Articles on this Page
- 12/13/18--06:50: _Taking Off at Boein...
- 12/13/18--07:00: _LL Cool J and Gwen ...
- 12/13/18--08:00: _Building Health and...
- 12/14/18--02:25: _Keep America Beauti...
- 12/14/18--02:50: _PT Freeport Indones...
- 12/14/18--03:30: _Sysco is Committed ...
- 12/14/18--04:15: _Study Puts Aflac in...
- 12/14/18--05:30: _VMware Opens Its Di...
- 12/14/18--06:05: _With Girls Who Code...
- 12/14/18--07:00: _Smithfield Foods Ad...
- 12/14/18--07:30: _Report: How Busines...
- 12/14/18--07:45: _Mitigating Bias, Fo...
- 12/14/18--08:35: _Solving the Nationa...
- 12/14/18--09:20: _Abbott Named One of...
- 12/18/18--05:15: _Empowering People t...
- 12/18/18--06:50: _Charlotte’s Bank of...
- 12/18/18--07:00: _KeyBank Provides $2...
- 12/18/18--07:00: _PayPal’s Commitment...
- 12/18/18--07:15: _Making a More Inclu...
- 12/18/18--07:30: _Forecast 2019: Clim...
- 12/13/18--08:00: Building Health and Wellness Into Healthcare Buildings
- 12/14/18--02:25: Keep America Beautiful Tips for a Sustainable Holiday Season
- Reuse newspaper and paper bags in place of wrapping paper for gifts. Don’t forget to recycle the paper afterward – just remove the tape.
- Another creative idea for wrapping: use gently-used scarves, handkerchiefs or tea towels for difffiutlt-to-wrap items. You can also package edible gifts using glass bottles or reusable tins.
- When entertaining, cut down on excess waste and use real dishware and cutlery instead of disposable plastic, foam, or paper plates and utensils.
- Also use cloth tablecloths and napkins instead of paper options.
- Top Leader on Corporate Social Responsibility Commitment
- Top Corporate Social Responsibility in the Mining sector
- Top Corporate Social Responsibility Infrastructure Program
- 12/14/18--03:30: Sysco is Committed to Seafood Sustainability
- 12/14/18--04:15: Study Puts Aflac in Top 5 for Workplace Culture
- Jonathan Reichental, chief information officer of the City of Palo Alto, shared the promise of mobile to provide auxiliary medical professionals to remote areas.
- Victoria E. Lee, project lead of Fourth Industrial Revolution for the Earth for World Economic Forum, discussed the intersection of technology with the 17 SDGs, including innovations in food, water, energy, and access for all to the internet.
- Debra Dunn, co-founder of Stanford University’s FEED Collaborative, shared several examples of how technology innovation helps solve complicated problems like human trafficking through data mining and management.
- Bob Sutton, Stanford professor and author, cautioned technology companies to take the time to spread excellence and not rush to a solution.
- 12/14/18--08:35: Solving the National Affordable Housing Crisis With Mercy Housing
- $150: provides computer and internet access for resident children to do homework
- $850: provides a physical activity program for one year
- $360: Allows a child to participate in the “KidzLit” and “KidzScience” afterschool programming for an entire year!
- $400: a month for a fully stocked food bank that’s open 2 times a month
- 12/18/18--05:15: Empowering People to Manage their Unique Life and Work
- 12/18/18--07:00: PayPal’s Commitment to Improving Financial Health
- 12/18/18--07:15: Making a More Inclusive and Accepting World for Everyone
- 12/18/18--07:30: Forecast 2019: Climate Change Reality Takes Firmer Hold
Kelsea Ballantyne earned her MBA/MS in 2016, as part of the Erb Institute and the Tauber Institute for Global Operations. She’s now in an executive development program at Boeing, working on the 777 and 777X airplanes, and she talked with Erb about her work there.
Could you tell us about your role at Boeing?
I’m in the Tauber/LGO Executive Development Program. It’s a 6-year rotation—I rotate every year—and currently, I am a leader in Boeing’s 777/777X program. I work with the Composite Wing Center (CWC) building the new, state-of-the-art wing out of carbon fiber. I specifically work with mechanics, engineers and leaders to define and create the standard production process to build the wing. Building each component in a standard method reduces safety issues, reduces waste, increases quality, increases production rate and ultimately empowers our mechanics to define the best way to build the airplane. It has been amazing to have the opportunity to build a brand-new team, define the strategy and get buy-in from all stakeholders utilizing a systems thinking perspective and design thinking methods. We have been so successful with the 777/777X that this process is now being replicated as the enterprise standard for Boeing’s other commercial airplanes.
Read more about the initiative here in Market Watch!
How have you helped the company reduce waste and recycle materials?
Our 777X wing is made completely of carbon fiber reinforced polymer (CFRP). The technologies and structures around recycling CFRP are nascent. So, in 2015, during my summer internship for Tauber, I defined and developed the system for the CWC to be Zero-Waste-to-Landfill (ZW2L) with CFRP. Boeing actually implemented the plan, including key technology development and partnerships with external recyclers. As a side project, I now lead the team that supports this process, and we have been ZW2L for our first year of production. We also have sustainable partnerships to continue this forward for the CWC. Boeing is planning to expand our ZW2L to all of our CFRP sites. This is also a process that has been integrated into the core way we do business instead of a side project.
What have you learned from your work at Boeing?
I am a leader in operations, working down on the shop floor, and not in a specific sustainability role. I’ve found that it is powerful to be engaged in the main business and then bring in sustainability initiatives. This allows me to utilize my leadership for good no matter where I am in the company.
I have also learned that low-stakes piloting of ideas and capturing the impact with real data is much more effective than sitting around in a room talking about why something will or will not work. This creates real stories and examples that can be shared to change a culture or convince leaders to change.
How have you put your Erb Institute education to use?
My systems thinking class with Tom Gladwin really opened my eyes to looking at how everything is connected—this has served me very well in a company as large as Boeing. At the School of Natural Resources and the Environment, I was in the Behavior, Education and Communications (BEC) track, and we learned a lot of behavior change models. Now, a lot of my work involves changing behavior.
Andy Hoffman’s class, Strategies for Sustainable Development, allowed me to develop my own philosophy about how to create change from within large corporations and also how to look at large shifts in markets. I have used this philosophy daily in my work, and it is also my north star, keeping me aligned to my purpose while in a large corporation like Boeing. I also was his graduate student instructor and loved seeing the cases being discussed.
