Carbon ‘rainbow’: Unilever pledges $1.2B to scrub fossil fuels from cleaning products

September 8, 2020 by  
Filed under Business, Eco, Green, Recycle

Carbon ‘rainbow’: Unilever pledges $1.2B to scrub fossil fuels from cleaning products Cecilia Keating Tue, 09/08/2020 – 00:15 Unilever last week revealed plans to funnel close to $1.2 billion over the next 10 years into initiatives that will allow it to replace chemicals in its cleaning products made from fossil fuel feedstocks with greener alternatives — an investment it described as critical to meeting its aim of achieving net-zero emissions from its products by 2039. The new program, Clean Future, is largely focused on identifying and commercializing alternative sources of carbon for surfactants, the petrochemical molecules found in cleaning products that help remove grease from fabrics and surfaces. More than 46 percent of Unilever’s cleaning and laundry products’ carbon footprint is incurred by chemicals made from fossil fuel-produced carbon, most of which are used in surfactants.  However, the firm now intends to explore, invest and ramp up carbon capture and use technologies that will eliminate the need for fresh carbon feedstocks and instead allow it to tap recycled carbon already on or above ground, for example, through captured carbon dioxide or carbon captured from waste materials. Peter Styring, professor of chemical engineering and chemistry at the University of Sheffield, who has partnered with Unilever on the initiative, explained to BusinessGreen that Unilever’s investment could help catalyze a transition away from fossil fuel-derived petrochemicals, a lesser understood but necessary element of the move towards a net-zero emissions economy. “The move from fossil fuel is mainly associated with an energy transition. but similarly we need to look at a transition away from fossil fuel-derived petrochemicals,” he said. “The work we are doing is to try and replace existing chemicals within the supply chain, with not necessarily new chemicals but chemicals derived from a different supply.” Through a strategic partnership with Unilever, Styring’s team at the University of Sheffield is working to identity and develop the technologies that will allow the firm to divorce itself from chemicals made from fossil fuel feedstocks, a transition the multinational anticipates will reduce the carbon footprint of its laundry and cleaning products by as much as 20 percent. In an attempt to help consumers, competitors and partners understand its plans and the production processes behind the technologies it plans to explore, Unilever has devised a “carbon rainbow” model that outlines the alternatives to fossil fuel-produced carbon. On the carbon rainbow, carbon produced through captured carbon dioxide is dubbed “purple carbon”; plants and biological-sourced carbon is labeled “green carbon”; marine-sourced carbon is branded “blue carbon”; and waste material-sourced carbon is denoted as “grey carbon.” Conventional fossil fuel-derived carbon is simply known as “black carbon.” Unilever’s “carbon rainbow” classification system. Styring, a carbon capture and use expert, suggested that eliminating petrochemicals across industry will require active pursuit of all “shades” of the rainbow. “There is no silver bullet; nothing is going to cure the climate issue on its own,” he said. “There has to be a cooperative effect between different technologies. I would love to say purple carbon will be the No. 1 technology, but I can’t because at this stage I don’t know. It really will be a balance and the other shades on the rainbow have to be taken into account.” Unilever’s Clean Future program specifically will focus on funding biotechnology research, CO2 use and low-carbon chemistry, as well as biodegradable and water-efficient product formulations. It already supports a number of initiatives that aim to slash the environmental impact of the firm’s cleaning and laundry products. For example, in Slovakia, the company is working with biotechnology company Evonik Industries to develop the production of rhamnolipids, a renewable and biodegradable surfactant used in its Sunlight dishwashing liquid in Chile and Vietnam. And in Southern India, Unilever is sourcing soda ash — an ingredient in laundry powders — from CO2 capture technology. The firm expects to scale up the use of both technologies over the years to come. Meanwhile, liquid detergent made by Persil — one of Unilever’s largest and most popular brands in the United Kingdom — has been reformulated to rely on plant-based stain removers, with the new line expected to reach British supermarkets later this month. However, beyond the impact on Unilever’s product lines, Styring is hopeful Unilever’s commitment to pour $1.2 billion over 10 years into purging fossil fuel-derived chemicals from its laundry and cleaning products will have a major impact on improving public understanding of the role of environmentally damaging petrochemical feedstocks. “The carbon dioxide utilization industry is developing, and over the last 10 years there have been a lot of development, but it tends to be in niche industries that the public don’t really see — the production of ethanol and methanol and various chemicals,” he explained. “This is a chemical — or a series of chemicals — that goes into households around the world. This will have a big impact.” Unilever has committed to spend a part of its $1.2 billion pot to support the development of “brand communications” that explain the various new technologies to customers. Perhaps even more crucially, Styring reckons the new investment has the potential to accelerate the commercialization of renewable and recycled carbon feedstock technologies that so far largely have been confined to research departments around the world. “What will happen with these strategic partnerships is that you can identify which tech are going to be world-leading, and you can put investment into these in a way that a research council can’t,” he predicted. “Because ultimately you are looking for a commercial success, a product that will give you a profit and at the same time reduce environmental impact. So I think the investment Unilever is making here will accelerate these technologies and allow them to move from small scale, bench scale and small laboratory scale and target a much better commercial operation.” His team, for example, will be working with Unilever to investigate how different technologies can be clustered together to form a local ecosystem that can produce alternatives to black carbon at scale. The move from fossil fuel is mainly associated with an energy transition. but similarly we need to look at a transition away from fossil fuel-derived petrochemicals. “At the moment, the emphasis will be location, location, location,” Styring said. “Have you got the energy to do the chemistry — energy in terms of renewables — do you have the carbon dioxide readily available, do you have hydrogen and water readily available, do you have the inorganics?” Carbon use can be developed at major existing sources of carbon dioxide such as power stations and heavy industrial plans, and could be ramped up within a “couple years,” Styring suggested. In contrast, more ambitious projects focused on direct air capture (DAC) could prove effective but will require much more time and money to reach commercial viability. That said, Styring is still enthusiastic about the long-term prospects for DAC as it is ramped up, predicting its impact could prove to be “phenomenal.” DAC technology also has one big potential advantage over conventional carbon capture systems: It is not tied to a particular location and as such would give operators the ability to tap carbon from the air for their products anywhere in the world, eliminating the need for complex and costly transportation infrastructure and supply chains to ferry the captured carbon to production sites. Styring is hopeful that Unilever’s commitment will encourage the government to throw its weight behind carbon capture and use, a field where he believes the U.K. could emerge as a world leader. “When you go to [carbon capture use] conferences, the U.K. is always the highest represented nation outside of the organizing nation,” he observed. “But the funding doesn’t reflect this, in terms of government funding. Germany is by far and away the biggest funder of this type of research. We have the opportunity to use the best British science and engineering, and psychology and supply chain management. … We have the opportunity to make Britain a leading force, but it needs that investment.” Styring said he has been pressing the government to divert a portion of the subsidies it funnels into oil and gas into carbon capture and use technology designed to produce petrochemicals and produce fuels. The government would argue that it has been listening and plans are progressing — albeit slower than campaigners would like — for new net-zero clusters that could deploy a range of carbon capture use and storage clusters at industrial sites across the U.K. The wide-ranging implications that would flow from such hubs could prove to be hugely significant, providing the fossil fuel industry with both a means to decarbonize and new markets for its capture carbon. At the same time, advances in green and blue carbon could slash demand for fossil fuels at a time when oil majors are betting on the petrochemicals market to pick up some of the slack as the transition to electric vehicles gathers pace. Unilever’s $1.2 billion investment could yet have a huge impact far beyond the consumer goods market. Pull Quote The move from fossil fuel is mainly associated with an energy transition. but similarly we need to look at a transition away from fossil fuel-derived petrochemicals. Topics Corporate Strategy Innovation Bio Economy BusinessGreen Featured in featured block (1 article with image touted on the front page or elsewhere) Off Duration 0 Sponsored Article Off The materials innovation laboratory at the University of Liverpool. Courtesy of Unilever Close Authorship

