Tell us! In China: Inspiration in Action, as Businesswomen “Go Green”

Posted on January 2, 2011 by wnsfwriter

0058-Ann Goodman copyI recently had the honor of speaking in Beijing at the “Green Economy” conference hosted by the China Association of Women Entrepreneurs (CAWE), WNSF’s longtime partner (CLICK HERE to see WNSF’s earlier China initiatives).

My own talk spotlighted major themes at WNSF’s two recent US Summits—including Europe’s lead and China’s rise in sustainability, the mounting sustainability concern of next-generation millenials, and the clean tech scenario as a possible sustainability ‘fix’ (CLICK HERE to see previous blog posts, speaker bios and more).

But the crescendo of the Beijing conference, jam-packed with inspiring messages from businesswomen in China, was the group signing of an ambitious “Go Green Action Plan,” a pledge by conference participants to lift their businesses to a higher level of sustainability.

It was an exhilarating moment, as I joined a crowd of businesswomen to add my name to a banner spanning nearly a whole wall that showcased the collective enthusiasm of conference attendees emboldened by a movement they have long supported—though perhaps with less fanfare and less overt purposefulness.

At WNSF’s two recent US Summits, speakers repeatedly mentioned China as an up-and-coming sustainability leader, as the country’s policy makers support new ‘green’ initiatives to clean up the environment, while stemming social tensions, along with clean technologies and businesses to bring that goal to fruition.

(Tell us: How do you or your organization work with China? How can joint efforts advance a more sustainable future?)

In Beijing, speakers at the ‘Go Green’ conference noted that after some 20 years of interest in the model of sustainable development, environmental degradation persists, along with poverty, even as China surges ahead economically. Add to those problems issues of food and water safety, as well as urgent awareness of climate change likely linked to China’s recent natural disasters, and the simple conclusion was that action is needed.

Work toward a ‘Green Economy,’ speakers added, could offer a new way to think about sustainable development, with a focus on environmentally friendly products and changes in production and consumption generally. It could also urge business to recognize that people are at the core of sustainable development, respecting society and workers. What’s more, speakers noted, there’s not just a need but an increasing opportunity to adapt new technologies to managing these problems.

The “Go Green Action Plan” supports the ‘green economy,’ what CAWE is calling “a new mode of economic development …to reach harmony between social economy and natural environment…,” as advocated by both the UN and China’s 12th five-year plan outline.

The Action Plan’s five goals include:

  1. Speedily pursuing sustainable and people-oriented development in business strategies.
  2. Identifying major business problems to ensure an innovative management approach before drafting business strategy (and implementation plans in line with China’s 12th five-year plan).
  3. Developing a specific business-wide ‘go green action plan’ by: promoting new technologies, new materials and new working processes; increasing green R&D investment in green products; creating green brands, products and services.
  4. Following regulations on emissions reduction and energy conservation, with an effort to use natural resources more efficiently, mitigate pollution, promote low-carbon technologies—and integrating these practices into the entire production, distribution and consumption chain.
  5. Promoting emerging strategic industries in expanding your own business—to contribute to China’s industrialized, information-based, urbanized and globalized market economy.

(Tell us: Which of these recommendations does your business follow now?)

More than the principles themselves, the enthusiasm of the Beijing conference attendees to embrace them was inspiration in action! And lest we think the principles are aimed only at Chinese women in business, here’s the final entreaty:

“Green economy is for the common interest of all mankind. We warmly welcome enterprises from all countries to join us for the promotion and development of green economy, and sincerely hope women entrepreneurs all over the world may share the opportunities and achievements brought about by China’s prosperity and progress. We wish to build a green and beautiful home for all mankind hand in hand with you!”

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The Engaged Consumer: Business Challenge & Responsibility

Posted on December 6, 2010 by wnsfwriter

2010, Number 4

NET NOTES from the Women’s Network for a Sustainable Future (WNSF)

CONTENTS

I. Network Presentation

II. Presenters

III. Key Findings

IV. Presentation

I. NETWORK PRESENTATION

This luncheon panel focused on how companies engage consumers. Astute companies–B to B, B to C, across manufacturing and service sectors–look for ways to ‘partner’ with customers, so that together all parties achieve a more sustainable tomorrow. This discussion focused on the emerging art of consumer engagement in sectors from food and consumer products to banking and utilities.****

II. PRESENTERS

MJ Jolda (Moderator): SVP, Marcal

Katie Cleary: Manager, Consumer & Customer Insights, Campbell Soup Co.

Anne Hoskins: SVP, Public Affairs & Sustainability, PSEG

Margaret Kohn: Director, Global Corporate Responsibility, Merck

Val Smith:VP, Corporate Sustainability, Citi

KEY FINDINGS

  • To meet rising consumer awareness of sustainability, companies are collaborating with stakeholders, government entities, NGOs and each other.
  • B-to-B companies that don’t directly engage consumers can work with intermediaries, including NGOs and governments, in order to further sustainability initiatives.
  • In industries where initiating and maintaining sustainable practices is costly, customers are often unwilling to pay extra, expecting manufacturers and service providers to shoulder the costs.
  • In highly regulated industries, companies have limited capacity to implement sustainability. Policy changes to encourage sustainability could enhance companies’ ability to make a difference.
  • A key first step in engaging consumers and stakeholders is to maintain transparency. Engagement depends on trust, and without transparency, trust is difficult to achieve. ** **

III. PRESENTATION

Ann Goodman, Ph.D.: Executive Director and Co-Founder, Women’s Network for a Sustainable Future

Dr. Goodman introduced the topic of WNSF’s final peer learning session of 2010, “The Engaged Consumer: Business Challenge & Responsibility.” This topic was sparked by WNSF’s observations throughout the year–at its three earlier peer learning sessions, two recent Summits in New York and California, and comments on Dr. Goodman’s blog–that companies–whether in the manufacturing sector or service sectors are increasingly responding to growing consumer awareness of sustainability, with questions like: is the product ‘green;’ is it made of recycled, organic or safe materials; does it have a low ‘carbon footprint’ to reduce climate change; was it made in a factory with good conditions for workers; and all other related questions.

Business-to-business companies–those that don’t sell directly to consumers–are working with intermediaries like NGOs and governments to ensure that products sold to the end consumer meet these demands. Service providers, including banks and utility companies help educate consumers about environmental and social issues so that together consumers and companies work toward a more sustainable future. Cutting to the heart of this topic, WNSF’s esteemed panel focused on how companies–B to B, B to C, across manufacturing and service sectors–are working with more engaged consumers–both to accommodate consumer demands but also to accommodate social and environmental needs.

MJ Jolda (Moderator): Senior Vice President, Marcal

One of Marcal’s greatest sustainability goals is to educate consumers about the direct impact choosing products made from recycled materials has on the planet – in Ms. Jolda’s case, quantifying how purchasing household paper goods made from 100 percent recycled paper saves trees. Her marketing efforts are directed at educating the ‘light green’ audience that is concerned about the environment, but that does not necessarily understand how to make a positive impact.

Ms.Jolda’s biggest structural challenge on this front comes from how larger, traditional producers that use virgin fiber in their products invest heavily to convince consumers that softness matters most. The challenge for Marcal is communicating (with far fewer marketing dollars) the ultimate price paid for softness – dead trees – and how choosing household paper goods made from 100 percent recycled paper has far less negative impact on the environment, with comparable performance . Another challenge, Ms. Jolda said, stems from consumers’ widely held misperceptions of their own recycled paper purchasing habits. A recent study by Marcal and Kiwi magazine found a majority of moms believe up to 50 percent of the paper products they purchase for their families are made from recycled paper. The actual figure is two percent. Clearly this is a drastic overestimation, and one that Marcal strives to correct.

Another challenge is impressing on consumers and relevant stakeholders the importance of abstract threats like climate change when they are primarily concerned with paying today’s bills. Marcal engages consumers in a variety of ways, like through a calculator on its website that quickly computes the number of trees families of different sizes save by simply using Marcal’s products. This gives consumers a concrete demonstration of how they impact the environment by joining the company in saving trees.

Katie Cleary: Manager, Consumer & Customer Insights, Campbell Soup Company

Ms. Cleary focused on principles of good corporate citizenship and what those principles mean to consumers. Campbell engages consumers in a private online community where they discuss various topics. Campbell uses this forum for research and incorporates consumers’ recommendations into its business strategy.

When consumers were asked how they would implement sustainability goals if they had their own company, respondents on the forum came up with very reasonable and effective 1-year, 5-year, and 10-year plans. For example, one respondent suggests that in the first year each employee receive one paid day per year to do community service, in the second year two, and by the fifth year, five. Campbell’s also shares its own ideas in this forum and receives great feedback and suggestions.

Campbell has a long-standing history of engaging consumers by giving back to the community. Its “Labels for education” program has been helping schools purchase supplies for more than 37 years. Campbell is a long-time supporter of the of the Stamp Out Hunger Food Drive which invites people to give back to the community by donating food to local food banks with the help of the Letter Carriers Union. The company finds that customers are very generous in giving back to the community.

When it comes to sustainable production, consumers’ expectations are high, Ms. Cleary said. Consumers today assume that manufacturers will take on the responsibilities of producing sustainably and ensuring ethical sourcing, but do not want to pay the extra price; they assume that manufacturers will shoulder these costs. Expectations are only on the rise, so producing sustainably while keeping costs low poses a challenge, Ms. Cleary said.

Anne Hoskins: Senior Vice President, Public Affairs & Sustainability, PSEG

Ms. Hoskins focused on PSEG’s climate change initiatives and how the company partners with and educates policymakers as one way of encouraging consumers to work towards a sustainable future.