Tweet me:READ: How @erbinstitute alums are driving #sustainable +#business impact and why a combined @MichiganRoss MBA and @UMSEAS MS gives professionals a unique skill set to lead business change. http://myumi.ch/aZeBp @KelsBallantyne @Boeing
KEYWORDS: Boeing, university of michigan, Erb Institute, Kelsea Ballantyne, Boeing 777, Boeing 777X, carbon fiber reinforced polymer, Management, Leadership, Sustainable Business
Each year, stars come together to celebrate families who have adopted from foster care in the CBS Holiday Special: A Home for the Holidays.
This year LL Cool J, Gwen Stefani and Train help celebrate 20 years of creating families through foster care adoption. Join us in watching this heartwarming holiday special on December 21, 2018, at 8 p.m. on your local CBS station.
The Dave Thomas Foundation for Adoption is a proud sponsor of A Home for the Holidays. To learn more about the Foundation’s mission, visit davethomasfoundation.org
Check out all the details here. Can’t watch it live? Be sure to DVR it!
Tweet me:Don't miss @llcoolj and @gwenstefani partnering with @DTFA this year to celebrate 20 years of the beloved "A Home For The Holidays" special on your local @CBS station http://bit.ly/2zSav0Z #adoption #fostercare
KEYWORDS: Dave Thomas, foster care, adoption, Recruiter, forever family, Wendy’s, National Adoption Month, Instant Family, Mark Wahlberg, Wendy’s Wonderful Kids
by Nicole Munoz; (Original Publication by Laboratory Equipment)
SOURCE:SCS Global Services
by Nicole Muñoz, SCS Global Services
Since the medical care system first embraced health and wellness as a core business paradigm, hospitals, healthcare workers and patients alike have reaped the benefits. Healthcare workers have fewer sick days, reduced medical expenses and greater workplace satisfaction, leading to increased employee retention.
Tweet me:Just published in @LabEquipment, Nicole Munoz, Managing Director at SCS Global Services explains how the #Healthcare Industry is planning, constructing and furnishing #healthybuildings. Click to read... https://bit.ly/2Cbsgu4
KEYWORDS: healthy building, indoor air quality certification, Health Product Declarations, sustainable production, volatile organic compounds, voc, BREEAM, WELL Building Standard™ (WELL), Herman Miller, Kielhauer, Steelcase, KI, scs global services
SOURCE:Keep America Beautiful
Make a difference this holiday season by taking small steps that can make a meaningful difference by reducing waste and your carbon footprint. And since it’s the season of giving, share these eco-friendly tips with family and friends!
Keep America Beautiful
+1 (203) 659-3008
Keep America Beautiful
+1 (203) 659-3014
KEYWORDS: Keep America Beautiful, sustainable holiday, #BeRecycled, #DoBeautifulThings
December 14, 2018 - Business News Indonesia magazine recently presented PT Freeport Indonesia (PTFI) with three corporate responsibility awards for 2018. The three awards are:
Some of PTFI’s honored infrastructure programs include the development of the Mozes Kilangin International Airport in Timika, the Mitra Masyarakat Hospital, the Pomako Bridge, the Mimika Sport Complex, and a new potable water facility for the Mimika Regency Administration Office.
PTFI is committed to providing 1 percent of its annual revenue for the development of the indigenous Papuan community through the Freeport Partnership Fund for Community Development. PTFI’s contributions to the Partnership Fund were approximately $44 million in 2017 and over $735 million since its inception in 1996. The Amungme and Kamoro Community Development Foundation (LPMAK) is the Papuan community organization that oversees disbursement of the program funds.
In addition to the $7.3 million invested in community public health programs by PTFI in 2017, the LPMAK, funded by PTFI, directly contributed $13.7 million to community health-care programs, both within and outside the PTFI project area. This included the operation of community hospitals in Timika, in the Lowlands, and Waa Banti villages in the Highlands.
To learn more about how Freeport-McMoRan collaborates with its communities, please see fcx.com.
To read more about Freeport-McMoRan’s social, economic and environmental efforts, see the 2017 Working Toward Sustainable Development Report.
KEYWORDS: PTFI, FCX, infrastructure, Freeport Partnership Fund for Community Development, community public health programs, Amungme, LPMAK, Kamoro, Papua
By Melissa Aronson
In 2009, Sysco Corporation – one of the largest purchasers of seafood in North America – began working with World Wildlife Fund (WWF) to assess and improve the sustainability of its seafood supply chain. Through this collaboration, Sysco committed in 2011 to source its top 10 Portico® brand (Sysco’s own seafood brand) frozen and further-processed wild-caught seafood species from fisheries that were either certified to the Marine Stewardship Council (MSC) standard, in full assessment for MSC certification or engaged in a comprehensive Fishery Improvement Project (FIP), by 2015.
Continuing its alliance with WWF, in 2016, Sysco committed to further improve the sustainability of its seafood procurement through 2020, incorporating additional elements to guide its seafood procurement practices and standards.
“At Sysco, we pledge to increase our offerings of responsibly caught Sysco and Portico Brand seafood products to our customers in a way that conserves the health of the marine ecosystem and the livelihoods of future generations,” said Catherine Kayser, V.P. Corporate Social Responsibility.
KEYWORDS: NYSE:SYY, Sysco, World Wildlife Fund, WWF, sustainable seafood
Survey conducted by culture data website Comparably ranks large, midsize and small US companies in areas including compensation and leadership
COLUMBUS, Ga., December 14, 2018 /3BL Media/ – Aflac, the leader in voluntary insurance sales at U.S. worksites, is listed as a top five company in Comparably’s 2018 list of the 50 Best Company Cultures. Comparably is a California-based culture data website that rates companies’ workplace cultures. According to Comparably, the companies on their annual Best Company Cultures list received the highest ratings by employees who provided anonymous feedback on a variety of workplace culture questions ranging from work environment and compensation to leadership.
“Landing in the top five on this list reinforces our long-held belief that Aflac is indeed a great place to work, and we are pleased that our employees responded to this anonymous survey in such a positive way,” Aflac Chairman and CEO Dan Amos said. “It has long been our company’s belief that if you take care of the employees, they will take care of the business. Our employees, coupled with our products, which are second to none, are the engine that enables Aflac to continue dominating our industry.”
“Aflac’s generous profit-sharing program, along with excellent health care, a matching 401(k), on-site child care and in-house medical services are just a few of the benefits that make us an attractive place to work,” Aflac U.S. President Teresa L. White said. “And our innovative work environment, where people are challenged each and every day to stretch their personal and professional limits, provides rewards for employees who are eager to grow to meet the newest challenges in an ever-changing environment.”