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Carbon ‘rainbow’: Unilever pledges $1.2B to scrub fossil fuels from cleaning products

Where there’s hope for speeding up business action on plastics

August 26, 2020 by  
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Where there’s hope for speeding up business action on plastics Elsa Wenzel Wed, 08/26/2020 – 02:01 In 10 short years, the Ellen MacArthur Foundation (EMF) arguably has done more than any other group to define and advance the circular economy. Its landmark report,  “The New Plastics Economy” (PDF),   sounded the alarm in 2016 that if “business as usual” continues, by 2025 the ocean may hold more plastic than fish by weight. Its commitment by the same name has attracted many of the planet’s biggest brand names, among 450-plus signatories, to dramatically slash their use or production of plastic by 2025. PepsiCo, Coca-Cola, Unilever and even Tupperware  have signed on with governments and NGOs to do away with “unnecessary” plastics and innovate so that other plastics will be reused, recycled or composted; and kept out of natural systems. Only five years ago, few corporate leaders had plastic pollution on their official radar. Yet Dame Ellen MacArthur herself is floored by the rapid pace of change in business that has been forced by the COVID-19 pandemic. In food, for instance, business models and distribution methods were reshaped in a matter of weeks, as supply chains flexed to keep groceries in stock and farmers struggled to offload overripe crops. Digital networks and online platforms scaled to meet spiking demand during social distancing. In all this, she finds hope for systemic change toward a circular economy. Much of industry continues to embrace “throwaway living,” which was celebrated in this Life Magazine photograph in 1955.   “People have gotten used to having to jump quickly to change the system,” EMF Chair MacArthur said Tuesday at the GreenBiz Circularity 20 virtual event. “That hopefully will set a precedent for how we can do things in the future and how we can shift quickly in a light-footed way.” Time isn’t on the side of those who hope to prevent the projection by the  Pew Charitable Trusts  that plastic waste flows into the oceans will double in the next 20 years. Already, if all the world’s plastic waste could be shaped into a plastic shopping bag, all of Earth would fit inside of it, noted Morgan Stanley CMO and CSO Audrey Choi. Picture a double bag in 30 years. The business case Although the financial services firm is far from being in the business of producing or using plastic products, last year it set a resolution to work to keep 50 million metric tons of plastic out of ecosystems by 2030. It’s unique but not alone. The strength of collaborations emerging toward circular solutions, among corporate competitors as well as between business and government, has surprised MacArthur, for one: “The system has to change and I think more than ever, the companies involved in the system want to change.” Her remark came moments before the launch of  the US Plastics Pact  by EMF, The Recycling Partnership and WWF. Its 60 signatories across public and private sectors agree to advance circularity goals for plastic by 2025. Similar national plastics pacts are at play in Chile, France, Netherlands, Portugal, South Africa and the United Kingdom. Choi is among the execs sounding a call to action to propel business in a new direction on plastic. “I can’t think of another instance in which it would be a smart business position to take a finite natural resource, turn it into a product we use on average for 12 minutes and throw it away,” she said, citing that single-use plastic wastes $120 billion in economic value each year. “Business leaders often care but say either they can’t do anything about it because they’re not a major part of plastic value chain or because the problem is just too big,” she said. “It’s a global economy-wide issue but the fact that it is everywhere should inspire us to action. I believe that in virtually every C-suite you could go around the table and identify why every C-suite officer can care and benefit from trying to address the problem.” With the experience of having crafted Morgan Stanley’s Plastic Waste Resolution with input from the highest executives, Choi shared these specifics for others seeking to achieve buy-in from the top (She skipped the CEO, since all of it rolls up to them eventually): Chief financial officers CFOs may initially frown on making a change by switching costs or assume that alternatives are more costly. But they will find plenty of low-hanging fruit that can reduce operating and capital costs. For example, facilities that adopt cleaning products in powder or concentrate, in reusable containers, could shrink their shipping costs and carbon footprint while increasing profit margins. And companies have benefited from shifting public sentiment on plastics when they’ve issued corporate debt with proceeds tied to plastic waste reduction. Chief legal officers  CLOs have to keep up with a rapidly evolving patchwork of state laws governing plastic use and disposal, driven by activists, regulators and consumers. Bans on plastic straws, grocery bags and cup lids keep piling up, even if many are on hold during the coronavirus crisis. But company legal officers can streamline compliance and reduce liability by targeting plastic. Woe is the CLO who ignores public sentiment and risks lawsuits or fines; plastic waste branded with their company’s logo is a time bomb waiting to appear in the wrong place at the wrong time. Chief innovation officers For innovation chiefs, Choi sees the benefit as fairly intuitive. “Plastic waste reduction can be their muse, inspiring innovation through new products, new services, and new ways to engage customers,” she said. There’s an obvious wow factor to using new material that’s truly biodegradable or recyclable, just as IKEA is replacing plastic foam packaging with mushroom-based material that can be grown in a week, reused and then composted in a month. Chief marketing officers There’s a clear and growing opportunity for CMOs as customers vote with their purchases against plastic waste. For example, being the category leader in reducing plastic waste can be a chief differentiator beyond simply competing on price. “Selling your product in a beautiful, branded reusable container comes with the added benefit of the consumer looking to you and only you to refill that container.” If plastic rose to amazing heights in a matter of decades thanks to corporate marketing efforts, imagine the next revolution in plastics coming from the same source. Chief sustainability officers “It’s pretty self-explanatory why we should care about plastic waste reduction,” Choi said. In addition to the sustainability aspects, plastic goals are an opportunity to forge C-suite alliances and build bridges with clients and corporate partners, potentially leading to innovative programs and products. To reduce the plastic burden, Choi envisions drawing on the kinds of scientific discoveries, ingenuity, entrepreneurship and marketing that made plastic part of daily life in past decades. There are special challenges in this COVID-19 era, as single-use plastics, including disposable masks laced with microplastic fibers, flood waste streams and waterways at unprecedented levels. Yet advancing circularity also helps to meet climate targets. What does MacArthur consider crucial to making a difference on circularity in the next year or so? “We have an opportunity right now, like we’ve not had before, because of something tragic, to build in a different way,” including for the automotive, industrial and infrastructure sectors, she said. “Accepting what that looks like and making it happen, that for me, that’s the step.” Topics Circular Economy Circularity 20 Featured in featured block (1 article with image touted on the front page or elsewhere) On Duration 0 Sponsored Article Off Single-use plastic cups: an endangered species? Shutterstock Svetlana Lukienko Close Authorship