As a company with a governmentally regulated utility subsidiary, PSEG must work closely with government officials and agencies to pursue its sustainability agenda. She says that fundamental policy changes must take place in order to advance sustainability in the energy industry. For example, regulatory reforms by the New Jersey Board of Public Utilities a couple of years ago enabled utilities to invest in renewable energy, spurring many new environmental initiatives. On the national front, PSEG lobbied to achieve a price on carbon to make known the environmental costs of different sources of energy. This, Ms. Hoskins said, would help investors make the right decisions about what type of generation to fund and when or whether to close down non-sustainable generation plants. Beyond government, PSEG also communicates with consumers, investors, and employees.

One of the biggest structural challenges, Ms. Hoskins said, is dealing with perceived versus true costs of energy. Renewable energy, whether solar power or offshore wind power, costs more to produce per unit of energy than does conventional fossil generation from coal or natural gas. Customers want clean energy, but customers also want low-cost energy. PSEG takes on the role of educating consumers, politicians, and public entities of the relative costs of different energy sources, beyond just the price tag they see, Ms. Hoskins said. When customers and politicians understand the hidden environmental and public health costs, perhaps they will be willing to pay more for sustainable energy, she said. She added that until there is either a price on carbon or major technological breakthroughs that reduce the costs of producing renewable energy, it will be difficult for the energy industry to shift its production significantly to renewable energy. This is because the resulting utility rates would be too high, and customers would push back.

PSEG partners with customers to find ways to invest in sustainability, for example by auditing electricity usage in homes and businesses to maximize efficiency and by educating customers on solar loan programs. Because PSEG regularly interacts with customers from all parts of New Jersey in their homes, it is able to engage consumers with an ease and familiarity that banks and government do not necessarily have.

Margaret Kohn: Director, Corporate Responsibility, Merck

Ms. Kohn discussed Merck’s partnerships with NGOs and its efforts to increase transparency in order to increase trust and confidence in how it operates among stakeholders.

Merck communicates with many types of stakeholders, including physicians, investors, major social responsibility investors, and NGOs. The company recently presented its new sustainable business model which aims to create shared value for shareholders through increased return on investments while adding social value to society, especially by strengthening healthcare access in areas where it was previously lacking.

Merck partners with NGOs to distribute medicines and vaccines directly to consumers in areas where access is lacking. Some of the people most in need of Merck’s products live in remote rural regions where there is little infrastructure for transportation. Merck partners with organizations including UNICEF, the Carter Center and Care who go to these villages by foot or bike, carrying healthcare products. Its NGO partners have even helped negotiate ceasefires in such conflict-torn nations as Sudan to allow health workers to distribute medical supplies. Merck also partners with NGOs through its nearly 25-year-old Mectizan Donation Project, which helps prevent blindness caused by onchocerciasis in Africa, Latin America and Yemen. These are projects that Merck could not have undertaken alone.

Ms. Kohn explained that Merck also engages in dialogue with NGOs on critical policy issues around pricing and intellectual property protection. While disagreements sometimes arise, these types of discussion are healthy, and constructive, and provide important guidance to Merck.

Pharmaceutical companies in the past have had a reputation of being opaque. This has built up many misperceptions over the years about how these companies price and market their products. As a company that discovers and distributes products that save and improve lives, Merck takes great pride in its work, and demonstrates it by being as transparent as possible. This helps stakeholders understand Merck’s business model.

Val Smith: VP, Corporate Sustainability, Citi

Ms. Smith focused on ways that Citi works with stakeholders and clients to be sustainable.

Citi realizes that it has a responsibility to implement a responsible finance framework that adds value to the economy, to clients, and to society. Ms Smith contributes to this responsible finance platform by creating forums for bankers to become more aware of important activity relating to sustainability and public policy. This helps banks do better business, while being socially responsible. To that end, Citi established a Climate Council in July that covers climate-related issues in its Europe, Middle East, and Africa region. The intent is to engage senior bankers in these regions on climate-related public policy and business opportunities to help them better serve their clients.

Citi also encourages clients to adopt environmental and social best practices. Ms. Smith credited advocacy organizations for their capacity to frame sustainability issues in a way that makes people realize that they are important to key stakeholders. Citi engages clients in industry sectors such as power and energy to ensure that best practices come into play. Before pursuing a particular sustainability effort, Citi examines the issue through a materiality lens and a business relevance lens in order to ensure that it is relevant to business strategy. While sustainability initiatives generally improve the reputation of an organization, Citi sees this as a side benefit, the ultimate goal being to improve business.

The biggest structural challenge that Citi faces in pursuing sustainability is that ultimately the bank is limited by the restrictions of public policy and regulation. Ms. Smith said that to an outsider it may seem that a bank has immense potential to effect change, but ultimately the financial sector must work with the existing market, which is shaped by public policy. For example, one campaign castigated Citibank for financing coal-fired power. The bank finances what the market provides (which in this case includes coal-fired power as well as renewables), and until public policy changes, the market will not change. The challenge is that while Citi seeks to engage customers and corporate clients in sustainability, business is limited by the barriers of public policy.

The Women’s Network for a Sustainable Future is a 501c3 organization. This issue of Net Notes was compiled by Lana Zaman.
Copyright 2008 Women’s Network for a Sustainable Future

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Innovation, Collaboration, Education, Re-evaluation: How clean tech ‘gets’ sustainability

Posted on December 1, 2010 by wnsfwriter

0058-Ann Goodman copyIf we want a cleaner, greener, more socially inclusive and economically stable future both in the US and internationally, then we need to innovate, collaborate, educate and re-evaluate our values–as never before.

That was the short answer.

The longer, more complex question, at WNSF’s second annual West Coast Summit on November 12, was: Now that business ‘gets’ sustainability, what’s next–and can clean tech catalyze action?

In New York, just a few weeks earlier at WNSF’s seventh annual Businesswomen’s Sustainability Leadership Summit, speakers and participants alike debated whether sustainability (the balance of environmental, social and economic progress) could potentially solve the dual economic and environmental crisis. If so, they considered, is US business ready to step up to the sustainability plate, catch up with Europe and keep up with China?

(Tell us! What’s your take on clean tech as a potential fix for the twin economic and financial crises?)

Posing the question in California–the American “state of the future,” with its dazzling sunlight, dramatic coastline and daring vision for seemingly limitless techno and eco progress–WNSF speakers and participants easily gravitated to the subtext: The clean tech industry does get it and has some fresh suggestions for how to enact sustainability across business.

What it comes down to, the experts implied, is rethinking business according to what could be viewed as a simple four-point sustainability plan that stresses innovation, collaboration, education and re-evaluation.

Let’s take those one by one:

  1. Innovation: To create value, said opening Keynote speaker Dr. Sharon Nunes, IBM’s VP, Smart Cities Strategy & Solutions, it’s important to encourage systematic social innovation, reinventing relationships, and re-evaluating values. That’s partly what IBM seeks to do in its collaborative, nine-member ‘Green SigmaTM Coalition,’ bringing to bear collective business expertise to build smarter cities to help “create, manage and run intelligent…interconnected infrastructures and systems…in every major geography.”

    Bookending that insight, closing Keynote speaker Judy Estrin, author of Closing the Innovation Gap, reviewed her five core innovation guideposts–questioning, risk, openness, patience and trust.

  2. Collaboration: Echoing Dr. Nunes, panelists from Green Sigma companies Johnson Controls, Schneider Electric and Siemens, stressed that sustainability, by nature ‘multidisciplinary,’ requires a new cooperative way of doing business, more open collaboration within companies themselves–as well as outside, with customers, government, civil society and even competitors. It’s less about offering solutions and more about co-creating them with these new business ‘partners.’ A case in point: These three ‘competitors,’ are joining forces through the IBM Green Sigma Coalition and elsewhere to co-create solutions to complex problems like energy efficiency, building retrofits, infrastructure upgrades and smart grid advances.
  3. Education: If WNSF’s NYC Summit stressed formal education in the school and university systems for a sustainable future, the West Coast Summit put the focus on ‘continuing’ education of employees and clients. If we want ‘green jobs,’ let’s help our employees learn to make their traditional work (in, say, marketing, finance or engineering) ‘sustainable’ by giving them the training they need, panelists concurred– citing examples in their own companies, from the construction site to the corner office. And, panelists stressed, their suppliers and clients are requesting education–on everything from saving energy and reducing waste to identifying solutions to as-yet undefined problems.
  4. Re-Evaluation: What it comes down to is reinvention–of ways of doing business, ways of relating to people and institutions, ways of interacting in different parts of the world, ways of thinking about work and ways of actually working. Like building a sustainable building, building a sustainable future means starting from the ground up, re-evaluating everything–starting with values themselves.

Tell us: As you and your enterprise ‘get’ sustainability, how are you using: Innovation, Collaboration, Education and Re-evaluation?

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Innovation, Collaboration, Education, Re-evaluation: How clean tech ‘gets’ sustainability

Posted on December 1, 2010 by wnsfwriter

0058-Ann Goodman copyIf we want a cleaner, greener, more socially inclusive and economically stable future both in the US and internationally, then we need to innovate, collaborate, educate and re-evaluate our values–as never before.

That was the short answer.

The longer, more complex question, at WNSF’s second annual West Coast Summit on November 12, was: Now that business ‘gets’ sustainability, what’s next–and can clean tech catalyze action?

In New York, just a few weeks earlier at WNSF’s seventh annual Businesswomen’s Sustainability Leadership Summit, speakers and participants alike debated whether sustainability (the balance of environmental, social and economic progress) could potentially solve the dual economic and environmental crisis. If so, they considered, is US business ready to step up to the sustainability plate, catch up with Europe and keep up with China?

(Tell us! What’s your take on clean tech as a potential fix for the twin economic and financial crises?)