In January 2018, Aflac announced that it would use a significant portion of the funds the company was able to save through the federal tax reform legislation to increase the employer contribution to every employee’s 401(k) by a full percentage point. The company also provided a one-time $500 contribution to each worker’s 401(k) and earmarked additional funding for innovation as well as several million dollars to the company’s latest philanthropic effort in the area of childhood cancer: My Special Aflac DuckTM.
My Special Aflac Duck, designed by Sproutel, is a social robot that uses medical play, lifelike movement, and emotions to engage and help comfort kids during their cancer care. Aflac and Sproutel conducted 18 months of child-centered research with children, parents and medical providers at the Aflac Cancer and Blood Disorders Center of Children’s Healthcare of Atlanta to create the duck, which Aflac is giving to every child newly diagnosed with cancer in the U.S., ages 3-13, free of charge. Aflac has a 23-year commitment to providing comfort to children and families facing childhood cancer. The company has contributed more than $128 million to this cause.
“Giving back to employees and to the community is not only the right thing to do, but it is a vital investment in people, any good company’s most valued resources,” Aflac Executive Vice President, Chief Financial Officer Fred Crawford said. “We want Aflac employees to feel secure, knowing that a bright future is in store for their families, so they can focus on helping make Aflac the best it can be. Moreover, My Special Aflac Duck has energized our teams in ways that we could not have imagined, and I truly believe it is a primary reason why Aflac employees responded to this survey in such a positive way.”
Aflac is the highest-scoring of only two insurance companies that appear on the 2018 list of the 50 Best Company Cultures in the large company category. A large company, according to Comparably, is one with 500 or more employees.
"Winning Comparably's Best Company Culture award is an exceptional achievement, highlighting the absolute best places to work in the United States as rated by their own employees," said Comparably CEO Jason Nazar. "Aflac consistently receives high praise from its employees for its forward-thinking and supportive leadership, and for having a workplace that's collaborative, motivated, and fun."
When a policyholder gets sick or hurt, Aflac pays cash benefits fast. For more than six decades, Aflac insurance policies have given policyholders the opportunity to focus on recovery, not financial stress. In the United States, Aflac is the leader in voluntary insurance sales at the worksite. Through its trailblazing One Day PaySM initiative, for eligible claims, Aflac U.S. can process, approve and electronically send funds to claimants for quick access to cash in just one business day. In Japan, Aflac is the leading provider of medical and cancer insurance and insures 1 in 4 households. Aflac insurance products help provide protection to more than 50 million people worldwide. For 12 consecutive years, Aflac has been recognized by Ethisphere as one of the World's Most Ethical Companies. In 2018, Fortune magazine recognized Aflac as one of the 100 Best Companies to Work for in America for the 20th consecutive year and included Aflac on its list of World’s Most Admired Companies for the 17th time. Aflac Incorporated is a Fortune 500 company listed on the New York Stock Exchange under the symbol AFL. To find out more about Aflac and One Day PaySM, visit aflac.com or aflac.com/espanol.
Aflac herein means American Family Life Assurance Company of Columbus and American Family Life Assurance Company of New York. WWHQ | 1932 Wynnton Road | Columbus, GA 31999.
+1 (706) 763-4813
David A. Young
Aflac analyst and investor contacts
+1 (706) 596-3264
KEYWORDS: NYSE:AFL, Aflac, Comparably
VMware opens state-of-the-art facility at Palo Alto campus where customers, partners and VMware employees from all over the world collaborate on innovations that matter
Since our inception, we’ve strived to operate our business in a responsible and sustainable manner. From our global commitment to green building practices, to the order of magnitude our technology delivers in terms of energy and carbon emission reductions in IT, VMware aims to leave ahead a better future by weaving sustainability into everything we do, including the opening of our new VMware Discovery Center.
Opening Day of the Visitor Discovery Center
Tweet me:After becoming a certified CarbonNeutral® company, @VMware continues their commitment to innovation and sustainability by opening the VMware Discovery Center #VMwear #Sustainability #globalimpact http://bit.ly/2ErsYp5
KEYWORDS: VMware Discovery Center, VMware, NYSE:VMW, certified CarbonNeutral® company, Palo Alto Mayor Liz Kniss, Mayor Liz Kniss, Congresswoman Anna Eshoo, Victoria E. Lee, Debra Dunn, Pat Gelsinger
What’s it’s like to be one of the 20 women chosen for the four-year internship program.
In the summer of 2016, Sabrina Bergsten was a recent high school graduate preparing for her freshman year at Marist College. Rather than hang out at the beach, Bergsten spent her weekdays trekking in and out of Times Square for a highly selective tech internship at Viacom’s headquarters.
And she was able to take advantage of some uniquely Viacom perks: attending the MTV VMAs, watching engineers test new augmented reality (AR) software, assisting with the launch of BET’s mobile app, and going to networking events on the company’s cafe terrace overlooking Times Square.
Bergsten’s story is a small piece of a larger partnership between Viacom and Girls Who Code (GWC), a national nonprofit organization focused on increasing the number of women in tech. For four years, Viacom has hosted a GWC summer immersion program for 20 high school women.
In 2016, Viacom expanded the initiative, becoming the only GWC corporate sponsor to develop a four-year college internship for select graduates of its summer program. Bergsten and two fellow students, Ana Leon and Zahraa Lopez, make up this inaugural GWC intern class, learning on-the-job at Viacom as they progress through college. After four years, they’ll have the opportunity to become full-time Viacom employees.
“Ultimately, our goal is to establish a pipeline of talent and help develop the STEM [science, technology, engineering and math] skills that are vital to pursuing careers in tech,” says Viacom Chief Technology Officer Dave Kline. “We’re focused on crafting opportunities for the Girls Who Code alumni where they can explore, learn, and thrive in an all-encompassing environment surrounded by top-tier talent.”
Learning New Skills, Providing Fresh Perspective
Maitri Manojkumar is among the most recent class of interns; her first day on the job was just after her high school graduation. Although she had no experience with tech before attending Viacom’s summer immersion program last summer, Manojkumar is now pursuing a degree in STEM-related fields at John Jay University in Manhattan.
Manojkumar recalls what she told Kline in her interview prior to landing the internship: “I’m willing to learn a lot. What I can give back in terms of skill is probably not going to be that valuable. But I can give you a new perspective.”
She was hired on the spot.
For Bergsten, Viacom and GWC represent empowerment, equality and diversity of thought—a stark contrast to her first experience with the male-dominated tech world.
“I took my first computer science class in high school,” said Bergsten. “For three years, I was the only girl in my entire class—consistently, the only girl. It was discouraging. I would feel like I was representing all women in technology with my success or failure. At the time, I really wasn’t great at computer science. It was never something that came naturally to me.”