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Where there’s hope for speeding up business action on plastics

How on-demand food delivery apps could encourage low-carbon food

June 8, 2020 by  
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How on-demand food delivery apps could encourage low-carbon food Anna Zhang Mon, 06/08/2020 – 02:00 The COVID-19 crisis has affected most aspects of daily life, including how we get our food. Because the COVID-19 response has restricted restaurants to pick-up and delivery orders in many areas, business for on-demand food delivery apps such as DoorDash, Grubhub, Seamless and Uber Eats has increased dramatically.  Uber Eats claims to have experienced a tenfold increase in new restaurant signups, and some local restaurants say the percentage of orders placed through third-party apps has risen from around 20 percent to roughly 75 percent .  Even before the COVID era, food order and delivery apps were growing rapidly, and the sector was on track to more than double in value by 2025 — from $82 billion in 2018 to $200 billion by 2025. Projections showed that by 2023 about one-quarter of smartphone users , or 14 million Americans, will use these apps.  For the environmentally minded, the increased adoption of app-based food delivery services presents a unique opportunity to affect carbon emissions in the food supply chain. One of the leading climate change solutions is the widespread adoption of a plant-rich diet, particularly in countries with a more “Western” diet. Adopting these habits has the potential to reduce carbon emissions by 66 gigatonnes CO2-equivalent, according to Project Drawdown. Compared to business as usual, choosing vegan options could reduce emissions by as much as 70 percent . Third-party food delivery apps offer a valuable opportunity to connect consumers to the knowledge they need to adopt a climate-friendly diet.  We believe that food delivery apps can implement some basic features to help consumers be more aware of the environmental impact of their food choices. While systematic change in food production at all levels is necessary to achieve goals for carbon emission reductions, influencing consumer behavior to shift towards low-carbon food options has the power to simultaneously encourage food producers up the supply chain to reduce the carbon impact of their offerings, while also empowering consumers to reduce their own personal carbon footprints. A recent study in Science magazine noted that “dietary change can deliver environmental benefits on a scale not achievable by producers.” However, a major roadblock is the lack of transparency surrounding the carbon impacts of food.  Many consumers recognize that animal products have some negative impact on the planet, yet most don’t truly know the extent to which meat consumption can drastically increase carbon emissions.  Indeed, according to a recent study by the Yale Center on Climate Change Communications, about half of surveyed Americans (51 percent) would be willing to eat a more plant-based, low-carbon diet if they had more information about how their food choices affected the environment. Through a six-week climate innovation program at Yale , we envisioned two ways that on-demand food delivery apps could empower their users to make more climate-friendly food choices. We based our idea off a successful project at Yale demonstrating the effectiveness of environmental impact ratings on consumers — in this case, students at Yale’s dining halls. Rate the Plate is an initiative designed by current Yale students through which dining halls display posters containing the calculated range estimates for the amount of carbon emissions from each available entree. After running both a small-scale pilot and then expanding to all Yale residential colleges, the organizers had students complete a survey to analyze the effectiveness of the posters and ratings. The results show that 62 percent of students had a positive response when asked if they reconsidered their food choices after seeing the ratings.  Additionally, when asked if they would like to continue seeing the environmental impact posters in the dining halls, more than 86 percent of students said yes.  The results of this project inspired us to consider other ways to empower consumers to make climate-friendly food choices. We believe that food delivery apps can implement some basic features to help consumers be more aware of the environmental impact of their food choices.  First, food order and delivery companies can create short monthly quizzes for users to test their knowledge about the carbon impacts of various food options. An interactive, visually appealing quiz can inform consumers about how their own food choices can affect the planet as a whole. Positive messaging alongside discounts or other incentives can encourage users to take the quizzes and act on the information they learn.  For example, online consignment retailer ThredUp already runs an online quiz that consumers can take to determine their environmental impacts in the apparel sector. Additionally, companies could implement carbon labeling within their order menu interface. There are various existing methods to estimate and label the carbon emissions associated with food dishes, but a simple number or range of carbon equivalents would allow consumers to compare meal options within the app.  Using color coding or symbols such as trees to indicate high- and low-carbon footprint items also would be a non-obtrusive way to represent the information. The methodology could be explained in one of the quizzes released each month so consumers feel that they have both easy-to-read and accurate data. Order and delivery apps could include discounts for consumers opting into low-carbon food selections. What’s in it for companies such as DoorDash and Snackpass?  Companies would be able to analyze the data on these strategies to fulfill internal corporate sustainability metrics on reducing GHG emissions, and such information could be advertised to demonstrate the company’s drive and success in sustainability compared to competing apps.  There is growing demand for sustainable business practices and purchasing options, especially among younger consumers . Being known as a climate-friendly option in the food-delivery ecosystem likely will be a selling point for many companies. If food delivery apps implemented these various features, tracking the environmental impact would be relatively straightforward because it relies on digital technology and data collection. By looking at the number of people taking the carbon-impact quiz every month, companies could get a sense of the reach of these efforts among their customers. Eventually, they also could use the consumer order data to look for significant shifts in the carbon impacts of dishes people order.  What’s the role for restaurants?  While the relationships between restaurants and food delivery apps sometimes can be contentious , restaurants could benefit from advertising themselves as a climate-friendly option.  Restaurants would provide information about the ingredients lists of their dishes, allowing food delivery apps to calculate carbon impacts. As previously mentioned, discounts are offered to consumers who take the food carbon quizzes, which can help restaurants draw in new customers as well as highlight some of their vegan and vegetarian options. Ideally, there would be a shift towards vegetable-based options and away from meat-heavy dishes after the carbon ratings and quizzes are implemented, which would demonstrate a positive impact on consumer decisions in terms of carbon emissions. This data from before and after the intervention also could be used to create a baseline to calculate how many kilograms of carbon dioxide emissions were avoided due to lower demand for meat-heavy dishes.  As food-delivery apps continue to gain popularity over the next decade, integrating information about the climate impact of food options has the potential to address the large impact the food-supply chain has on carbon emissions. This information gives consumers power in their food choices and allows food-delivery apps to demonstrate climate-friendly values. Pull Quote We believe that food delivery apps can implement some basic features to help consumers be more aware of the environmental impact of their food choices. Contributors Tracy Zhou Luke Browne Abbey Warner Topics Food Systems Innovation Technology E-commerce Featured in featured block (1 article with image touted on the front page or elsewhere) Off Duration 0 Sponsored Article Off

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How on-demand food delivery apps could encourage low-carbon food