Posing the question in California–the American “state of the future,” with its dazzling sunlight, dramatic coastline and daring vision for seemingly limitless techno and eco progress–WNSF speakers and participants easily gravitated to the subtext: The clean tech industry does get it and has some fresh suggestions for how to enact sustainability across business.

What it comes down to, the experts implied, is rethinking business according to what could be viewed as a simple four-point sustainability plan that stresses innovation, collaboration, education and re-evaluation.

Let’s take those one by one:

  1. Innovation: To create value, said opening Keynote speaker Dr. Sharon Nunes, IBM’s VP, Smart Cities Strategy & Solutions, it’s important to encourage systematic social innovation, reinventing relationships, and re-evaluating values. That’s partly what IBM seeks to do in its collaborative, nine-member ‘Green SigmaTM Coalition,’ bringing to bear collective business expertise to build smarter cities to help “create, manage and run intelligent…interconnected infrastructures and systems…in every major geography.”

    Bookending that insight, closing Keynote speaker Judy Estrin, author of Closing the Innovation Gap, reviewed her five core innovation guideposts–questioning, risk, openness, patience and trust.

  2. Collaboration: Echoing Dr. Nunes, panelists from Green Sigma companies Johnson Controls, Schneider Electric and Siemens, stressed that sustainability, by nature ‘multidisciplinary,’ requires a new cooperative way of doing business, more open collaboration within companies themselves–as well as outside, with customers, government, civil society and even competitors. It’s less about offering solutions and more about co-creating them with these new business ‘partners.’ A case in point: These three ‘competitors,’ are joining forces through the IBM Green Sigma Coalition and elsewhere to co-create solutions to complex problems like energy efficiency, building retrofits, infrastructure upgrades and smart grid advances.
  3. Education: If WNSF’s NYC Summit stressed formal education in the school and university systems for a sustainable future, the West Coast Summit put the focus on ‘continuing’ education of employees and clients. If we want ‘green jobs,’ let’s help our employees learn to make their traditional work (in, say, marketing, finance or engineering) ‘sustainable’ by giving them the training they need, panelists concurred– citing examples in their own companies, from the construction site to the corner office. And, panelists stressed, their suppliers and clients are requesting education–on everything from saving energy and reducing waste to identifying solutions to as-yet undefined problems.
  4. Re-Evaluation: What it comes down to is reinvention–of ways of doing business, ways of relating to people and institutions, ways of interacting in different parts of the world, ways of thinking about work and ways of actually working. Like building a sustainable building, building a sustainable future means starting from the ground up, re-evaluating everything–starting with values themselves.

Tell us: As you and your enterprise ‘get’ sustainability, how are you using: Innovation, Collaboration, Education and Re-evaluation?

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Second Annual West Coast Businesswomen’s Sustainability Leadership Summit

Posted on November 12, 2010 by wnsfwriter

Sustainability: We get it… now what?
“The Clean Tech Scenario”

Date:November 12, 2010

Time:10am to 4pm (Registration at 9:30, Lunch at noon, Reception at 3pm)

Location:

IBM Research-Almaden
650 Harry Road
San Jose, California, 95120-6099

Join 200 women leaders from the world’s premier companies, as we enter a critical phase in sustainability momentum, to co-create a picture of success for the next phase of sustainability development, preparing women executives to take the helm!

By now, business and the public alike have all heard a lot about sustainability and how business can help us achieve it. We all get it! But do we? Are we walking the talk? (See more below)

Speakers include:

Nancy Sutley: Chair, White House Council on Environmental Quality
Mary Duan: (Moderator) Editor, Monterey County Weekly
Judy Estrin: CEO, JLABS, LLC
Kimberly Hosken: Program Director, Green Buildings, Johnson Controls Inc.
Sally Madsen: Designer and Project Leader, IDEO
Sharon Nunes, Ph.D.: VP, Smart Cities Strategy & Solutions, IBM
Melissa O’Mara: VP Green Building Solutions, Schneider Electric; Leader, Global Green Sigma Coalition
Pat Selinger Ph.D.: IBM Fellow Emeritus and Former VP, IBM Research – Almaden
Alison Taylor: VP, Sustainability-Americas, Siemens Corporation

Among others…

Early registration rate of $95

No refunds. All registrations are final.

2010 Summit Sponsors to date include: IBM, Avon Products Inc., Con Edison, Intel, Corporate Citizenship, The McGraw-Hill Companies, MJLilly, Pfizer, PricewaterhouseCoopers.

For sponsorship information contact: info@wnsf.org

Women’s Network for a Sustainable Future
A non-profit 501c3 organization

Advance Reservations and Payment Required.

With expectations for sustainability higher than ever, we’ll examine how to harness this heightened awareness to deliver a higher level of performance for ourselves, our organizations–and the world at large, asking:

  • How does business develop long-term strategies to think globally and act locally in today’s environment?
  • How does business work with different kinds of partners or even competitors to make a difference?
  • How are customer values changing? What can companies do to keep up?
  • What are the lessons learned from businesses creating new jobs in the expanding sustainability arena?
  • How do engaged employees continue to help companies develop and implement their sustainability strategies? What keeps employees involved and enthusiastic?

A panel of leading businesswomen will address these issues based on real-life, practical experiences. Participants will have the chance to work in small groups to examine their companies’ current sustainability agendas and brainstorm ideas about how they can harness momentum to drive business results.

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Tell us! Clean Tech Advantage: Women, Opportunity

Posted on October 6, 2010 by wnsfwriter

0058-Ann Goodman copyWhat’s next? That was the buzz the other day at WNSF’s 7th Annual New York-based Businesswomen’s Sustainability Leadership Summit: “Sustainability: We get it… now what?”. Animated discussions among women executives ranged from sustainability challenges along the supply and value chains, to how to revitalize employee sustainability engagement if ‘green’ wanes, to investment products for engaged consumers and a healthier climate, and energy policy to promote sustainable organizations and job growth.

(If you joined us there, share your comments with us here! And in case you missed us live in New York, watch this space for a full report and updates–and register for WNSF’s second annual West Coast Summit on Nov. 12 in California.)

One continual opportunity is technology: It’s always at the cutting edge, no matter the era (from the wheel to the wind turbine) or the field (from puffed wheat to hydraulics).

Another seeming constant: Women and girls don’t always gravitate to technology as much as many executives, educators and policy leaders might hope.

In fact, for over a decade researchers have known that women (along with men) aren’t likely to choose engineering as a career unless professionals and educators reach a broad population with a message about its full richness of culture and practice, including the “social world.”1

So-called ‘clean technology’ could change that–because yet another seeming constant is that women are really, really, interested in the environment and society, and that holds when they go to work.2

Clean technology has been broadly defined as a knowledge-based product or service to improve performance, productivity or efficiency, while reducing cost, inputs, energy consumption, waste or pollution. Clean tech initiatives are seen as helping to reduce energy use and related emissions, as well as improve water, soil and air quality, among other positive outputs. One other advantage: the countless human health and social benefits of such improvements–to neighborhoods, communities, regions and countries.

So the burgeoning clean tech field could be just the place for women to spread their tech wings, combining, as it does, environmental progress, social welfare and engineering savvy. In fact, WNSF has observed that professional women are ready, able and more than willing to learn the science, math and engineering principles, when it comes to improving the environment and the community. What’s more, corporate executives tell WNSF they’re looking for women with science and technology backgrounds.

Those findings were reinforced at WNSF’s first clean tech Summit in California over 18 months ago. There, WNSF featured women working in information technology (IT) to develop clean tech solutions, as well as those in other industries that employ those technologies to boost business results. Participants learned, among other exciting things, that women embrace technology–and involvement in it–especially when it supports their commitment to the environment and society.

And that’s why WNSF is presenting its second annual clean tech Summit–this time on Nov. 12 in San Jose. There WNSF will highlight the latest in clean tech opportunities across the building, water, IT, energy and other sectors–along with women leaders advancing business success with such technologies.

Join us on Nov. 12 to explore how clean tech can help move the business sustainability agenda from heightened awareness to higher performance–and the opportunities it creates for women.

In the meantime, tell us, how you think clean tech can inform the key business sustainability challenges today, including how to:

  • Develop long-term strategies to think globally and act locally
  • Work with different kinds of partners or even competitors to make a difference
  • Keep up with changing customer values
  • Create new jobs
  • Engage employees

Tell us! We’re listening.

References

  1. Women and Men of the Engineering Path: A Model for Analyses of Undergraduate Careers, by Clifford Adelman sponsored by National Institute on Post Secondary Education and the National Science Foundation (NSF), 1998
  2. Businesswomen and a Sustainable Future. International Journal of Innovation and Sustainable Development, Vol. 4 2009
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WNSF Seventh Annual Sustainability Leadership Summit in New York (October 5th)

Posted on October 5, 2010 by wnsfwriter

Sustainability: We get it… now what?

Date:October 5, 2010

Time:12 noon to 6pm (Registration at 11:30, Lunch at noon, Reception at 5pm)

Location:

The Institute of International Education
809 United Nations Plaza
between 45 and 46 Streets on First Avenue
New York, NY 10017

Join 200 women leaders from the world’s premier companies, as we enter a critical phase in sustainability momentum, to co-create a picture of success for the next phase of sustainability development, preparing women executives to take the helm!

By now, business and the public alike have all heard a lot about sustainability and how business can help us achieve it. We all get it! But do we? Are we walking the talk? (See more below)

Speakers include:

Ray Anderson : Founder and Chair, Interface
Frances Hesselbein: Chair, Leader to Leader Institute; Chair, Study of Leadership, West Point Military Academy; former CEO, Girl Scouts of the USA
Wendolyn Holland: Senior Advisor, Commercialization and Deployment, US Department of Energy
Roelfien Kuijpers: Managing Director, Global Head, DB Advisors, Deutsche Asset Management
Teresa Tritch (Moderator): Member, Editorial Board, New York Times
Charlene Wall-Warren: North American Sustainability Manager, BASF Corporation
Alicin Williamson: SVP, Corporate Responsibility and Public Affairs, MTV Networks

2010 Summit Sponsors to date include: Avon Products Inc., Campbell Soup Co., Con Edison, Corporate Citizenship Inc., Intel, The McGraw-Hill Companies, MJLilly, Mohawk Fine Papers Inc., Pfizer, Pizza by Cer té, PricewaterhouseCoopers, TIAA-CREF.