At Viacom—first as a summer immersion student, then as an intern—Bergsten has been surrounded by female engineers, willing to answer questions and teach the basics to new and inexperienced coders.
“There is something so special about a company investing so much time and effort into your future,” said Bergsten, speaking to the 2018 GWC summer immersion program graduates at last August. “I’ve been able to do and learn more than I’d ever imagined.”
Coders Who Will Power Viacom Forward
For these interns, Viacom exemplifies the ideal juncture of tech, media and audience engagement. Young coders aren’t just looking for a salary at any top tech company, they are seeking a place where they can work with purpose and contribute to its culture.
The intern program is evolving with its students, each year building more depth and momentum as its original graduates develop skills, discover new areas of interest and begin to make considerable contributions to the teams they had shadowed during previous summers. The program is also deliberate in exposing participants to different teams so that they can identify their strengths. Bergsten, for example, found that she had talents for project management and software engineering, two areas that align with her skill-set and passion.
Meanwhile, Leon, one of Bergsten’s fellow third-year interns and a junior at Barnard College, has developed a keen sense of UX design, a sector she knew little about before the program. Now, she’s built her own website (independent from the internship), which is dedicated to K-Pop, the popular South Korean musical genre.
As Viacom President and CEO Bob Bakish stressed to the graduating summer immersion class of 2018, Viacom’s goal is to help build a strong community of female leaders in computer science who “will create the next generation of technology that will power us forward.”
KEYWORDS: NASDAQ:VIA, Viacom, Girls Who Code, Women In Tech, women in stem
SMITHFIELD, Va., December 14, 2018 /3BL Media/-- Smithfield Foods, Inc. is pleased to announce the grand opening of its new distribution center in Tar Heel, North Carolina, which will create approximately 250 new jobs in the state. Smithfield invested more than $100 million into the over 500,000-square foot facility, about the size of eight football fields, and its blast cell cold storage capabilities at its processing facility, which will strengthen the company’s supply chain to better serve customers globally.
“We are experiencing an exciting time of growth and this new distribution center will help us continue to optimize our footprint,” said Kenneth M. Sullivan, president and chief executive officer for Smithfield Foods. “More than 10,000 Smithfield Family members already call North Carolina home, and we’re proud that our investment in this project will create even more jobs. We look forward to welcoming new employees into our family.”
Today, Smithfield leadership attended a grand opening and ribbon cutting celebration at the Tar Heel distribution center, which has begun making shipments and will be fully operational by Jan. 2019. Commissioner Steve Troxler, North Carolina Department of Agriculture & Consumer Affairs, and state Sen. Bill Rabon joined the celebration.
“I applaud Smithfield for their continued support of North Carolina’s leading industry—agriculture,” said Commissioner Troxler. “With this new facility, Smithfield will strengthen the role North Carolina farmers play in feeding our country and the world.”
The new facility features nearly 50,000 pallet positions and has an annual capacity of more than one billion pounds. It will also optimize its transportation and distribution network to lower fuel usage, cut transportation costs, and improve delivery times. It is located adjacent to one of the company’s meat processing facilities, which is the largest pork plant in the world, and produces fresh pork products for customers in the U.S. and across the globe.
“Smithfield’s investment in this new facility is yet another example of the company’s role as an economic driver for our state,” said North Carolina Sen. Bill Rabon. “In addition to providing thousands of well-paying jobs, the company and its people regularly support charitable causes that improve the lives of fellow North Carolinians. Smithfield continues to be a great partner of the Tar Heel State.”
“This new distribution center exemplifies Smithfield’s unwavering commitment to continuously improving its operations,” said Dennis Organ, senior vice president of supply chain for Smithfield Foods. “While providing best-in-class customer service, we’re reducing the distance our products travel, which shrinks our carbon footprint and positions us to achieve our long-term sustainability goals.”
New employees at the distribution center will join more than 5,000 currently employed at the Tar Heel facility. To learn about Smithfield careers and apply for available positions, visit smithfieldfoods.com/careers.
About Smithfield Foods
Smithfield Foods is a $15 billion global food company and the world's largest pork processor and hog producer. In the United States, the company is also the leader in numerous packaged meats categories with popular brands including Smithfield®, Eckrich®, Nathan’s Famous®, Farmland®, Armour®, Farmer John®, Kretschmar®, John Morrell®, Cook’s®, Gwaltney®, Carando®, Margherita®, Curly’s®, Healthy Ones®, Morliny®, Krakus®, and Berlinki®. Smithfield Foods is committed to providing good food in a responsible way and maintains robust animal care, community involvement, employee safety, environmental, and food safety and quality programs. For more information, visit www.smithfieldfoods.com, and connect with us on Facebook, Twitter and LinkedIn.
Smithfield Foods, Inc.
Tweet me:.@SmithfieldFoods celebrates the grand opening of its new distribution center in Tar Heel, NC, which plays a role in the company’s overall efforts to reduce its carbon footprint and achieve its long-term #sustainability goals. http://bit.ly/2PFjwjc
KEYWORDS: Smithfield Foods, North Carolina, carbon footprint
In partnership with the Erb Institute, Innovation Forum recently hosted a conference in Detroit that delved into the best ways to assess materiality, build a business case and deliver impact at scale. Participants from corporations, nonprofits and academia shared their approaches to measuring impact and return on investment (ROI). They focused on fully understanding impact so that they can better drive strategy, justify budgets and communicate progress.
Individual sessions ranged from ways to make board members really care about sustainability, to improving worker well-being, to industry-specific case studies. Read the report highlighting some of the key discussion points from the event.
Is your business working to define its ROI on sustainability? Visit the Erb Institute website to continue the conversation.
Tweet me:READ: @erbinstitute & @InnovaForum co-hosted a forum in Detroit focused on the #ROI of #Sustainability. Is your business working to define #ROI and drive strategy? Read their new report here - http://myumi.ch/aZD2O #CSR
KEYWORDS: Erb Institute, University of Michigan Erb Institute, ROI, Innovation Forum and Erb Institute, Innovation Forum, Detroit and Sustainability
SOURCE:Booz Allen Hamilton
“He just looked like the right fit.” “I knew I could trust her the first time I saw her.” These superficial assumptions are known as unconscious bias. They cloud decision-making and hinder inclusivity in hiring, promotions, education, law enforcement, and beyond.
On December 7, more than 200 Booz Allen Hamilton employees engaged in conversations and activities to explore unconscious bias: what it is, how it impacts individuals and organizations, and how to change it.