How on-demand food delivery apps could encourage low-carbon food

June 8, 2020 by  
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How on-demand food delivery apps could encourage low-carbon food Anna Zhang Mon, 06/08/2020 – 02:00 The COVID-19 crisis has affected most aspects of daily life, including how we get our food. Because the COVID-19 response has restricted restaurants to pick-up and delivery orders in many areas, business for on-demand food delivery apps such as DoorDash, Grubhub, Seamless and Uber Eats has increased dramatically.  Uber Eats claims to have experienced a tenfold increase in new restaurant signups, and some local restaurants say the percentage of orders placed through third-party apps has risen from around 20 percent to roughly 75 percent .  Even before the COVID era, food order and delivery apps were growing rapidly, and the sector was on track to more than double in value by 2025 — from $82 billion in 2018 to $200 billion by 2025. Projections showed that by 2023 about one-quarter of smartphone users , or 14 million Americans, will use these apps.  For the environmentally minded, the increased adoption of app-based food delivery services presents a unique opportunity to affect carbon emissions in the food supply chain. One of the leading climate change solutions is the widespread adoption of a plant-rich diet, particularly in countries with a more “Western” diet. Adopting these habits has the potential to reduce carbon emissions by 66 gigatonnes CO2-equivalent, according to Project Drawdown. Compared to business as usual, choosing vegan options could reduce emissions by as much as 70 percent . Third-party food delivery apps offer a valuable opportunity to connect consumers to the knowledge they need to adopt a climate-friendly diet.  We believe that food delivery apps can implement some basic features to help consumers be more aware of the environmental impact of their food choices. While systematic change in food production at all levels is necessary to achieve goals for carbon emission reductions, influencing consumer behavior to shift towards low-carbon food options has the power to simultaneously encourage food producers up the supply chain to reduce the carbon impact of their offerings, while also empowering consumers to reduce their own personal carbon footprints. A recent study in Science magazine noted that “dietary change can deliver environmental benefits on a scale not achievable by producers.” However, a major roadblock is the lack of transparency surrounding the carbon impacts of food.  Many consumers recognize that animal products have some negative impact on the planet, yet most don’t truly know the extent to which meat consumption can drastically increase carbon emissions.  Indeed, according to a recent study by the Yale Center on Climate Change Communications, about half of surveyed Americans (51 percent) would be willing to eat a more plant-based, low-carbon diet if they had more information about how their food choices affected the environment. Through a six-week climate innovation program at Yale , we envisioned two ways that on-demand food delivery apps could empower their users to make more climate-friendly food choices. We based our idea off a successful project at Yale demonstrating the effectiveness of environmental impact ratings on consumers — in this case, students at Yale’s dining halls. Rate the Plate is an initiative designed by current Yale students through which dining halls display posters containing the calculated range estimates for the amount of carbon emissions from each available entree. After running both a small-scale pilot and then expanding to all Yale residential colleges, the organizers had students complete a survey to analyze the effectiveness of the posters and ratings. The results show that 62 percent of students had a positive response when asked if they reconsidered their food choices after seeing the ratings.  Additionally, when asked if they would like to continue seeing the environmental impact posters in the dining halls, more than 86 percent of students said yes.  The results of this project inspired us to consider other ways to empower consumers to make climate-friendly food choices. We believe that food delivery apps can implement some basic features to help consumers be more aware of the environmental impact of their food choices.  First, food order and delivery companies can create short monthly quizzes for users to test their knowledge about the carbon impacts of various food options. An interactive, visually appealing quiz can inform consumers about how their own food choices can affect the planet as a whole. Positive messaging alongside discounts or other incentives can encourage users to take the quizzes and act on the information they learn.  For example, online consignment retailer ThredUp already runs an online quiz that consumers can take to determine their environmental impacts in the apparel sector. Additionally, companies could implement carbon labeling within their order menu interface. There are various existing methods to estimate and label the carbon emissions associated with food dishes, but a simple number or range of carbon equivalents would allow consumers to compare meal options within the app.  Using color coding or symbols such as trees to indicate high- and low-carbon footprint items also would be a non-obtrusive way to represent the information. The methodology could be explained in one of the quizzes released each month so consumers feel that they have both easy-to-read and accurate data. Order and delivery apps could include discounts for consumers opting into low-carbon food selections. What’s in it for companies such as DoorDash and Snackpass?  Companies would be able to analyze the data on these strategies to fulfill internal corporate sustainability metrics on reducing GHG emissions, and such information could be advertised to demonstrate the company’s drive and success in sustainability compared to competing apps.  There is growing demand for sustainable business practices and purchasing options, especially among younger consumers . Being known as a climate-friendly option in the food-delivery ecosystem likely will be a selling point for many companies. If food delivery apps implemented these various features, tracking the environmental impact would be relatively straightforward because it relies on digital technology and data collection. By looking at the number of people taking the carbon-impact quiz every month, companies could get a sense of the reach of these efforts among their customers. Eventually, they also could use the consumer order data to look for significant shifts in the carbon impacts of dishes people order.  What’s the role for restaurants?  While the relationships between restaurants and food delivery apps sometimes can be contentious , restaurants could benefit from advertising themselves as a climate-friendly option.  Restaurants would provide information about the ingredients lists of their dishes, allowing food delivery apps to calculate carbon impacts. As previously mentioned, discounts are offered to consumers who take the food carbon quizzes, which can help restaurants draw in new customers as well as highlight some of their vegan and vegetarian options. Ideally, there would be a shift towards vegetable-based options and away from meat-heavy dishes after the carbon ratings and quizzes are implemented, which would demonstrate a positive impact on consumer decisions in terms of carbon emissions. This data from before and after the intervention also could be used to create a baseline to calculate how many kilograms of carbon dioxide emissions were avoided due to lower demand for meat-heavy dishes.  As food-delivery apps continue to gain popularity over the next decade, integrating information about the climate impact of food options has the potential to address the large impact the food-supply chain has on carbon emissions. This information gives consumers power in their food choices and allows food-delivery apps to demonstrate climate-friendly values. Pull Quote We believe that food delivery apps can implement some basic features to help consumers be more aware of the environmental impact of their food choices. Contributors Tracy Zhou Luke Browne Abbey Warner Topics Food Systems Innovation Technology E-commerce Featured in featured block (1 article with image touted on the front page or elsewhere) Off Duration 0 Sponsored Article Off

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How on-demand food delivery apps could encourage low-carbon food