For sponsorship information contact: info@wnsf.org

Women’s Network for a Sustainable Future
A non-profit 501c3 organization

With expectations for sustainability higher than ever, we’ll examine how to harness this heightened awareness to deliver a higher level of performance for ourselves, our organizations–and the world at large, asking:

  • How does business develop long-term strategies to think globally and act locally in today’s environment?
  • How does business work with different kinds of partners or even competitors to make a difference?
  • How are customer values changing? What can companies do to keep up?
  • What are the lessons learned from businesses creating new jobs in the expanding sustainability arena?
  • How do engaged employees continue to help companies develop and implement their sustainability strategies? What keeps employees involved and enthusiastic?

A panel of leading businesswomen will address these issues based on real-life, practical experiences. Participants will have the chance to work in small groups to examine their companies’ current sustainability agendas and brainstorm ideas about how they can harness momentum to drive business results.

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The Business of Climate Change Part II: Incentives and Solutions

Posted on June 21, 2010 by wnsfwriter

The Business of Climate Change Part II: Incentives and Solutions

2010, Number 3

NET NOTES from the

Women’s Network for a Sustainable Future (WNSF)

Contents:

I.News

  • WNSF hosted its first event in Seattle on June 29, 2010
  • Intel hosts WNSF reception in California featuring Dr. Kellie McElhaney

II. Network Presentation

III. Presenters:

IV. Key Findings

V. Presentation

VI.Next Events

VII. WNSF Concept

I.NEWS

  1. WNSF’s hosted its first Peer Learning Session in Seattle, entitled, “Why Women, Why Now,” on the theme of women and sustainability, June 29, 2010.
  2. Intel hosted a WNSF reception featuring Kellie McElhaney, professor and founding director of the Center for Responsible Business at the Haas School of Business at the University of California at Berkeley.

II. NETWORK PRESENTATION

The luncheon panel, called “The Business of Climate Change, Part II: Incentives and Solutions,” is the second of a two – part presentation which examines the critical need for new climate policies in the wake of the COP15 climate change conference in Copenhagen. In this discussion, panelists reviewed various aspects of climate change–and what business can do about it, cutting to the heart of mounting public, policy and business concern. That concern is heightened in the wake of the oil spill in the Gulf, which is focusing public attention on energy more than ever. The panel’s experts discussed potential solutions, especially incentives, in the US and internationally, for business to mitigate climate change–and to rethink energy use, efficiency and sourcing. The panel also revisited some of the risks and opportunities for companies, in light of changes in the regulatory environment, both domestically and abroad.

III. PRESENTERS

Marlys Appleton: (Moderator) VP, Market Risk Investment Strategy and First and Former Chair, Sustainability Steering Committee, AIG Asset Management Group

Sally Fisk: Senior Corporate Counsel, Environment, Health and Safety, Legal Division, Pfizer Inc

Helle Jorgensen: US Sustainability Advisor, PricewaterhouseCoopers

Adam Kanzer: General Counsel & Director of Shareholder Advocacy, Domini Social Investments, a SEC registered investment adviser based in New York.

Emily Soong: Research Associate, DB Climate Change Advisors, Deutsche Bank Asset Management

IV. KEY FINDINGS

  • In the wake of COP15, January and February 2010 saw a dramatic increase in policy activity. This includes the tightening of EPA regulations on vehicle emission standards and coal-burning, as well as the UK’s implementation of a renewable energy Feed-in Tariff and Renewable Heat Incentive.
  • One of the most effective ways to address GHG reductions is through incentives, which can be achieved through comprehensive energy policy and market mechanisms; a command and control approach may not provide optimal incentives.
  • Businesses may find climate change related opportunities in product labeling and transparency. For example, a company with a smaller carbon footprint than competitors, may become more competitive by marketing this quality
  • Carbon Disclosure Project is one organization heavily contributing to corporate sustainability disclosure efforts. This independent non-profit provides a database in which companies disclose their greenhouse gas emissions and climate change strategies.

V. PRESENTATION

Introduction:

WNSF executive director Ann Goodman gave a brief introduction on -The “Energy Question” – which is found to be everywhere these days, Especially given the oil spill in the Gulf, everyone from the President on down is rethinking our dependency on oil and more urgently addressing ideas and incentives for alternative, renewable energy sources. Of course this question had already been popular in the headlines, as climate and energy legislation and a new paper from the SEC on climate risk disclosure awakened business and public concern alike.

She further spoke about the session topic -climate change-and how the relevance is heightened greatly due to the current oil gulf spill crisis, which also allows us to address the topic of energy. She then introduced Marlys Appleton, who moderated the session:

Ms. Marlys Appleton introduced the panelists:

Ms. Sally Fisk – Senior Corporate Counsel, Environment, Health and Safety, Legal Division, Pfizer Inc

Ms. Fisk opened up the conversation by describing Pfizer’s efforts in climate change and sustainability.

Pfizer has recognized the issue of climate change and the need to reduce its carbon footprint since 1996 when it established a corporate-wide energy conservation guideline. Ms. Fisk said that the company is now pursuing its second- generation greenhouse gas reduction goal, which focuses on cutting energy usage by 20 percent on an absolute basis between 2008 and 2012 (baseline 2007).

Pfizer recently launched its Environmental Sustainability program. After completing a comprehensive materiality assessment, Pfizer prioritized its environmental efforts in the areas most important to stakeholders and most valuable to the success of the company. These include mitigating climate change, leading product stewardship efforts, and promoting sustainable access to potable water. To implement these goals, Ms. Fisk said, the company has established a new governance structure with leaders from across the business driving forward Pfizer’s environmental sustainability goals.

With respect to climate change, on the domestic front, the last few months have been highly dynamic, with many new developments from the SEC and EPA. In Congress, most recent legislative proposals recommend a cap-and- trade structure, Ms. Fisk said. Last summer, the House of Representatives passed the American Clean Energy and Security Act to cap green house gas emissions. The senate has proposed several similar bills, including the Kerry-Boxer bill. More recently, the Kerry-Lieberman bill has received attention. We have yet to see how this bill will advance.

Ms. Fisk discussed some of the challenges policymakers face in addressing greenhouse gas emissions. In 2007 the Supreme Court held that greenhouse gasesare pollutants subject to regulation under the Clean Air Act. The challenge, however, is that while most pollutants under the Clean Air Act can be captured by end-of-pipe devices, there is no precise way to measure greenhouse gases, rendering the EPA’s traditional approach of command and control largely inefficient. Ms. Fisk said the issue is best addressed through federal legislation that provides incentives to regulated entities to reduce their greenhouse gas footprints.

Businesses may find climate change related opportunities in product labeling and transparency, she said. A company with a smaller carbon footprint than competitors, for example, may become more competitive by marketing this quality. Similarly, through the Carbon Disclosure Project, companies that reveal their management of climate change risks and opportunities and energy practices may become more attractive to stakeholders. The SEC Interpretive Guidance further encourages transparency through disclosure of climate change management practices. Ms. Fisk explained that while the document contains no new legislature, it clarifies how existing disclosure rules apply to climate change. This is a big step in meeting demands for transparency.

Ms. Emily Soong – Research Associate, DB Climate Change Advisors, Deutsche Bank Asset Management

A Research Associate at Deutsche Bank Climate Change Advisors, Ms. Soong discussed recent US and international policy frameworks on climate change, with a focus on potential outcomes. Ms. Soong began her speech with an introduction of her organization. Deutsche Bank Climate Change Advisors (DBCCA), launched in 2008, is the institutional and alternatives climate change business of Deutsche Asset Management. The DBCCA research group focuses on analyzing climate change-related investment trends and publishes whitepapers on various topics, including global climate policies and their implications for investors. Starting from mid-2008, the group has tracked over 700 climate change policy announcements, ranging from announced climate action commitments to influential legislated bills. In the wake of COP15, January and February 2010 saw a dramatic increase in policy activity. Although many considered the outcome of the Copenhagen conference to be unsuccessful, Ms. Soong said it spurred what she referred to as “the green race,” in which a slew of policies emerged in individual countries, focusing on voluntary action from countries.

On the international front, Deutsche Bank concludes that the energy policies most attractive to investors are those that provide Transparency, Longevity, and Certainty (TLC). Such is the case in Germany and China.

Ms. Soong emphasized that given the high volume of climate change legislation, as well as BP’s recent oil spill, this is a critical time for policymakers. Some positive climate policy highlights of 2010, she said, include the SEC Interpretive Guidance, and the tightening of EPA regulations on vehicle emission standards and coal-burning. Internationally, the consideration of a carbon tax by China is significant, while the UK’s implementation of a renewable energy Feed-in Tariff and Renewable Heat Incentive represent positive developments in the climate policy landscape.

On the negative side, DBCCA was disappointed by potential efforts in California to suspend Assembly Bill 32, a comprehensive program to reduce greenhouse gases. On the global front, Germany and Spain are looking to reduce their feed-in tariffs for renewable energy.

DBCCA finds that one possible outcome of the current US climate and energy legislative debate is to start off with a modest bill, and then add on suitable amendments. The Bingaman bill has been cited as a potential starting point, especially as it is further along in the legislation process. Senator Harry Reid may use this bill as a building block and then integrate elements from other proposed bills into the final package. Ideally, in addition to energy-related provisions, legislation should also put a price on carbon.