The two-hour event—with both in-person and virtual participation—tied into a Day of Understanding, during which CEO Action signatory companies hosted discussions within each of their respective organizations to further embrace differences. CEO Action is a commitment by companies worldwide to foster more inclusive workplaces.
The event was also the latest in Booz Allen’s Inclusive Conversations series, which supports the three tenets of the firm’s BE3 Promise: be you, be Booz Allen, and be empowered to change the world.
“Booz Allen believes in the power of inclusive conversations. These workplace forums foster an open discussion where employees from all levels and backgrounds can begin to build awareness and understanding of the issues that often have a significant impact on their lives and their sense of belonging in the workplace,” said Cheryl Wade, head of the firm’s diversity and inclusion team.
A day of introspection and conversation
Dr. Marcelle Davis and Jacqueline Guill, Booz Allen diversity and inclusion program leads, facilitated the town hall-style gatherings with a guest from CEO Action, Marvin Washington, a partner with PricewaterhouseCoopers.
Washington presented a “diversity wheel” with 36 dimensions of diversity, many of which go beyond visible characteristics such as race, gender, and age. Other aspects include communication style, management status, and attitudes toward personal space and competition vs. cooperation.
Participants had the opportunity to view videos that demonstrated how automatic assumptions and implicit biases can cloud decision-making. They also experienced the power of implicit associations for themselves through a rapid word association exercise known as the Stroop test.
This was followed by a video case study in which two white employees were scheduled to meet a senior executive. In the scenario, the employees discussed the executive’s highly impressive credentials—yet when they were led to the conference room where an African American man sat, they assumed they had been sent to the wrong room.
“Our brains are wired to make cognitive shortcuts to help us process the millions of pieces of information that we receive every second,” said Washington. “We make snap judgments, which can sometimes be wrong. And they might not be aligned with our conscious values and beliefs. This can result in us acting in ways that have unintentional consequences for ourselves and others.”
A pledge to act
What actions can people take to mitigate unconscious bias and foster greater inclusion? Guill emphasized acting with positive intent, “listening to understand rather than listening to react,” and engaging diverse perspectives. “Managing your blind spots is key to building a culture of awareness.”
The workshop culminated with a pledge, calling for participants to identify one action they could take to foster a culture of understanding.
“Not only does the Day of Understanding affirm two of Booz Allen’s values—unflinching courage and living and working with ferocious integrity—it creates a space for our talent to harness the power of collective ingenuity and potentially brainstorm innovative ways for the firm to build an even more inclusive and welcoming culture,” said Booz Allen Vice President Marlene Aquino.
Opportunities for further dialogue, including Inclusive Conversations events around the country, are planned for the future as part of Booz Allen’s continued work to empower leaders and employees from all backgrounds to listen and act with empathy and build trust.
KEYWORDS: Booz Allen Hamilton, NYSE: BAH, CEO ACTION, DAY OF UNDERSTANDING, unconscious bias, implicit bias
Every day, millions of Americans have to sacrifice food, education, and healthcare because the cost of housing is so high. The numbers are grim: only one out of every four households who needs housing assistance gets it; more than one in four renters pays more than half of their income on housing costs; and nationwide waiting lists for affordable housing are years long. Many lists aren’t even open to new applicants because the backlog is so enormous. The lack of affordable housing affects millions nationwide, and people who have full time jobs are not immune: the National Low Income Housing Coalition (NLIHC) notes that someone has to make $21.21 per hour in order to afford a two-bedroom rental home at Fair Market Rent. Of the people fortunate enough to receive federal housing assistance in 2015, 81 percent of those households are elderly, have a disability, or are working in jobs that don’t keep up with the cost of housing.
This country’s lack of affordable housing negatively impacts communities big and small, urban and rural. When housing becomes unaffordable, families have to constantly move. Kids switch schools and struggle to succeed academically. Millions are forced to live paycheck to paycheck, unable to further their education. High housing costs trap people in cycles of poverty from which it is nearly impossible to escape. For Americans who are more privileged, the lack of affordable housing may also one day affect them. Very few people, if any at all, are completely immune from the rising costs of housing in this country.
If left unaddressed, the affordable housing crisis will get worse. The millions of people who are currently suffering from the high cost of housing will continue to suffer, and millions more will join their ranks.
Through a donation to Mercy Housing, you can help address this national crisis. Mercy Housing helps people live to their full potential by developing, financing, and operating affordable housing with Resident Services for families, veterans, seniors, and people with disabilities. Your support provides homes, job skills training, health screenings, tutoring and much more. For example, here are a few ways your donation can help:
Support Mercy Housing through your employee giving program:
As a donor, you can support Mercy Housing by donating to them through your employer’s workplace giving program (CFC# 81117 if you're a military or federal employee participating in the Combined Federal Campaign). Payroll pledges made through employer-sponsored charitable giving programs represent a cost effective and near effortless way to support your favorite charities.
As Mercy Housing’s workplace giving partner, America’s Charities can help your company design and implement a program centered on supporting their work - through workplace giving campaigns, employee fundraising, cause-focused signature programs, volunteerism, donation drives, matching gifts, Dollars-for-Doers, In-Kind Giving and other employee engagement and philanthropic initiatives. Click here to request a demo and learn how we can help you do this.
Tweet me:.@AmerCharities: The Unique Role Employees and Their Employers Have in Solving the National Affordable Housing Crisis with @MercyHousing https://impact.ac/2PHPcog #EmployeeGiving #ImpactThatMatters
KEYWORDS: America’s Charities, workplace giving, employee giving, Corporate Social Responsibility, csr, charity vetting, payroll deduction giving, Fundraising, Mercy Housing, Poverty, SDGs
Abbott was recently named one of America's Most JUST Companies by Forbes magazine and JUST Capital. The list recognizes the top 100 companies in the U.S. leading the way for responsible, sustainable business.
To create the JUST 100 list, Forbes and Just Capital asked 81,000 Americans about what they most want to see from the nation’s biggest businesses. The answer? Treat employees, customers, communities and the environment well. With those priorities in mind, they ranked 890 of America's largest publicly-traded companies to determine the Just 100 – the companies that are delivering shared value by generating better returns for themselves and society in the process.
Abbott ranked in the top 10 percent of companies on the list: No. 88 out of 890 companies. Abbott also scored No. 1 in its industry for company leadership, and 2nd for its work in communities. JUST Capital cited Abbott's Board diversity, supplier social responsibility program, ethics and compliance program, and its dairy supply chain initiative as key examples.
To view Abbott's profile by JUST Capital, click here.
To view the full list of this year's JUST 100 Companies, click here.