How Dell and Levi’s envision the future of repair

May 27, 2020 by  
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How Dell and Levi’s envision the future of repair Elsa Wenzel Wed, 05/27/2020 – 02:00 Doing away with a culture of disposability is one of the big dreams of the circular economy. A jolt in this direction came overnight as COVID-19 drove people indoors, forcing many to rethink how they reduce, reuse or recycle items they took for granted only weeks earlier. As U.S. unemployment claims soared to 30 million, buying non-essentials became an act of either audacity or foolishness. Even window shopping has been confined to a web browser. People have been making every can of beans and square of toilet paper last. “Like it or not, the coronavirus is changing the rules of consumption,” said GreenBiz Editorial Director Heather Clancy during the Circularity Digital virtual event last week. “Millions of consumers are putting off retail purchases and looking at the stuff in their closets and cabinets and desktops in a very different way. Why should this item be thrown away when it could be repaired or refreshed and for that matter, how long should I expect these things to last?” However, most brands are in the business of selling something new, so circular economy efforts generally have tended to put repair at the bottom of the menu. Will this pandemic create a lasting change in priorities for business and end users alike? There’s no surefire answer for now, but some of the people thinking the hardest about what all of this means are those who work in product design. Paul Dillinger, head of global product innovation at Levi Strauss & Co., works hands-on with denim, zippers and buttons. Being stuck at home lately has been tough. There’s got to be a better design solution to address end of life, how [products] can easily be refurbished, upcycled and disassembled. “It’s called on all of my home [economics] skills, all of my ability to prototype and ideate using just the materials around my house, which has been a really exciting exercise,” Dillinger said. “It has challenged me to remember a lot of the skill set we don’t often call upon to make from nothing, to repair the broken things around us.” Embracing imperfections and repairs is part of his vision for a pair of jeans to be loved and worn for a decade until ultimately being recycled. Levi’s heritage, after all, began with durable canvas work pants worn by miners around the California gold rush. “Everyone’s favorite jean has a repair in it, a stain they don’t mind,” he said. “That mustard was a great ballgame. The story of our lives [is] written in our jeans. People will resonate with that far more than with a disposable, unrepairable, unresolvable product.” With that mindset, Dillinger led the design of Levi’s innovative Wellthread shirts, jackets and jeans, which launched in 2015. The company rebuilt blue jeans for recyclability, also slashing the use of water and being mindful of workers’ well-being. A Wellthread denim jacket in the line, for example, uses four technologies to incorporate recovered, chemically recycled and mechanically recycled cotton in the buttons, exterior denim and lining. The end result is 100 percent cellulosic material, the type of single, “clean” input that’s easiest for a recycling system to handle, which is why simple glass bottles, aluminum cans and newspapers have such a long recycling track record. Wellthread jeans contrast with others that are labeled as cotton but actually use blended materials, including polyester, throughout. If it were up to Dillinger, the industry would be a blank page for design. But reality has a lot of stuff in it already — most of it barely used or valued. Six out of 10 garments are incinerated within a year of production, according to McKinsey research. That means important and scarce natural resources are ruthlessly consumed and discarded, like the more than 3,700 liters of water needed to produce a pair of jeans. It feels like we’ve moved to this throwaway society. I hope we’re moving in the other direction. Fast fashion and high-performance fabrics have compounded waste by accelerating the output of apparel that’s virtually impossible to recycle. Take, for example, a blend of wool, viscose, polyamide and cashmere in a scarf or sweater. “You would need a solvent for one, a mechanical process for another, heat for another,” Dillinger said. The problem is shared across industries, including in electronics, which make up the world’s fastest-growing waste stream. Only 20 percent of e-waste is recycled, according to a United Nations University report in 2017 . The fate of the rest is mostly unknown, probably either landfilled, reused or recycled informally. For Ed Boyd, an inside look at a recycling plant was a wake-up call. The senior vice president of Dell’s Experience Design Group recently visited a new Wistron electronics recycling plant in Dallas, one of the largest in North America. A typical notebook computer includes more than 200 ingredients, only a handful of which can be processed by such a facility. The rest get separated and sent around the planet for handling. “I’ve been involved in recycling materials for a long time, but seeing it firsthand in that kind of environment was kind of daunting,” Boyd said. “I was looking at this through a designer’s eyes thinking, I’ve kind of created this problem. There’s got to be a better design solution to address end of life, how [products] can easily be refurbished, upcycled and disassembled. And that has kicked off a lot of exciting work at Dell really aiming at changing that.” Over the past few years, Dell already has been getting more questions from customers about environmental impacts, reflecting a dramatic shift in sentiment that’s pushing electronics makers to rethink their approaches, Boyd said. Dell’s “moonshot goals” for 2030 include three things: for an equivalent product to be reused or recycled for every item bought by a customer; for recycled or renewable materials to make up all its packaging; and for more than half of the materials in its products to be made of recycled or renewable materials. Dell already has plucked some of the low-hanging fruit of closed-loop materials, such as by using reclaimed ocean plastics . In 2011, it introduced the use of mushroom-based cushioning to ship servers. Boyd said the PC maker is exploring with its suppliers how to rethink core product components responsibly, including battery cells, motherboards and displays. It’s also considering biopolymers to prevent waste and solar-powered smelting to reduce manufacturing footprints. And Boyd wants Dell to innovate by creating products that can be assembled and later disassembled quickly, extending life cycles by enabling repeated cycles of reuse or upcycling. That’s been the objective for DIY advocates such as Kyle Wiens, at the forefront of the right to repair movement for more than 15 years. The CEO and co-founder of the iFixit repair website, famous for ticking off Apple, pointed out how the 30 or so metals inside a given cell phone have a low recovery rate, making product reuse more efficient than recycling at this time. “It feels like we’ve moved to this throwaway society,” Wiens said. “I hope we’re moving in the other direction.” iFixit helps 100 million people a year fix things, including one in every five Californians, Wiens said. The company sees eight figures in annual sales of toolkits, switches, spark plugs and other parts, but its repairs database is free. It offers nearly 63,000 crowdsourced manuals and advice for an amazing assortment of products, including cars, garden hoses, jacket zippers and PCs. Some 70,000 people have accessed iFixIt’s instructions for repairing a countertop Starbucks Barista machine. iFixIt also rates products for their accessibility to fixers. A Dell Inspiron laptop that can be opened with a Phillips screwdriver got a 10 out of 10 score, while a Microsoft Surface that needed to be cut open received a score of three. (An upgrade later earned that model’s successor two more points.) Wiens is excited that iFixit is diving into on-demand 3D printing, starting with a component it sells for a coffee maker. He said he’d like to collaborate with companies to create products designed from the outset with components that can be printed in case of a breakdown. “We really think it needs to be a partnership between the repair community and the manufacturer to make it work,” he said. The story of our lives [is] written in our jeans. People will resonate with that far more than with a disposable, unrepairable, unresolvable product. Since the pandemic hemmed most of society into their homes, iFixit has seen a spike in searches for fixing devices, laptops and the Nintendo Switch. Last week, it dove into new territory and activism by publishing 13,000 manuals for medical devices , everything from hospital bed headboards to nebulizers to scales, becoming the world’s largest source of details for medical repairs. The company is hoping this ambitious effort will lighten the workloads of the exhausted biomedical technicians who keep hospital equipment humming and beeping. For better or worse, most appliances rely on human muscle and brainpower for longevity. But information technology is beginning to change some of this.  Boyd is intrigued by the possibility of “self-healing” electronics that reconstitute or repair themselves, made possible by artificial intelligence and machine learning. AI already helps predict when a laptop battery will fail. Also further out, and in Dell’s planning stages, is how to augment and design equipment that improves over the course of a decade or two. Product-as-a-service models could become part of an industry transformation, he said, eliminating the need for companies to keep up revenues by releasing whole new lines of modestly updated electronics every year. “We’re having an interesting moment in technology right now, with the birth of 5G and strong cloud connectivity — we can make products in the future that don’t degrade; they actually get better,” Boyd said. Dillinger, on the other hand, wants to remind people to “get a little analog” and take a stab at sewing a button. iFixit has directions for that, too. Pull Quote There’s got to be a better design solution to address end of life, how [products] can easily be refurbished, upcycled and disassembled. It feels like we’ve moved to this throwaway society. I hope we’re moving in the other direction. The story of our lives [is] written in our jeans. People will resonate with that far more than with a disposable, unrepairable, unresolvable product. Topics Circular Economy Consumer Electronics Circularity 20 Featured in featured block (1 article with image touted on the front page or elsewhere) On Duration 0 Sponsored Article Off Automation is only part of the picture. Shutterstock Serggod Close Authorship