However, the energy and climate debate in the US currently faces a number of challenges, including the timing of the legislative calendar. As project developers in the US currently face a potential “sunset” of the Section 1603 Treasury Cash Grant program, the time for climate action and policies in the US has become more important than ever before.

Mr. Adam Kanzer – General Counsel & Director of Shareholder Advocacy, Domini Social Investments, a SEC registered investment adviser based in New York.

Mr. Kanzer, managing director and General Counsel at Domini Social Investments, spoke about the need to focus on finance to effectively address corporate social and environmental performance. The primary mechanism to achieve more accountable capital markets, Kanzer noted, would be through mandatory disclosure of corporate sustainability performance to provide stakeholders with a means to hold companies accountable to societal needs.

Mr. Kanzer also addressed the benefits of corporate transparency and sustainability reporting in terms of risk management, particularly in the case of unexpected catastrophic disasters. This couldn’t be more pertinent given the extensive damage caused by both the BP oil spill and Massey mine explosion earlier this year. Providing stakeholders with a full and clear report of business and risk management procedures can help to mitigate the risk of such disasters, and allow investors to evaluate the true risks of investing in a company.

One of the major roadblocks to implementing compulsory reporting is the perception by the financial world that social and environmental issues are ‘soft’, and cannot be measured in quantitative terms. Mr. Kanzer noted that natural processes don’t pay attention to stock price and can’t always be measured in a way that is easily translatable into increased competitive advantage. This in turn has kept some corporations from buying into the idea of a more transparent market. Mr. Kanzer also pointed out that the United States is substantially behind other countries with respect to regulating corporate sustainability disclosures.

Ms. Helle Bank Jorgensen- US Sustainability Advisory Leader, PricewaterhouseCoopers

Ms. Jorgensen, the US Sustainability Advisory Leader for PricewaterhouseCoopers and moderator of WNSF’s first Climate Change luncheon panel earlier in the year, discussed the rising number of organizations recognizing issues of sustainability and sustainability reporting as a priority. Among those mentioned were Bloomberg Financial News, NASDAQ Stock Exchange and Google Finance. Also NASDAQ has added sustainability information. Ms. Jorgensen also highlighted the Carbon Disclosure Project as one organization significantly contributing to collecting and publishing information about companies’ climate change efforts. One of the more current examples of companies taking a major step is Walmart, who recently launched their supplier sustainability initiatives to their more than 100,000 suppliers.

Marlys Appleton – VP, Market Risk Investment Strategy and First and Former Chair, Sustainability Steering Committee, AIG Asset Management Group

Ms. Appleton thanked the panelists for their insightful comments. She agreed with Mr. Kanzer that lack of transparency had allowed for catastrophic disaster, the most recent case being the BP oil spill. She added that the company clearly had governance problems. When compared to peers, BP has been an outlier in terms of documented safety violations.

Ms. Appleton noted that, according to a July 2010 Bloomberg News article written by Edward Hess, BP has accumulated over the last several years more than 700 violations, a significantly greater number than its peers. Ms. Appleton said this is an indication that the company saw safety violations as a cost of doing business, which can be seen as a problem of governance, whether at the board level, division level or project level.

With respect to incentives, Ms. Appleton applauded both Domini Social Investments and PricewaterhouseCoopers for their efforts to educate investors on the materiality of environmental and social issues. She said that recognizing these issues in finance will go a long way toward boosting US companies’ awareness and helping investors make the right decisions. Many countries, particularly in Europe, are already quite advanced in this respect, and she noted that firms such as Shell and Deutsche Bank will have their Investor Relations function address traditional financial matters as well as sustainability issues.

VI. NEXT EVENTS

October 5 2010: Women’s Network for a Sustainable Future presents the Seventh Annual Businesswomen’s Sustainability Leadership Summit

November 12 2010: Second Annual West Coast Summit in California.

VII. WNSF MISSION AND VISION

Mission: To advance sustainability through the commitment, talent, and leadership of businesswomen.

Vision: A sustainable future-financially, environmentally and socially-driven by businesswomen worldwide.

The Women’s Network for a Sustainable Future is a 501c3 organization. This issue of Net Notes was compiled by Lana Zaman
Copyright 2008 Women’s Network for a Sustainable Future

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Human Capital for a Sustainable Economy

Posted on April 26, 2010 by wnsfwriter

Contents:

I. News

  1. WNSF’s welcomes new Board members Helle Jorgensen and Louise Raymond
  2. WNSF Executive Director and Co-Founder Ann Goodman wins Public Service Award
  3. WNSF welcomes new associate through its internship program
  4. WNSF Program Administrator Lana Zaman is judge of ‘green’ projects for Middle Schoolers

II. Peer Learning Session “Human Capital for a Sustainable Economy”
III. Key Findings
IV. Presenters
V. Questions for the Panel
VI. Next Events
VII. WNSF Mission & Vision

I. NEWS

  1. WNSF welcomes two distinguished new members to its Board of Directors: Helle Bank Jorgensen, US Sustainability Advisor from PricewaterhouseCoopers (PWC), and Louise Raymond, Senior Director Global Corporate Responsibility from The McGraw-Hill Companies.
  2. WNSF Executive Director and Co-founder Ann Goodman received the prestigious Public Service Award from the University of Chicago for “pioneering efforts on behalf of women in business, corporate responsibility, and sustainable development.” On June 5, 2010, Dr. Goodman was recognized alongside two Nobel Prize winners, one two-time Nobel nominee and 11 other distinguished professionals for exceptional contributions to society and their professions. Read the article here!
  3. WNSF welcomes Shannon Sutherland as the newest associate in its highly competitive internship program. Ms. Sutherland has already contributed importantly to the organization, conducting grant research, maintaining and updating our newly launched website, and assisting in the preparation for WNSF’s upcoming Summits. Shannon is a recent graduate of Mount Holyoke College with a BA in Environmental Studies.
  4. WNSF’s Lana Zaman was selected to serve as a judge of Green Home Contest at Earth Day Green Expo, a partnership between New England-based utility National Grid, NYU-Polytech and the Urban Assembly Institute of Math and Science for Young Women in late April. As a competition judge, she participated in selecting superior green home designs developed by middle school children. Ms. Zaman, a former mathematics honors student from Brown University and math tutor for middle school girls, joined WNSF in February as its Executive Associate and Program Administrator.

II. PEER LEARNING SESSION

“Human Capital for a Sustainable Economy” Hosted by Herman Miller in NYC on April 26

This luncheon panel explored what companies are doing to prepare for a “sustainable” economy, examining the leadership qualities current management at established companies looks for as it maps out a sustainable future. How do companies foster the skills, talents, and knowledge to advance their sustainability goals, while harnessing employee enthusiasm?

III. KEY FINDINGS

  • In moving toward a sustainable economy, systems thinking is crucial. Sustainability requires collaboration across departments, and any leader in this field must be prepared to bridge the gaps among silos.
  • Some of the most sought-after qualities in new employees include curiosity, flexibility, and innovation.
  • Companies best foster these features by encouraging them in day-to-day work practices and through personal recognition for employee achievements.
  • To most effectively implement sustainability, communication should come from the top-down, as well as from the bottom-up. While the most successful programs are those in which the CEO takes action, employees at all levels have the power to move sustainability goals forward.

IV. PRESENTERS

 

Ann Goodman: Executive Director, Women’s Network for a Sustainable Future
Susan Heaney: Director Corporate Responsibility, Avon Products Inc.
Michele Kahane: Professor of Professional Practice, the New School’s Program on Social Entrepreneurship, Finance, and Innovation
Suzette Rhodes: LEED AP, Industry IIDA
Natalie Thompson: Vice President, Human Capital Management Division, Goldman Sachs
Melinda Wolfe: Head of Professional Development, Bloomberg

Suzette Rhodes: LEED AP, Industry IIDA

Ms. Rhodes introduced the topic of sustainability by welcoming everyone to the Herman Miller showroom. A chic and elegant setting, this room exemplifies sustainable design by a company that has won awards for its environmental efforts.

Ann Goodman: Executive Director, Women’s Network for a Sustainable Future

Dr. Goodman thanked Herman Miller, a pioneer in sustainable design and workplace advances, for hosting the event.

She then briefly introduced the Women’s Network for a Sustainable Future (WNSF), an organization committed three things: women, business, and sustainability.

Returning to the topic, “Human Capital for a Sustainable Economy,” Dr. Goodman explained that since the financial meltdown of two years ago, there has been a dual focus on rebuilding the economy and creating jobs. Pundits, policy makers and the public at large have been contemplating how to get the economy on the right track and create jobs for a better future. With increasing public awareness of environmental degradation, especially climate change, there has been a focus on ‘green’ jobs, especially so-called ‘green collar’ jobs, like installing photovoltaic panels.

WNSF sees the opportunity as far broader than ‘green,’ she said, envisioning a ‘sustainable’ economy, led by ‘sustainable’ companies, where ‘sustainability’ includes the triple goal of financial, environmental and social progress. WNSF encourages opportunities for professionals across myriad business functions to make sustainability a more viable business goal for any company. With that goal in mind, she said, WNSF put together a panel of experts to help participants better understand what established corporations and start-ups alike are looking for in their talent base.

Dr. Goodman then introduced Michele Kahane, Professor of Professional Practice at the New School’s program on Social Entrepreneurship and a WNSF Board member. Ms. Kahane formerly worked as a banker, a program officer at the Ford Foundation, director of special projects at the Center for Corporate Citizenship at Boston College, and director of commitments at the Clinton Global Initiative.

