible Drinking Goals later this year.

In 2014, we also began the expansion of our SmartBarley program by increasing our barley grower benchmarking program to nearly 2,000 growers around the world. In order for our SmartBarley program to be effective on a large scale, we know we’ll need the continued collaboration of our barley growers and local partners, as well as our colleagues, to make sure our environmental sustainability efforts achieve results and continue to push boundaries. Looking ahead, we will continue to invest in the development of several partnership initiatives under SmartBarley, including providing access to quality seeds and inputs and deploying skilled agronomists to assist growers in the art of producing high-quality malt barley with the fewest inputs.

It means a lot to us that so many people took the time to engage with us during our chat earlier this month. If you missed it, you can always check out the recap and Storify of the conversation here. We’re making it a priority to find even more touch points to engage further with our consumers, partners and colleagues around the world, so please continue to let us know what you’re most interested in at @ABInBevNews. We look forward to connecting again soon.

Image courtesy of Anheuser Busch InBev

Ricardo Rolim is VP Global Sustainability for Anheuser Busch InBev.

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Designing Sustainable Packaging for H&M

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Nineteen emerging entrepreneurs from around the world came to Hamburg, Germany, with one common goal: to design an innovative packaging solution which would amplify H&M’s sustainability efforts. We came because H&M Germany gave us a challenge to develop a packaging solution that is economically, socially and environmentally sustainable.

The challenge


This project is the result of an ongoing partnership between H&M Germany and the DO School, an innovative educational program that empowers social entrepreneurs all over the world to turn their ideas into action. The one-year fellowship program kicks off with a 10-week incubation phase in which fellows work together to solve a real-world challenge. With the Packaging Challenge, we were given the task to create an innovative packaging solution for one of H&M Germany’s product lines. In this case, our product was shoes.

Our goal was to minimize waste, reduce energy, optimize the handling process and create maximum recycling opportunities along the way. By taking a complete look at the supply chain from shipping, to storage and finally reaching the consumer market, this challenge was an opportunity to develop a more efficient and environmentally-friendly process that can be scaled for significant environmental impact.

The challenger

H&M is at the forefront of the sustainable fast fashion movement. The company is one of the leading users of organic cotton, committed to using 100 percent renewable energy and the first fashion brand to offer a global garment collecting initiative. Customers can hand in their used clothing in selected H&M stores, and they are recycled into new clothes. Last year, over 7,600 tons of clothing was collected for recycling, as much fabric as in 38 million T-shirts.

H&M is well on its way to becoming one of the leading water stewards in the fashion industry. The company recently entered a global partnership with WWF, the World Wildlife Fund. This partnership is the first of its kind and sets a new standard in the fashion industry. Through this partnership, H&M commits to the responsible use of water resources throughout the entire lifecycle of a garment, from how cotton farmers water their crops, to how customers wash their clothes.

H&M is on a mission to make sustainable fashion attractive, accessible and affordable. Its aim is to run the business in a way that is economically, socially and environmentally sustainable for both present and future generations, the company said. “As a responsible company we want to make people in H&M stores more aware of sustainability. We want to help create a more conscious group of consumers worldwide and boost the innovation of a multi-national company,” said Angela Gallenz, human resource manger for H&M Germany. “We are excited to work with the 19 DO School Fellows to contribute to a more sustainable world.”

The solution


We each brought our unique talents, experience and expertise to the challenge and, over the course of 10 weeks, worked together to find an innovative solution that H&M could implement in the years to come.

ECOLOGI is a globally responsible, innovative and sustainable shoe packaging solution. It offers an eco-friendly approach to H&M’s packaging logistics. ECOLOGI reflects the vision and core values of H&M, translating these values into three key points: planet, people and price. Our packaging solution is eco-conscious, human-centered and cost-conscious. It offers one complete solution for maximum social impact.

We looked at two things. We wanted to have a clear understanding of how H&M’s packaging system works and what exactly happens along the supply chain. We spent time at the H&M store and distribution center. We learned everything we could ever want to know about H&M’s shoe packaging. We spoke to people in production, a variety of experts and store employees. We identified the pain points and the places we wanted to intervene.

With the support of the H&M staff, we developed four distinct prototypes. Each concept addresses a specific type of product and a specific area of the supply chain. Using the DO School Method -- Dream, Focus, Plan and Do -- we brought our ideas to life. Our four solutions reduce waste, optimize the handling process and make use of the most sustainable materials. From a triangular-shaped shoebox that can pack twice as many shoes, to a sustainable hanger that stays in the store, our solutions are creative, innovative and forward-thinking.

We presented our ideas at an event held at the H&M Germany showroom in Hamburg. We transformed the showroom into an interactive exhibition space. The event was well attended by both H&M and DO School personnel. We look forward to seeing how our ideas will be implemented by H&M in the years to come.

Graphic design by Tosh Juma + Arlyn Hernandez

click here for more information

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