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How Dell and Levi’s envision the future of repair

How Dell and Levi’s envision the future of repair

May 27, 2020 by  
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How Dell and Levi’s envision the future of repair Elsa Wenzel Wed, 05/27/2020 – 02:00 Doing away with a culture of disposability is one of the big dreams of the circular economy. A jolt in this direction came overnight as COVID-19 drove people indoors, forcing many to rethink how they reduce, reuse or recycle items they took for granted only weeks earlier. As U.S. unemployment claims soared to 30 million, buying non-essentials became an act of either audacity or foolishness. Even window shopping has been confined to a web browser. People have been making every can of beans and square of toilet paper last. “Like it or not, the coronavirus is changing the rules of consumption,” said GreenBiz Editorial Director Heather Clancy during the Circularity Digital virtual event last week. “Millions of consumers are putting off retail purchases and looking at the stuff in their closets and cabinets and desktops in a very different way. Why should this item be thrown away when it could be repaired or refreshed and for that matter, how long should I expect these things to last?” However, most brands are in the business of selling something new, so circular economy efforts generally have tended to put repair at the bottom of the menu. Will this pandemic create a lasting change in priorities for business and end users alike? There’s no surefire answer for now, but some of the people thinking the hardest about what all of this means are those who work in product design. Paul Dillinger, head of global product innovation at Levi Strauss & Co., works hands-on with denim, zippers and buttons. Being stuck at home lately has been tough. There’s got to be a better design solution to address end of life, how [products] can easily be refurbished, upcycled and disassembled. “It’s called on all of my home [economics] skills, all of my ability to prototype and ideate using just the materials around my house, which has been a really exciting exercise,” Dillinger said. “It has challenged me to remember a lot of the skill set we don’t often call upon to make from nothing, to repair the broken things around us.” Embracing imperfections and repairs is part of his vision for a pair of jeans to be loved and worn for a decade until ultimately being recycled. Levi’s heritage, after all, began with durable canvas work pants worn by miners around the California gold rush. “Everyone’s favorite jean has a repair in it, a stain they don’t mind,” he said. “That mustard was a great ballgame. The story of our lives [is] written in our jeans. People will resonate with that far more than with a disposable, unrepairable, unresolvable product.” With that mindset, Dillinger led the design of Levi’s innovative Wellthread shirts, jackets and jeans, which launched in 2015. The company rebuilt blue jeans for recyclability, also slashing the use of water and being mindful of workers’ well-being. A Wellthread denim jacket in the line, for example, uses four technologies to incorporate recovered, chemically recycled and mechanically recycled cotton in the buttons, exterior denim and lining. The end result is 100 percent cellulosic material, the type of single, “clean” input that’s easiest for a recycling system to handle, which is why simple glass bottles, aluminum cans and newspapers have such a long recycling track record. Wellthread jeans contrast with others that are labeled as cotton but actually use blended materials, including polyester, throughout. If it were up to Dillinger, the industry would be a blank page for design. But reality has a lot of stuff in it already — most of it barely used or valued. Six out of 10 garments are incinerated within a year of production, according to McKinsey research. That means important and scarce natural resources are ruthlessly consumed and discarded, like the more than 3,700 liters of water needed to produce a pair of jeans. It feels like we’ve moved to this throwaway society. I hope we’re moving in the other direction. Fast fashion and high-performance fabrics have compounded waste by accelerating the output of apparel that’s virtually impossible to recycle. Take, for example, a blend of wool, viscose, polyamide and cashmere in a scarf or sweater. “You would need a solvent for one, a mechanical process for another, heat for another,” Dillinger said. The problem is shared across industries, including in electronics, which make up the world’s fastest-growing waste stream. Only 20 percent of e-waste is recycled, according to a United Nations University report in 2017 . The fate of the rest is mostly unknown, probably either landfilled, reused or recycled informally. For Ed Boyd, an inside look at a recycling plant was a wake-up call. The senior vice president of Dell’s Experience Design Group recently visited a new Wistron electronics recycling plant in Dallas, one of the largest in North America. A typical notebook computer includes more than 200 ingredients, only a handful of which can be processed by such a facility. The rest get separated and sent around the planet for handling. “I’ve been involved in recycling materials for a long time, but seeing it firsthand in that kind of environment was kind of daunting,” Boyd said. “I was looking at this through a designer’s eyes thinking, I’ve kind of created this problem. There’s got to be a better design solution to address end of life, how [products] can easily be refurbished, upcycled and disassembled. And that has kicked off a lot of exciting work at Dell really aiming at changing that.” Over the past few years, Dell already has been getting more questions from customers about environmental impacts, reflecting a dramatic shift in sentiment that’s pushing electronics makers to rethink their approaches, Boyd said. Dell’s “moonshot goals” for 2030 include three things: for an equivalent product to be reused or recycled for every item bought by a customer; for recycled or renewable materials to make up all its packaging; and for more than half of the materials in its products to be made of recycled or renewable materials. Dell already has plucked some of the low-hanging fruit of closed-loop materials, such as by using reclaimed ocean plastics . In 2011, it introduced the use of mushroom-based cushioning to ship servers. Boyd said the PC maker is exploring with its suppliers how to rethink core product components responsibly, including battery cells, motherboards and displays. It’s also considering biopolymers to prevent waste and solar-powered smelting to reduce manufacturing footprints. And Boyd wants Dell to innovate by creating products that can be assembled and later disassembled quickly, extending life cycles by enabling repeated cycles of reuse or upcycling. That’s been the objective for DIY advocates such as Kyle Wiens, at the forefront of the right to repair movement for more than 15 years. The CEO and co-founder of the iFixit repair website, famous for ticking off Apple, pointed out how the 30 or so metals inside a given cell phone have a low recovery rate, making product reuse more efficient than recycling at this time. “It feels like we’ve moved to this throwaway society,” Wiens said. “I hope we’re moving in the other direction.” iFixit helps 100 million people a year fix things, including one in every five Californians, Wiens said. The company sees eight figures in annual sales of toolkits, switches, spark plugs and other parts, but its repairs database is free. It offers nearly 63,000 crowdsourced manuals and advice for an amazing assortment of products, including cars, garden hoses, jacket zippers and PCs. Some 70,000 people have accessed iFixIt’s instructions for repairing a countertop Starbucks Barista machine. iFixIt also rates products for their accessibility to fixers. A Dell Inspiron laptop that can be opened with a Phillips screwdriver got a 10 out of 10 score, while a Microsoft Surface that needed to be cut open received a score of three. (An upgrade later earned that model’s successor two more points.) Wiens is excited that iFixit is diving into on-demand 3D printing, starting with a component it sells for a coffee maker. He said he’d like to collaborate with companies to create products designed from the outset with components that can be printed in case of a breakdown. “We really think it needs to be a partnership between the repair community and the manufacturer to make it work,” he said. The story of our lives [is] written in our jeans. People will resonate with that far more than with a disposable, unrepairable, unresolvable product. Since the pandemic hemmed most of society into their homes, iFixit has seen a spike in searches for fixing devices, laptops and the Nintendo Switch. Last week, it dove into new territory and activism by publishing 13,000 manuals for medical devices , everything from hospital bed headboards to nebulizers to scales, becoming the world’s largest source of details for medical repairs. The company is hoping this ambitious effort will lighten the workloads of the exhausted biomedical technicians who keep hospital equipment humming and beeping. For better or worse, most appliances rely on human muscle and brainpower for longevity. But information technology is beginning to change some of this.  Boyd is intrigued by the possibility of “self-healing” electronics that reconstitute or repair themselves, made possible by artificial intelligence and machine learning. AI already helps predict when a laptop battery will fail. Also further out, and in Dell’s planning stages, is how to augment and design equipment that improves over the course of a decade or two. Product-as-a-service models could become part of an industry transformation, he said, eliminating the need for companies to keep up revenues by releasing whole new lines of modestly updated electronics every year. “We’re having an interesting moment in technology right now, with the birth of 5G and strong cloud connectivity — we can make products in the future that don’t degrade; they actually get better,” Boyd said. Dillinger, on the other hand, wants to remind people to “get a little analog” and take a stab at sewing a button. iFixit has directions for that, too. Pull Quote There’s got to be a better design solution to address end of life, how [products] can easily be refurbished, upcycled and disassembled. It feels like we’ve moved to this throwaway society. I hope we’re moving in the other direction. The story of our lives [is] written in our jeans. People will resonate with that far more than with a disposable, unrepairable, unresolvable product. Topics Circular Economy Consumer Electronics Circularity 20 Featured in featured block (1 article with image touted on the front page or elsewhere) On Duration 0 Sponsored Article Off Automation is only part of the picture. Shutterstock Serggod Close Authorship