Michele Kahane: Professor of Professional Practice, The New School’s Program on Social Entrepreneurship, Finance, and Innovation

Before introducing the panelists, Ms. Kahane polled attendees on the industries they worked in. Responses ranged from business to non-profit organization, academia, and the public sector. She then asked participants whether they felt they knew which specific skills and talents would be necessary for the new sustainable economy. The room fell silent, highlighting the need for the discussion on human capital for a sustainable economy. This, Ms. Kahane explained, is the cross-section of corporate social responsibility and sustainability.

With experience in global business, non-profit organizations, and philanthropy, Ms. Kahane has spent much of her life developing human capital. As a professor at the New School’s Program on Social Entrepreneurship, Finance, and Innovation, she now trains the human capital of the future.

Natalie Thompson: Vice President, Human Capital Management Division, Goldman Sachs

Ms. Thompson introduced Goldman Sachs’s recent sustainability initiatives. Viewing sustainability from a corporate perspective, Goldman Sachs has had an environmental policy since 2005. Ensuring that this policy is fully integrated with the rest of the business has been an immense task, and one that the company continues to pursue. The firm prioritizes philanthropy by giving back to the community through programs such as the Charitable Services Group and Goldman Sachs Foundation.

Melinda Wolfe: Head of Professional Development, Bloomberg

As the Head of Professional Development, Ms. Wolfe said that her work in human resources is very closely aligned with Bloomberg’s sustainability efforts. The task at the moment is to bridge the gap between these two areas. Bloomberg has very ambitious sustainability goals, and hopes to reduce the company’s carbon footprint by 50% by 2013 from its 2007 baseline. A global company, Bloomberg works to ensure that its sustainability measures are carried out in all 72 countries in which it operates. For example, each office has a pantry full of compostable supplies. Beyond these practical sustainable measures, Bloomberg also puts great effort into producing metrics on the topic

Susan Heaney: Director Corporate Responsibility, Avon Products Inc.

Ms. Heaney briefly described Avon’s extensive Corporate Responsibility (CSR) programs. A global company, Avon is known for its worldwide CSR efforts that touch on many issues, including environment, breast cancer, domestic violence, and economic empowerment. The company raises funds and donates generously to support these initiatives and is currently one of the largest micro-lenders in the world.

Ms. Heaney emphasized that Avon strives to integrate CSR functions within the company. In that way, she explained, Avon’s Corporate Responsibility department functions much like the human resources department, in that the team supports and engages all other branches. While the department doesn’t necessarily “drive” sustainability initiatives, it sets policies, procedures, and standards, tracking the rest of the company’s efforts.

V. Questions for the Panel
Michele Kahane: What does a company need in order to be successful in the sustainable economy? For example, if the company were a person, what would it need to be good at doing to excel in sustainability? What characteristics and talents should it have?

Melinda Wolfe:
Ms. Wolfe responded, listing three key characteristics. Commitment: The company must have a clear idea of what it is trying to accomplish and commit to making it happen in a big way. Collaborative spirit: In order to affect sustainability in both the broad and narrow sense, employees must collaborate across businesses to achieve the company’s sustainability goals. Systems thinking: The company needs systematically execute across all business efforts to maximize the impact of its sustainable efforts. The company should consider how it affects employees, clients, business, and profitability, not only across one group or another, but also how it touches all constituencies.

Ms Wolfe said that the company is reflected in the qualities it seeks in its employees. One can gauge the value it places on being sustainable by looking at what it seeks in individuals.

Susan Heaney: Both company and individuals need to be nimble, Ms. Heaney said. Individuals should know how to work with or without official structures and be able to work cross functionally to further sustainability goals. The company also needs to understand that CSR is a long-term investment, one that may not show up in balance sheets on a quarterly basis. For example, the initial investment in constructing a building that meets LEED standards may look high, but in the long run, it may save money.

These long-term investments are business decisions that should be backed up by business criteria. She explained that metrics are important in evaluating such investments.

Natalie Thompson: Ms. Thompson described three qualities that she found valuable for a company to succeed in sustainability. Now more than ever, we need to be visionary in our approach. Employees and employers alike cannot simply accept things as they are. A sustainable economy requires that we think about what the future should look like and model our actions accordingly.

The company should have the capacity to connect the dots across the globe. Sustainability requires a lot of collaboration, so it’s crucial that companies approach problems through teamwork.

Lastly, the company needs to recognize that everything is interconnected, and one thing inevitably affects another. It must take on an integrated approach to everything.

Michele Kahane: Given the capabilities that the panel described, how do companies foster, nurture, incentivize these competencies? Are there any particular training programs? What is new in terms of thinking about how to foster and recognize these sorts of competencies?

Melinda Wolfe: Ms. Wolfe responded that it is not only important to develop the talent among those already working, but also to attract the right talent. Bloomberg does this by letting people know what its identity is through innovative programs, training, and a compelling employee value proposition.

One such sustainable practice at Bloomberg is removing individual waste baskets at each employee’s desk. Instead, there are several central areas with separate bins for waste, compost, paper, and bottles and cans. Making employees walk across the room to dispose of their garbage forces them to be more aware of what they waste. It also emphasizes the importance of recycling and composting. It takes a certain kind of employee to commit to collecting trash and taking it to a central location for disposal. Anyone who is not willing to buy into these practices does not share the company’s commitment to sustainability. Thus by implementing practices such as this, Bloomberg draws in the particular talent that it desires Ms. Wolfe said.

Another way that Bloomberg fosters human capital development is by rewarding employees for good work in sustainability. The company has a recognition program each year where employees around the globe are invited to submit nominations for efforts at work and outside of work where colleagues have demonstrated leadership in sustainability efforts. The winners are recognized and their ideas are shared. This kind of recognition makes employees feel valued for applying their skills to further the cause of CSR.

Natalie Thompson: Goldman Sachs develops human capital by creating a broader awareness either through environmentally sustainable practices or through opportunities to contribute to the community, Ms. Thompson said. The company finds that most people are at their best when they are giving something back to the community. For that reason Goldman Sachs provides employees with these philanthropic opportunities.

Susan Heaney: Ms. Heaney began by explaining that trying to find a job description for CSR positions is interesting because this is a field that only recently came into existence, and the industry requires a diverse skill set. Some of these skills include a working knowledge of environment, ethics, and sustainability. Innovation and flexibility are also key. In order to make progress in the field of CSR, employees need to have passion for what they do and a thick skin against trying circumstances. They must never take no as an answer because in order to effect change, CSR employees need to convince the C-Suite to join their cause. Without support from the top down, attempting to push CSR is like pushing water uphill, she said. Players at all levels must commit to the sustainability goals, but support from the top is a necessity.

Avon encourages sustainability at all levels of the company through the Hello Green Tomorrow Program. This program harnesses Avon’s unique ability to educate and engage people through its woman-to-woman network in order to empower a global women’s environmental movement. If the company builds up the framework for a sustainable employee mindset, the employees will quickly become engaged, she explained.

Another matter to consider, Ms. Heaney said, is what specific environmental initiatives are most meaningful for a particular company. Currently, Avon’s biggest opportunity to effect change is in the paper and forestry industries. Without physical stores, the company uses many print materials to sell products. For this reason, Avon has comprehensive initiatives in the fields of paper and forestry.

Michele Kahane: How is the pipeline of the recruitment process affected by the shift to a sustainable economy? Is recruitment evolving to seek the qualities described earlier?

Melinda Wolfe: Ms. Wolfe found that the best way to pull in employees with desired qualities is to put forward the company’s values and intentions. This will automatically attract employees whose values coincide. For example statistics have shown that women value sustainability in their work. With that knowledge, a company that seeks to amplify its corporate responsibility initiatives may create a woman-friendly work environment.

Natalie Thompson: Ms. Thompson explained that the way to find the best employees for the new economy is to ensure that the company implements sustainability. There is not necessarily a direct correlation between a particular quality in an individual and his or her potential CSR capability. However, the company should advocate sustainability in order to instill a heightened sensitivity toward to the issue and to effect the changes it desires to see.

Michele Kahane: It appears the field is still evolving, Ms Kahane concluded. While companies may not know exactly what they are looking for, a commitment to sustainability is important. Beyond commitment, however, what capabilities and characteristics do companies seek? How are these characteristics influencing new recruits and potential leaders?

Susan Heaney: Ms. Heaney addressed this point by explaining that while passion is important, it needs be backed with skill. Companies seek workers who can be realistic in their sustainability efforts and who truly understand what sustainability is. That said, Ms. Heaney continued, since it is a new field, there is no given formula for a company to become sustainable, and no one knows exactly which sustainability initiatives will be the most successful.

Ms. Heaney explained that while students studying accounting likely know what they will be doing in their careers, anyone working in sustainability or CSR must be flexible and innovative in order to succeed. Solutions in this field are never black and white and a strong employee must be prepared to be flexible.

Natalie Thompson: Ms. Thompson explained that the characteristics a company seeks in new employees are complex and varied. It depends in part on the cohort. Those coming in at the analyst level bring have a very different perspective on economics and sustainability than more senior employees. She said that the so-called “Millenials” approach work very differently, in part because of technology. With laptops enabling employees to work from anywhere, many “Millenials” have higher demands for flex-time and vacation time. This drastically varies from many companies’ traditional values, and it brings into question what makes a good employee.

Michele Kahane: What types of leadership training do companies give employees to harness the capabilities you describe. Given that some of them require nurturing, what kind of professional development opportunities do companies provide?

Susan Heaney: Ms. Heaney responded that 70% of what employees learn, they learn by doing. Avon encourages employees to take action through its Green Ambassadors program. The Green Ambassadors are employees who drive the day-to-day grassroots green initiatives and engagement programs in Avon facilities worldwide, a coveted role at Avon. (Note: The Green Ambassadors are distinct from the environmental team whose fulltime role is the environmental impact of Avon’s business.)