To learn more about Abbott's work to deliver sustainability and social impact, click here.
KEYWORDS: Abbott, NYSE:ABT
By Olivier Blum, Chief HR Officer at Schneider Electric
Have you ever been in a perpetual state of flux, or felt that you are constantly running behind instead of being ahead? Well, let me tell you that you are not alone. Ironically, in trying to adapt to the rapidly evolving changes in our lives we often neglect the very thing that could make a difference, i.e. our own energy. While it may ring true at an individual level, this dichotomy exists at an organizational level too.
After conducting a survey with 19,000 people, Tony Schwartz and Christine Porath surmised in their HBR article that “people feel better, and perform better and more sustainably when four basic needs are met - renewal (physical); value (emotional); focus (mental); and purpose (spiritual)”.
However, even though there is a strong link between thriving employees and workplaces that focus on health and well-being, only 14% of the organisations have this as a company priority. Further, there’s an internal paradox that people face every day - how to get more and more done with less and less resources. To me both these elements constitute a double whammy, and can potentially lead to lack of focus on performance, followed by exhaustion and disengagement.
The obvious temptation for organizations is to invest in wellness programs - a band-aid of sorts, but is that enough to achieve the elusive cultural shift? In my view a better strategy would be to attempt a more fundamental transformation that goes to the heart of the matter. We at Schneider Electric are trying to do just that, but like any cultural change it cannot be completed overnight.
The Schneider Electric Philosophy
The fundamental aspect of the transformation at Schneider Electric begins with a promise within our employee value proposition (EVP) that people are empowered to manage their unique life and work. So, why is this important and how does it work in practice?
While conceiving the strategy we realized that shifting individual and collective behaviors is a long journey, and so basics needed to be tackled first.
Awareness and training on well-being were identified as vital enablers. To begin, top 2,000 leaders at Schneider Electric demonstrated their commitment by participating in well-being training sessions. This proved to be quite a catalyst as it created the much-needed momentum. At last count over 38,000 people have participated in awareness and training sessions.
As the name suggests, labs are essentially team experiments around new behaviors that change the way we work through actions that are meant to scale-up. We are convinced that small actions every day can lead to significant cultural change.
Right from the get-go Labs were billed as a collective adventure – co-design to co-implementation. To make this real, a first-of-its-kind global crowd-sourcing campaign was launched to collect ideas that had the potential to make a difference in people’s lives.
There are now 1,000+ labs in motion, with activities such as “happy stretching”; “weekly yoga”; “mindful meetings”; “10,000 steps daily”; “power nap”; “eliminate time waste”; “charity events”; “5 languages for appreciation”, and many others.
Workplace of the Future
Our workplaces are being re-imagined through a global and consistent set of design principles. Every aspect of the workplace, including location, accessibility, architecture, layout, design, and furniture is being re-configured through the most judicious use of available resources. Not only will the facilities feature the latest and faultless safety and security, the focus is on boosting well-being, innovation, inclusiveness and performance. As they start coming to life it is not difficult to understand why workplaces are so vital in inspiring people and enabling the transformations we seek.
With the basic enablers progressing well, we did some heavy-lifting to establish the link between well-being and empowerment. A simple fact is that unless people are truly empowered to make choices about their unique life and work, they have little chance of preserving their well-being. For us at Schneider Electric, it means:
“Flexibility is getting personal”; and “51% of all employees want more flexible work options”. So, instead of just providing people options to choose their working hours, we focused on a culture of smart working around workplace flexibility; working time flexibility; and a flexible/ inclusive working environment.
New Ways of Working
“Your cognitive capacity is significantly reduced when your smartphone is within reach -- even if it's off” . While alarming, it’s a sign of our times, and poses a particularly challenging contradiction – the desire to stay connected in this digital world, while trying to safeguard our well-being. At Schneider Electric, new ways of working have been designed around this reality, including productive meetings and effective use of email and technology. Going beyond the rituals the message is that people are free to make choices, and voice concern when work requirements do not let them be at their best. For instance, I encourage people to skip virtual meetings at odd hours instead of having a global rule, which is not realistically possible given operations across multiple time-zones.
The Big One – Culture & Leadership
The behaviour of leaders has the maximum impact in creating an environment where people feel safe and empowered to do their job. The good news is that high performance does not need physical and mental sacrifices - in fact, it’s quite the opposite, and leaders must embrace this fact. For instance, when the #FreeUpYourEnergy initiative was launched at Schneider Electric, all we asked of leaders is to empower and trust their people to get the job done, and resist the temptation to micro-manage.
Overall, the heartening feedback from employees coupled with external recognition of our efforts indicates that we are headed in the right direction, but a lot more needs to be done.
On a personal note, over the years my own well-being has been a combination of the organization giving me the flexibility to do my job; the choices I’ve made to control my agenda; taking the time to recover when needed; and doing what I find personally fulfilling. If I hadn’t paid attention, it would have been nearly impossible to cope with the demands of my job, which involves constantly learning; building the future of our company; and of course, designing / executing strategies along with my team to ultimately win in the market through passion, commitment and fun.
Finally, I don’t expect the demands created by the environment to come down anytime soon, so at work or in life, let’s change the rules of the game, work smarter, and actively do what we can to make the most of our energy.
 Mercer 2018 Global Talent Trends Study – Unlocking Growth in the Human Age
 Mercer 2018 Global Talent Trends Study – Unlocking Growth in the Human Age
KEYWORDS: EPA:SU, Schneider Electric, work life balance
Carolina Panthers president, Tom Glick, and stadium representatives accept Energy Efficiency Leader Award from Trane®, a brand of Ingersoll Rand
DAVIDSON, N.C., December 18, 2018 /3BL Media/ – Bank of America Stadium, home of the Carolina Panthers®, won a 2018 Energy Efficiency Leader award and recognition from Trane and Ingersoll Rand leaders for outstanding commitment to energy conservation. Panthers’ president, Tom Glick, and vice president of stadium operations, Scott Paul, accepted the award yesterday during a ceremony at the stadium.
“Fan comfort can go hand-in-hand with efforts to reduce the stadium’s energy use,” said Paul. “Our fans invest time and money to see their favorite team. Their game day experience can be fun and enjoyable, while also respecting the environment.”
Managers of the 75,523-seat football stadium set out to improve fan comfort, reduce costs, and lower the venue’s energy use. The solution included a comfort system facelift, which reduces the stadium’s energy costs by $80,000 per year.
“The Bank of America Stadium team shows unwavering commitment for the Charlotte community,” said Ron Payne, district general manager for Trane, a brand of Ingersoll Rand. “By focusing on energy efficiency and the fan experience at the same time, they demonstrate what it means to be an Energy Efficiency Leader.”