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How Dell and Levi’s envision the future of repair

Advice for thriving amid crisis, from 14 sustainability vets

May 26, 2020 by  
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Advice for thriving amid crisis, from 14 sustainability vets Kathrin Winkler Tue, 05/26/2020 – 08:00 A few months back (and forever ago), our professional colleagues in our Sustainability Veterans group expressed their thoughts on the most important attributes for advancing a sustainability career. Our goal was to share lessons that we learned in the trenches to help those following us to build on our experiences. But we never experienced anything like the coronavirus pandemic. As unprecedented as these times are, and as uncertain as the near future may be, some past events offer small but important parallels that could yield tools and ideas for how to proceed. In your career, was there a crisis in which you learned something useful to pass on to those dealing with the current and unfolding situation created by COVID? To that end, we asked our vets to offer a succinct response to: “In your career, was there a crisis (such as the Great Recession or other major disruption) in which you learned something useful to pass on to those dealing with the current and unfolding situation created by COVID?” The answers are varied and disparate — and, in some cases, even contradictory. Together, they remind us that there is no one universal answer, that companies and cultures differ, and that while we may see echoes of the past in our world today, we are traversing entirely new territory, compass in hand, but without a map. About the Sustainability Veterans: We are a group of professionals who have had leadership roles in the world of corporate sustainability. We are exploring new ways to further engage and make a difference by bringing together our collective intellectual, experiential, emotional and social capital — independent from any individual company — to help the next generation of sustainability leaders achieve success. Here’s what they had to say: Observe to solve: On Sept. 11, I was in Malaysia watching events unfold from half a world away. I learned to take a step back, watch and then figure out where to have the biggest impact. We are still in crisis mode. Take time to be observant before deciding on how sustainability can be a solution.  — Dawn Rittenhouse was director of sustainable development for DuPont from 1998 until 2019. Up Is down: My favorite crisis example is Apollo 13. In my experience, successful crisis management forces organizations to see externalities and ecosystems which have not always been self-evident. “Normal” isn’t “normal,” “up” is “down” and crisis unleashes untapped human capital, innovation, creativity and laser-focus on what can be done versus what cannot. — Mark Buckley is founder of One Boat Collaborative and former vice president of sustainability at Staples. Shifting focus: During times of crisis we get a glimpse of the next emerging issue and how companies can impact for the long term. Following the financial crisis, we focused on more corporate transparency and accountability. Today, we have the opportunity to advocate for equity — in healthcare and access to resources. — Cecily Joseph is former vice president of corporate responsibility at Symantec. She serves as chair of the Net Impact board of directors and expert in residence at the Presidio Graduate School. Take the long view and put people first. Recognize that we are all part of an interdependent global community. Both are vital for dealing with the immediate crisis, and for ongoing and future crises.   — Bill Weihl was Google’s Green Energy Czar, leading climate and clean energy work, then spent six years at Facebook as director of sustainability. In 2020, he founded ClimateVoice. The calm voice : With all the uncertainty surrounding the COVID-19 virus, sustainability managers should strive to be the calm voice of reason for the company. Help your company understand that how they respond to people in this time of crisis must continue to balance the people, planet and profit equation of sustainability. — Paul Murray , president of Integrated Sustainable Strategies, is retired vice president of sustainability at Shaw Industries and previously director of sustainability at Herman Miller. Follow the counterintuitive : Crises remind us that systems are complex, interconnected and difficult to “fix,” and yet there are leverage points which have disproportionate ability to move the system in the right direction. Unfortunately, because they are counterintuitive we almost always push on them the wrong way . In your rush to solve whatever problems COVID-19 has created for you, investing time and effort in a systems-thinking approach will always improve the outcome. — Sarah Severn is principal of Severn Consulting. She spent over two decades in senior sustainability roles at Nike, leading strategy, stakeholder engagement and championing systems thinking and collaborative change. A silver lining : For those of us working in corporate sustainability, one silver lining is that we’re comfortable with complexity and change, and our modus operandi is to plan for the long term.   — Ellen Weinreb is a sustainability and ESG recruiter, founder of Weinreb Group and co-founder Sustainability Veterans. Jump in : In a crisis, I always believed that our team should jump in big-time, especially if what’s happening is related to a social/environmental predicament. For example, in the early 2000s, my McDonald’s team got very involved in the obesity problem. I never thought I’d be spending 75 percent of my time for a few years on this, which also means you don’t work on other efforts that are important. — Bob Langert is retired vice president of sustainability, McDonald’s Corporation and editor at large for GreenBiz. The rest will follow : We were in the law library at Dell, watching the horror of the World Trade Center exploding with a plane. The room was full, but stunningly silent. However, within minutes, we had all hands on deck, locating our team members and confirming their safety. People came first, above all. As they should, and do, now. Take care of your teams, your family and those you love. Help others less fortunate. The rest will follow. — Trisa Thompson is a lawyer and former Dell Technologies chief responsibility officer. Volunteer and dig in : I learned an important lesson after the anguishing loss of Alaska Flight 261. Even if it’s not part of your normal job function, look for volunteer opportunities to dig in and help. Your day job is going to be there for you when you are finished. By helping others, you will help yourself deal with grief and anxiety, and the deep (and new) relationships forged with fellow volunteers will never be forgotten. — Jacqueline Drumheller evolved her career in corporate environmental compliance to a role launching and spearheading Alaska Airlines’ formal sustainability program. Stop. Look. Listen. A moment (or extended period) of crisis requires a deep breath, an assessment of impact and understanding of implication across the full stakeholder spectrum. One can’t always control the initial damage, but can manage emotions, actions and the example set for others to follow in charting the course necessary for recovery. — Mark Spears retired from The Walt Disney Company after nearly 30 years, spanning a series of finance, strategic planning and sustainability roles. He serves as founder and chief strategist at common+value, a sustainability consultancy. Go overboard : In 1986, I was working for Sandoz when we had the big warehouse fire in Switzerland that contaminated the Rhine River. We responded by coming up with the most stringent warehousing guidelines in the world; previously warehousing was viewed as a low-risk activity. The lesson learned was that we went overboard with our standards because we were under strict orders to make sure we never had another such incident. — Jim Thomas has led sustainability programs at Novartis, Gerber, JCPenney and Petco. Tone down the celebration : Though the scale differs, in 2008 people were losing their jobs and afraid for their futures. One of the best tools in our toolbox had always been the celebration of success, but we learned that it was not the time for self-congratulation. Rather, we needed to focus on listening, empathy and building personal, community and business resilience. — Kathrin Winkler is former chief sustainability officer for EMC Corporation, co-founder of Sustainability Veterans and editor at large for GreenBiz. Immediate vs. restorative : The 2008 financial crisis sparked hopes of a fundamental shift from short-term profits to longer-term values. As the economic downturn persisted, financially stressed companies and consumers made decisions more on value — what they could afford — than values. There is a lesson for we who hope for a different future coming from the COVID-19 crisis. We need to address immediate needs before building consensus on a restorative future. — Bart Alexander is former chief corporate responsibility officer at Molson Coors. He consults on leading sustainable change through Alexander & Associates LLC, and climate change action through Plan C Advisors. Pull Quote In your career, was there a crisis in which you learned something useful to pass on to those dealing with the current and unfolding situation created by COVID? Contributors Bob Langert Topics Leadership State of the Profession Featured in featured block (1 article with image touted on the front page or elsewhere) Off Duration 0 Sponsored Article Off