In terms of skills-training, Ms. Heaney explained that companies are basically applying leadership skills to the world of sustainability. The same skills that make a strong leader in any department can make a good employee in sustainability.

Melinda Wolfe: Ms. Wolfe said that Bloomberg nurtures employee enthusiasm by fostering the company’s philanthropic and green initiatives. A company born on innovation, Bloomberg encourages constant idea generation at all levels, including those pertaining to sustainability.

Natalie Thompson: Ms. Thompson added that curiosity is valuable in new recruits. An environment that fosters innovation training will generate powerful ideas, she said.

Michele Kahane: It appears that experiential training and encouragement of innovative thinking are valuable in fostering employee enthusiasm.

What kinds of incentives and performance metrics do companies use to foster these values in employees?

Susan Heaney: Ms. Heaney responded that personal recognition is a valuable tool in driving employee enthusiasm. As an example, Avon’s “Green Innovation Challenge” is open to employees at all levels of the company and the winners receive recognition in New York where they have the opportunity to present the ideas to CEO, Andrea Jung and the Executive Council. This sends the message to all employees that Avon values new ideas from all possible sources, Ms. Heaney concluded.

Natalie Thompson: Ms. Thompson said that many of the behaviors valuable for a sustainable economy receive assessment through Goldman Sachs’s performance review. This is a rigorous top-down process, she explained, and in checking employees’ core competencies, the company can measure many of the important qualities it seeks.

Melinda Wolfe: Ms. Wolfe concluded that the best way to encourage the competencies a company seeks is through effective performance evaluation as well as employee recognition.

VI. Next Events
1. Register now for WNSF’s seventh Annual Business Womens’ Sustainability Leadership Summit: “Sustainability: We get it, now what?” October 5 With expectations for sustainability higher than ever, we’ll examine how to harness this heightened awareness to deliver a higher level of performance for ourselves, our organizations-and the world at large.
2. Stay tuned to for details on WNSF’s upcoming West Coast Summit, November 12, 2010.

VII. WNSF Mission and Vision
Mission: To advance sustainability through the commitment, talent, and leadership of businesswomen.
Vision: A sustainable future-financially, environmentally and socially-driven by businesswomen worldwide.

For more information, please contact: info@wnsf.org Tel: 212 497 3534

The Women’s Network for a Sustainable Future is a 501c3 organization. This issue of Net Notes was compiled by Lana Zaman.

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The Business of Climate Change: Post-Copenhagen Opportunities

Posted on February 24, 2010 by wnsfwriter

Contents:

I. Presentation

II. Key Findings

III. Presenters

IV. Questions for the Panel

V. Next Events

VI. News

VII. WNSF Concept

I. PRESENTATION

“The Business of Climate Change: Post-Copenhagen Opportunities”

The luncheon panel looked at the opportunities and risks facing businesses after COP15. With heightened corporate focus on sustainability, business took increased interest in this climate conference. The panelists discussed their impressions on the results of COP15, and how it is affecting sustainability initiatives at their respective companies. In particular, panelists focused on the challenges presented by climate change, and the benefits of initiating sustainable efforts.

II. KEY FINDINGS

  • While COP15 accomplished little in way of concrete policy, it was highly effective at increasing global awareness of and concern for climate change.
  • With or without government regulation, corporations are making serious efforts to address the issue of climate change.
  • Small companies that find it difficult to invest in sustainability can still initiate green efforts that are cheap and cost-effective.
  • In the long run sustainability is profitable.

III. PRESENTERS

Helle Bank Jorgensen: US Sustainability Advisory Leader, PricewaterhouseCoopers

Dianne Dillon-Ridgley: Director, Interface Inc.

Rebecca Craft: Director: Energy Efficiency Programs, Con Edison

Alison Taylor: Vice President Sustainability-Americas, Siemens Corporation

James Fuschetti: Managing Director Office of Environmental Affairs, JP Morgan Chase

Helle Bank Jorgensen; US Sustainability Advisory Leader, PricewaterhouseCoopers

Ms. Jorgensen opened up the conversation by highlighting the efforts that companies are making to become more sustainable. While the Copenhagen conference did not produce the certainty that many were looking forward to, she said, neither did it diminish the significant role that business plays in advancing sustainability. With 800 specialists working in this field, PricewaterhouseCoopers (PwC) exemplifies corporate sustainability efforts.

In fact, many companies likewise are prioritizing sustainability. Ms. Jorgensen illustrated this point, citing PwC’s 2010 CEO Survey, which questioned some 1200 global business leaders from August to November of 2009, prior to COP15. One of the major findings, Ms. Jorgensen shared, is that one third of all respondents, both in the US and internationally, are concerned that climate change poses a threat to prospective business growth. CEO Tigran Nersisyan of Borodino Group, a Russian soft drink company, said: “We have lost markets due to climate change,” further explaining that increasingly rainy summers in Moscow have reduced the corporation’s sales during what used to be a very profitable season. Other CEOs suggested that it is not only an option, but an obligation for the industry to implement initiatives to combat climate change, independent of government regulation. Many take on that responsibility by setting goals to decrease carbon emissions.

Even amid the recession, the CEO survey showed that companies continue to prioritize climate change investments. In fact, in the past year more companies have raised than reduced them. Lastly, 60% of all companies, both local and foreign-based said at the time of the survey that they were preparing for the impacts of climate change initiatives in the next 12 months.

Dianne Dillon-Ridgley; Director, Interface Inc.

With 30 years of experience working in environment, sustainability, and corporate social responsibility, Ms. Dillon-Ridgley presented a brief historical background on the UN climate change process, pointing out that “Copenhagen” was in fact COP15, the 15th annual conference on climate change.

Yvo De Boer, Executive Secretary of the UNFCCC had resigned just days before, making the meeting a particularly timely event. Ms. Dillon-Ridgley explained that this was no doubt in part from frustration on the failure of COP15 to establish the replacement for the Kyoto Protocol, due to expire in 2012. This was not only disappointing, but also served as a harbinger for the upcoming 16th session in Mexico, she said, adding that the Kyoto Protocol was deeply flawed, in that four of the five largest carbon emitters, China, US, India, and Russia, were not included in the treaty. The US never ratified the treaty, while the other countries were not eligible to do so. If COP15 is any indicator of what is to come, it is unlikely that the UN will be able to implement a strong new framework by 2012, she added.

The UN process on climate change began with the Earth Summit at Rio de Janeiro in 1992, and since then the UNFCCC meets every December. The initial meeting produced the Rio Declaration.

Numerous earth conventions led up to the Earth Summit at Rio, including the Basel Treaty in 1985 dealing with hazardous waste. The resulting treaty attempted to eliminate the transfer of hazardous materials to recipient countries. Ms. Dillon-Ridgley explained that the US is one of only two eligible “industrialized” or so-called “developed” countries not implementing the Basel Treaty. This is largely viewed as decreasing its effectiveness. She suggested that this in part led to the Bamako Accord, a very empowering sign for developing nations.

The dynamics between governments and the private sector have evolved over the past 18 years, as have the key players in the discussions on climate change Ms. Dillon-Ridgley said. Although conditions are unpredictable, there are still opportunities.

In her closing remark Ms. Dillon-Ridgley declared that the most important thing to note is that we have spent the last 35 years politicizing the environment. What we should have been doing was environmentalizing politics. Environmental issues need to be a primary focus in policy decisions, she said. Instead of arguing with climate change skeptics, people need to take action, Ms. Dillon-Ridgley urged.

Rebecca Craft: Director; Energy Efficiency Programs, Con Edison

A representative of Con Edison, Ms. Craft brought the conversation to the local level, and discussed some of the risks and opportunities in the State of New York. Con Edison serves 3.2 million electricity customers. All contribute to greenhouse gas emissions, so in addressing climate change, both companies and individuals alike must be made aware of their responsibility, she said. Ms. Craft was disappointed with the results of Copenhagen, explaining that policymakers at both the state and local levels have the potential to implement sustainable policies. New York is making efforts in this process, she said

Con Edison has had an efficiency program since the 1970s. These programs are valuable not only because they benefit the environment, but also because they benefit the company and customers financially. By focusing on sustainability, Con Edison has been able to decrease its costs and thus decrease costs for customers as well. The company has lowered greenhouse gas emissions by 30% since the year 2005 and hopes to decrease emissions by another 10% in the next 10 years. Reducing emissions beyond that will not be possible without the efforts of the many Con Edison customers, she said.

Ms. Craft then described the three main types of greenhouse gases that Con-Edison is directly addressing: 1) Combustion gas emission reductions at steam/electric generating stations from NY power plants; 2) Fugitive sulfur hexafluoride gas which, she said, is far more damaging; 3) Fugitive methane, most commonly emitted from gas pipes and storage units. Through corporate responsibility initiatives, Con Edison has drastically reduced the latter two kinds of emissions.

In an effort to engage individuals, Con Edison supports New York State’s efforts to help customers reduce energy use by 15% by the year 2015. Numerous programs help customers assess their electricity usage and find ways to minimize it, such as purchasing more energy-efficient appliances. These programs benefit customers and the company alike.

Ms. Craft concluded on an optimistic note, noting that in spite of the disappointing results of COP15, companies have been and will continue to be heavily involved in the climate change movement. This in turn will decrease carbon emissions.

Alison Taylor: Vice President Sustainability-Americas, Siemens Corporation

Ms. Taylor, who was also at the Copenhagen talks, discussed the bottomline implications of COP15 for companies, focusing on business opportunities in the current uncertain regulatory environment. While she was disappointed by the results of the conference, she was heartened by the high level of interest in climate change displayed by business. Having served as the Chief Counsel to the U.S. Senate Committee on Environment and Public Works before joining Siemens, Ms. Taylor had attended climate conventions before, but this was the first time that she saw so much corporate interest.