Energy Savings Is Good News for Fans and Footprint
The Bank of America Stadium upgrades also align with North Carolina’s statewide goal of reducing greenhouse gas emissions by 40-percent by 2025; buildings are one of the state’s most energy-reliant sectors. These upgrades reduce the stadium’s energy usage by 1.7 million kilowatt hours per year, which is equivalent to taking 271 cars off the road or powering 190 homes each year, in terms of greenhouse gas emissions.
Bank of America Stadium’s 33-acre footprint stretches across uptown Charlotte, and has extensive energy demands, including heating and cooling in suites, concessions and other indoor areas.
The stadium facilities team worked with Trane to upgrade the venue’s pumps and primary cooling system, including a Tracer® Ensemble™ building management system and remote monitoring for suite-level temperature control. The upgrade includes a new compressor, which adds more efficiency.
Bank of America Stadium and Ingersoll Rand share a commitment to environmental responsibility and customer comfort. In addition to working with Ingersoll Rand’s Trane and compressed air technology and services businesses, the stadium also uses Club Car® vehicles for transport within the stadium.
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About Ingersoll Rand
Ingersoll Rand (NYSE:IR) advances the quality of life by creating comfortable, sustainable and efficient environments. Our people and our family of brands—including Club Car®, Ingersoll Rand®, Thermo King® and Trane®—work together to enhance the quality and comfort of air in homes and buildings; transport and protect food and perishables; and increase industrial productivity and efficiency. We are a $14 billion global business committed to a world of sustainable progress and enduring results. For more information, visit www.ingersollrand.com.
Tweet me:Congrats to @BankofAmerica Stadium, home of the @Panthers on earning an Energy Efficiency Leader Award for their commitment to lowering #energy costs and consumption by approx. $80,000 annually. #EELA http://bit.ly/2zVAfd2
KEYWORDS: Buildings, Football Stadium, panthers, Bank of America, Ingersoll Rand
CLEVELAND, December 18, 2018 /3BL Media/— KeyBank Community Development Lending & Investment (CDLI) has provided $21.9 million in total financing to Home Leasing, LLC for the historic preservation and creation of affordable housing in the former Holley High School in Holley, NY. KeyBank provided a $9.9 million construction loan, plus $6.8 million in Low-Income Housing Tax Credit (LIHTC) equity and $5.1 million in Historic Tax Credit (HTC) equity.
Holley Gardens is an adaptive re-use project that will preserve the former Holley High School and transform it into a mixed-use and mixed-income property offering 41 units of housing for low- to moderate-income seniors. There is also 6,080 square feet of planned commercial space leased to the Village of Holley. The community is located within steps of the local library, restaurants and services. The project breaks ground today in a preservation celebration.
“KeyBank is proud to partner with Home Leasing and Edgemere Development to preserve and transform Holley High School into this mixed-use space,” said Rob Likes, national manager of the CDLI team. “Importantly, the preservation celebration today demonstrates our commitment to making safe and decent affordable housing available in the communities we serve.”
“Our mission at Home Leasing is to improve the lives of residents in the communities in which we work,” said Nelson Leenhouts, Chairman & CEO of Home Leasing. “KeyBank’s partnership, along with broad community support will establish Holley Gardens as a welcoming, thriving senior community in the heart of the Village of Holley.”
Upon completion, there will be a total of 41 multi-family units ranging from studio, one- and two-bedroom apartments targeting seniors at rent levels at or below 30%, 50%, 60% and 80% area median income (AMI) levels. Seven of the units will be available for households where at least one member is a person with a physical disability who will have access to supportive services through the Orleans County Office on Aging.
“KeyBank’s CDLI team is committed to making more affordable housing options available across the country,” said Jaime Tuozzolo, vice president and senior relationship manager on KeyBank’s CDLI team. “The preservation of local space like the former Holley High School is critically important to this effort. The local support for this development was impressive. We are honored to celebrate the commencement of Holley Gardens with our partners today.”
Tuozzolo worked on the financing with Ryan Olman, vice president and senior relationship manager on KeyBank’s CDLI team.
Additionally, New York State Homes and Community Renewal has provided a $3.1 million Housing Trust Fund loan, a $1 million Community Investment Fund loan and a total of $668,515 in annual tax credits to support the Holley Gardens project. New York State Empire State Development has provided a $1 million RestoreNY grant.
About Home Leasing, LLC
Rochester-based Home Leasing, LLC specializes in the development, construction and management of apartment communities. Founded in 2006 by veteran real estate developer and former co-CEO and co-Chairman of Home Properties Nelson Leenhouts, the company is owned and operated by three generations of the Leenhouts Family. Home Leasing today employs over 120 people who provide support to or are directly involved in the day-to-day operations of affordable, mixed-income and market rate residential communities across New York, Pennsylvania and Maryland. Home Leasing and Home Leasing Construction became Certified Benefit Corporations (“B Corps”) by the non-profit B Lab in 2017. B Corps are companies that use the power of business to solve social and environmental problems. B Corp. certification is to business what Fair Trade certification is to coffee or USDA Organic certification is to milk.
About Key Community Development Lending/Investment
KeyBank Community Development Lending and Investment (CDLI) helps fulfill Key’s purpose to help clients and communities thrive by financing projects that stabilize and revitalize communities. Experts in complex tax credit lending and investing, Key is one of a handful of affordable housing lenders in the country with a platform that brings together balance sheet, equity, and permanent loan offerings. For its ability to lend to, invest in, and serve its communities – especially low-to-moderate income communities – KeyBank has earned nine consecutive “Outstanding” ratings on the Community Reinvestment Act exam, from the Office of the Comptroller of the Currency.
KeyCorp's roots trace back 190 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation's largest bank-based financial services companies, with assets of approximately $138.8 billion at September 30, 2018. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of over 1,100 branches and more than 1,500 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank is Member FDIC.
Media contact: Laura Mimura, 216.471.2883, email@example.com
KEYWORDS: affordable seniors housing, affordable housing, keybank, CDLI, community development, Lending and Investment, NYSE:KEY
PayPal is committed to using its platform to democratize financial services and improve financial health. See how PayPal is expanding its products and services to offer their customers more flexibility in how they manage their financial lives.
KEYWORDS: social innovation, fintech, Global Economy, Financial Health, PayPal
Each day, while elected officials debate political and legislative solutions, HRC Foundation’s incredible staff educates the public and provides training and model policies that alter the fundamental nature of the institutions that govern our everyday lives. From policy that guides a hospital’s treatment of LGBTQ patients, to the moral truths that shape how a pastor interacts with a congregation or a community — HRC approaches LGBTQ life holistically, looking for ways that their work can make a more inclusive and accepting world for everyone, in every part of their life.