More and more companies are making sustainability an integral part of their business plans. She pointed out that while large companies invest in sustainable equipment and technologies, this option is less feasible for smaller companies, whose smaller budgets often force them to choose between equipment and employees. More concrete government policy on carbon emissions would create incentive for these companies, she said. Nonetheless, she has observed that sustainability initiatives are mushrooming, with or without a concrete policy. In response to the non-binding accord to decrease emissions by 2020, agreed upon at COP15, many countries are implementing voluntary reduction initiatives. This indicates that governments and businesses alike are eager to confront climate change, even without the pressure of a regime, she said.

In the US, policymakers, including President Obama, continue to push for comprehensive climate and energy legislation, she noted. Some possibilities include linking a cap-and-trade system or emission auction. Some policy makers suggest that “cap and trade,” should be rebranded in order to avoid some of the negative publicity it has received. The recent bill introduced by Senators Maria Cantwell and Susan Collins outlines a cap and dividend system to minimize market manipulation and benefit consumers and households. On the whole, Ms. Taylor concluded, there is a lot more hope in the US than many would think.

James Fuschetti: Managing Director Office of Environmental Affairs, JP Morgan Chase

Like other panelists, Mr Fuschetti was disappointed by the results of COP15 and said he thinks the UN framework is flawed, partly because the conference is too big and unwieldy to reach a consensus. He noted that a big disappointment has been the drop in both media coverage and apparent public interest in the topic since the conference. The immense publicity and interest in climate change before the conference has drastically dwindled. Mr. Fuschetti also said that he thought the target to limit increase in climate change to two degrees centigrade is unlikely to be executed.

Nevertheless, he said the establishment of REDD (Reducing Emissions from Deforestation and Forest Degradation) presents an excellent deterrent to climate change, one that was not included in the Kyto Protocol. Forests are an excellent sink for carbon, and REDD offers rewards for preserving forests. He pointed out that preserving forests not only mitigates the effects of carbon emissions, but also potentially creates an opportunity to transfer wealth from core countries to the periphery.

Mr. Fuschetti also talked about what companies are doing to combat climate change. Echoing Ms. Taylor, he noted that while large companies are generally making efforts to promote green growth, without concrete policies, smaller companies have a tougher time. While this is worrisome, he said, fortunately, many major business leaders are continuing their green efforts, with or without government regulation.

IV. QUESTIONS FOR THE PANEL

Q: Jim, as a lender and source of capital, how does JP Morgan encourage middle market firms on the margin to start making investments in sustainable business?

Jim Fuschetti: We must keep in mind that one year ago, the American capital market suffered a near-death experience. We are still recovering, and middle market companies had the hardest time weathering the recession. While large corporations still have access to capital, many midsized companies are finding that their credit worthiness has gone down and they are less able to take on large investments. Likewise, lenders are less proactive, creating a difficult situation.

Dianne Dillon-Ridgley: The biggest problem is that we still lead with the mentality that implementing environmentally sustainable practices will cost more, when in fact it may cost less and is certainly more cost-effective over time. To quote Amory Lovins, Chairman of the Rocky Mountain Institute,

“We needn’t debate how much it will cost to reduce emissions, nor whether that cost is worth paying, nor who should pay-because protecting the climate is not costly but profitable. Saving fuel is cheaper than buying fuel: energy efficiency costs less than the fuel it saves, as thousands of practitioners prove daily.
Many people get confused because economic theorists don’t count the money we save by needing less fuel. In fact, as many business leaders understand and apply, energy efficiency is one of the highest-return and lowest-risk investments in the whole economy.”

Rebecca Craft: Cost-effective sustainable practice is not limited to solar panels, which will never be cost-effective. There are a lot of less glamorous things that individuals and businesses can do to be green and save money. Some practices include installing good windows that bring in daylight effectively, and turning off lights that are not in use. People don’t talk as much about these unglamorous practices, but they work and they do pay back.

Alison Taylor: Government entities have been thinking about how to create incentives for these companies to become more environmentally sustainable. Possible incentives include subsidies, rebates, and tax exemptions for small companies that go green. I am in agreement with Dianne that “going green” is in fact more profitable for companies. When Siemens consults other companies, many of them discuss becoming more sustainable as one of their goals. We have many cost-effective products to help clients do that. Slowly we are moving away from addressing sustainability only as “green” or “environmental.” We are discussing it in terms of its return on investments, and in that way it is profitable.

Q: Alison, please share with us an example of profitability you’ve seen through sustainable initiatives. What can be done to bridge the gap between best practices at places where people can afford them and the middle market that can’t?

Alison Taylor: At Siemens, from 2007 to 2011 we decreased our energy usage by 20% and found that this actually saved money. There are many cheap ways to decrease energy usage such as deploying energy efficient light bulbs in offices. CEOs often share information on best practice informally in conversation. Discussion forums like this one spread awareness, and that is the first step to integrating sustainable practice into business.

Q: Coming to the root of the problem, how specifically can each individual decrease his or her energy usage at the local level? How much energy do the various household appliances use, and which plug should we pull to decrease the total?

Rebecca Craft: The average apartment-dweller in New York uses 350 kilowatt hours per month. This is in fact far lower than the average American. The biggest energy user is the refrigerator, so investing in one that is energy efficient will greatly decrease energy usage. The second biggest is the air conditioner. Luckily in New York, this is only a seasonal appliance, and not one that is used very much. The third biggest user is the set top box for the TV. To eliminate this load, customers should buy a new TV that does not need a set top box. Lastly, the vampire load from plugs that are not being used greatly increase energy usage.

Dianne Dillon-Ridgley: New age refrigerators exponentially increase energy efficiency compared to older ones. Replacing an old refrigerator is a great way to decrease emissions. Another important factor is education. For example, teaching children ages nine to twelve about energy efficient practices can really improve the entire household. Psychologically, she explained, it is the middle school years in which one adopts their major world view and framework. Educating youth regarding energy efficiency will pay off in public policy for generations to come.

Q: Some of you spoke about subsidizing clean energy, but at present there are many subsidies of dirty energy. Although coal is considered cheap, when monetizing the real costs, coal costs 16.5 cents per kilowatt hour. Although customers do not pay this cost, taxpayers do. I would like to ask the large corporations with big lobbying groups, how are you pushing new bills to stop the old subsidies of dirty energy and replace them with support for clean energy?

Jim Fuschetti: I suggested that the government implement a policy to double the price of electricity. This would drastically decrease energy consumption, eliminating the need for subsidies altogether.

Rebecca Craft: Con-Edison does not have a lobbying group. However, carbon is deeply embedded into our system. What customers need to recognize is that decreasing emissions requires movement on everyone’s part. For example, since California has started using Smart Meters, people have been outraged by the true cost of energy. A simple solution to these high prices is to turn off the air conditioner, yet this is a price that customers are not willing to pay. Without these efforts on the consumers’ part it is impossible to make energy cheaper.

Alison Taylor: I find that investing in research and development accomplishes far more than lobbying. For example, Siemens invests a lot into researching wind energy and bringing it into the market. Ultimately it is the market that will pick the winners and losers among different energy technologies, so it makes little sense to lobby against coal subsidies or other specific technologies.

Q: Some of you discussed that the industry will self-regulate as oppose to government-imposed regulation. What is the role of policy? Where is regulation pushing the population?

Rebecca Craft: That depends on what you mean by policy. There is policy at both the state and local levels. State policy is quite strong in the US, and you will see that price signals allow the public to adjust its behavior. The federal government however, looks a lot more like Copenhagen, but smaller. There are very diverse interest groups across the States, making it difficult to settle on an agreement, but at the State level policymakers are taking aggressive action.

Dianne Dillon-Ridgely: There is a huge quagmire of misdirected subsidies that accomplish the wrong things. It is hard to decide where to begin because so much needs to be rebuilt, and we need to decide what to prioritize. People want the biggest return on investments, the lowest taxes, and the maximum protection from the government. It is of course impossible to have all of these things at the same time. What the public should do is demand honesty from policymakers. Then it would be possible to construct policies that are both feasible and directed appropriately. People are willing to deal with hardships if it means that they can achieve something better for their children.

V. NEXT EVENTS

VI. NEWS

  1. In June, WNSF Executive Director Ann Goodman will be honored with the University of Chicago Public service Citation. This is largely in recognition of her efforts in co-founding and directing WNSF. Dr. Goodman will receive the Award on June 5th at the University of Chicago.
  2. WNSF has moved to a new office. The organization is now headquartered at 440 Park Ave S, Second Floor.
  3. In February 2010, Iris Burkat joined WNSF as the Marketing Director.
  4. In February 2010, Lana Zaman joined WNSF as the Program Administrator. With a BA in Mathematical Economics from Brown University, Lana is delighted to be part of an organization that bolsters the movement towards a sustainable economy.
  5. WNSF’s Board Chair wrote an article for the book Written in Water, published by National Geographic and edited by Irena Salina, who made the film “FLOW: For Love of Water.” The foreword is by Peter Glieck, founder of the Pacific Institute. The book is a compilation of short personal essays on the importance of water to each author.

VII. WNSF CONCEPT

WNSF provides a forum for business and professional women to congregate, reflect, and act on the converging issues of corporate social responsibility and sustainable development. Through meetings and simple electronic support tools, the Network aims to facilitate the exchange of experiences and best practices on these vital workplace issues. By creating a new network of executive women, the Network seeks to improve responsible practices in workplaces; sensitize corporate culture more generally to issues of sustainability and social responsibility; and encourage a public commitment locally, nationally, and internationally to sustainability principles.

For more information, please contact:
Ann Goodman, PhD
Executive Director
WNSF
http://www.wnsf.org
info@wnsf.org

The Women’s Network for a Sustainable Future is a 501c3 organization. This issue of Net Notes was compiled by Lana Zaman

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