Take HRC’s work with adoption and foster care agencies: Before an agency can earn HRC’s seal signifying it is a leader in supporting and serving LGBTQ families and youth, they must first ensure that the agency has the right policies in place. Then they train every single employee on what those policies mean and why they’re important.
Or consider HRC’s corporate work. Even as they push for inclusive federal anti-discrimination laws, the fact is that millions of workplaces today offer equal benefits to LGBTQ employees, including coverage for same-sex partners and transgender-inclusive healthcare policies. Many adopted these policies through working closely with the hardworking staff of the HRC Foundation. And with continued support from donors, HRC can help more corporations implement LGBTQ-friendly policies by delivering the training and other critical resources they need to move forward.
In communities of faith, HRC meets with families and leaders to foster understanding about how to support LGBT loved ones, not in spite of religion but because of it. We amplify the voices of the faith leaders who are already with us in an effort to change the media’s narrative when it comes to what religious people think about our lives and our families.
Through the HRC Global program, HRC leverages their domestic LGBTQ work to have international impact. HRC Global helps counter draconian laws aimed at suppressing sexual minorities. They are also training a new generation of leaders. The HRC Foundation’s current global fellows hail from Turkey and Bangladesh. Their work with HRC Global with help move the LGBTQ movement forward in their home countries. From calling out Americans for exporting hate to advocating for an LGBTQ-inclusive foreign policy, HRC envisions a world that achieves fundamental fairness and equality for all.
The HRC Foundation does this work alongside employers and employees, pastors and parishioners, doctors and teachers, neighbors and advocates. They change hearts and minds all along the way, across the United States and around the world, to enhance the lived experiences of LGBT people and families everywhere.
They know that they can make great progress by engaging directly with institutions that affect our day-to-day lives — schools, churches, hospitals and workplaces.
This work takes tremendous expertise, patience and diligence. Support from donors gives HRC the strength to meet their highest goals while we march down this long road toward full LGBTQ equality.
Support HRC Foundation through Your Employee Giving Program:
As a donor, you can support HRC’s programs and projects by donating to Human Rights Campaign Foundation through your employer’s workplace giving program (CFC# 11893 if you're a military or federal employee participating in the Combined Federal Campaign). Payroll pledges made through employer-sponsored charitable giving programs represent a cost effective and near effortless way to support the vital work of the Human Rights Campaign Foundation.
If your company would like to start a workplace giving program to support the Human Rights Campaign, click here. The HRC Foundation works through America’s Charities, a workplace giving federation, to promote its mission to employers' workplace giving programs nationwide, and America’s Charities has a portfolio of solutions designed to help large and small organizations give back to the causes they care about.
To learn more about HRC and the Foundation’s work, visit http://www.hrc.org/hrc-story/hrc-foundation.
Tweet me:.@AmerCharities: Make a more inclusive and accepting world for everyone. #1dollarbringsuscloser to making equality a reality for all #LGBTQ Americans. Support @HRC via #EmployeeGiving. http://impact.ac/2gXzsyd #ImpactThatMatters
KEYWORDS: America’s Charities, workplace giving, employee giving, Corporate Social Responsibility, csr, charity vetting, payroll deduction giving, Fundraising, #SDGs, HRC, Human Rights Campaign Foundation, LGTBQ, SDGs
Professor Andy Hoffman argues that fundamental shifts in thinking are required.
Andy Hoffman, professor of management and organizations at the Ross School of Business and professor of environment and sustainability at the School for Environment and Sustainability, studies the relationship between environmental issues and organizations. His latest book is Re-engaging With Sustainability in the Anthropocene Era: An Institutional Approach.
How do you expect the public debate on climate change to shift in the coming year?
HOFFMAN: The public debate over climate change is changing right now in some very interesting ways. Until now, the focus has mostly been on the science, and that allows people to create some psychological distance between themselves and the issue: “It’s gonna happen to somebody else, some place else, far into the future.” And the discourse now is starting to shift, saying, “It’s happening to us, and it's happening right now, and here.” The debate has been engaged, and it will continue. It will have staying power.
Will the political shift in Congress affect the way that the federal government responds, or doesn’t respond, to climate change in 2019?
I don't see any climate bills coming forward with this administration and this Senate. It’s just not going to happen. I'm very curious to see if this becomes an issue that the Democrats exploit in the next presidential election. Certainly, as more and more people start to accept that climate change is real, the calculus, particularly among conservative Republican politicians, is: “If we come out on this issue, our base is gonna hurt us.” I actually wonder whether that calculus is now wrong and it just requires someone with some courage to test it and find out.
How does the corporate sector fit into all this? Will the market start to make the necessary shifts?
Despite what’s happening in Washington, many in the corporate sector are moving forward on these efforts anyway. They recognize the future ― that the market will adjust. Inaction will become more costly ― driven, for example, by insurance. Insurance payouts are on a steady upward trend. Companies are going to be paying out for that coverage, or changing their practices in order to minimize the need for that coverage. The corporate sector is much more pragmatic than just following the whims of political expediency, and they’re driving this.
Are market shifts going to be enough in the long run to offset major climate change?
In many ways, no. They’ll slow the velocity at which we're running into a brick wall, but they will not reverse direction. That requires a fundamentally different way of thinking about the problem. The system as designed will not get us to address this grand challenge. The system has to be changed, and companies are trying to tackle that now. That’s our great challenge in business sustainability: how to change the system. For example, instead of finding ways to reduce carbon, the challenge that many (such as Toyota, WeWork, and others) are taking on is how to go carbon neutral and even carbon negative. That requires a whole new way of thinking, one that involves not just changing one company, but changing the system in which it resides.
We are in the midst of a cultural shift akin to the Enlightenment or the Scientific Revolution. Those took a hundred years to happen, but from beginning to end, there was a fundamentally different shift in how we thought about ourselves and the world around us and how the two relate. We’re in the midst of that shift now.
Tweet me:READ: @MichiganRoss Prof @HoffmanAndy: why #corporate pragmatism will create the market shifts that drive #ClimateAction despite policy reversals in D.C. @UMich @erbinstitute #sustainability #insurancenews http://myumi.ch/L3O2B
KEYWORDS: Commentary on Sustainability, Management and Organizations, Social Impact, Andy Hoffman, University of Michigan Erb Institute, University of Michigan Ross School of Business, climate change, sustainability, Toyota, WeWork