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Advice for thriving amid crisis, from 14 sustainability vets

Food waste startup backed by Oprah Winfrey snags $250 million

May 26, 2020 by  
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Food waste startup backed by Oprah Winfrey snags $250 million Heather Clancy Tue, 05/26/2020 – 06:01 While overall startup funding is down this quarter because of the economic disruption brought on by COVID-19, entrepreneurs focused on solving climate-related problems have been bucking the trend . This morning brings one of the biggest deals yet this year: an infusion of $250 million in new financing for food waste crusader Apeel Sciences . What’s more, the funding pushes the Santa Barbara, California-based company’s valuation to more than $1 billion — a status dubbed in VC circles as “unicorn.” Cumulatively speaking, Apeel has raised $360 million, including the new funding. The lead backer on the latest round is Singapore’s sovereign wealth fund GIC, which explicitly embeds sustainability considerations into its investments. Other “participating” investors are Viking Global Investors, Upfront Investors, Tao Capital Partners and Rock Creek Group. There are also two highly recognizable minority “non-participating” investors: pop star Katy Perry and media queen Oprah Winfrey, who previously invested in Apeel in 2019.  “I hate to see food wasted, when there are so many people in the world who are going without,” Winfrey said in the funding press release. “Apeel can extend the life of fresh produce, which is critical to our food supply and to our planet too.” Food waste is responsible for generating close to 6 percent of global greenhouse gas emissions: for perspective, that’s three times the amount generated by the aviation industry. The issue has been exacerbated by the pandemic: Farmers have been forced to bury vegetables and pour milk down drains, while livestock operations have been forced to euthanize animals with slaughtering capacity idled during the quarantine. Apeel, which got its start in 2012 with a grant by the Bill & Melinda Gates Foundation, has attracted funding from many high-profile funds, such as Andreessen Horowitz, as well as several firms that have championed a focus on climate tech including S2G Ventures, DBL Partners and Powerplant Ventures. The startup’s product is literally a peel — made from fruit and vegetable matter — that can be used to coat everything from limes to avocados to mandarin oranges to apples. It’s applied in packaging facilities or warehouses using a water-based formula. That layer extends the shelf life of the produce so that it is less likely to spoil during its journey to the retailer and so that it lasts longer on display. The company says each item can last two to three times longer, because Apeel’s coating slows water loss and oxidation. What’s more, the coating is edible and because it’s made from plant matter, it can be used on organic products. One reason Apeel’s approach is so, well, appealing is that it’s intended to give nature a boost: fruits and vegetables already seal themselves with a substance called cutin; Apeel’s product helps make that seal last longer .   I think it gives confidence to put more product on the shelf. What we have seen is like a 50 percent [reduction] of waste, and then also a double-digit growth of sales. “I think it gives confidence to put more product on the shelf. What we have seen is like a 50 percent [reduction] of waste, and then also a double-digit growth of sales,” Adrielle Dankier, chief commercial officer for Nature’s Pride, a Dutch importer of fruits and vegetables that is applying Apeel to avocados, said in a customer video. Since 2018, the company has saved more than 3 million avocados by using the product, according to the testimonial. Other organizations featured in the customer video (below) are Cata Fresh, a Spanish exporter of everything from melons to onions, and Sage Fruit, which specializes in pears, cherries and apples. The company is working with suppliers, retails and growers — “ranging from smallholder farmers and local organic growers to the world’s largest food brands and retailers.”  Some of its partners include Kroger (the largest U.S. food retailer), Edeka (Germany’s biggest supermarket company) and Sailing Group (the largest retail group in Denmark). Apeel’s coating is being used in dozens of produce categories. This year, it could save up to 20 million pieces of fruit from going to waste in stores — it also can help extend the shelf life at home. The new funding will enable Apeel to continue is international expansion, especially in places such as sub-Saharan Africa, Central America and South America — places where there are higher rates of both food waste and food insecurity. The company operates primarily in the United States and Europe today. In a statement emailed to GreenBiz, a company spokesperson said interest in Apeel has grown since the pandemic. “Our capital raise comes at a critical time — making it possible to accelerate our efforts to improve resilience across the supply chain while it works to rebuild, and provide a better path forward now and into the future,” the Apeel spokesperson said in emailed answers to several questions submitted about the funding. “Food service organizations are also an integral part of the fresh food supply chain and another channel that has been greatly impacted as a result of the pandemic. Our efforts to improve efficiencies through the supply chain will absolutely include this sector, as well as work to help food service distributors and operators reduce waste.” Pull Quote I think it gives confidence to put more product on the shelf. What we have seen is like a 50 percent [reduction] of waste, and then also a double-digit growth of sales. Topics Food & Agriculture Climate Tech Food Waste Featured in featured block (1 article with image touted on the front page or elsewhere) Off Duration 0 Sponsored Article Off Apeel coats fruits and vegetables with an edible layer that can is designed to extend shelf life by two to three times. Courtesy of Apeel Sciences Close Authorship

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Food waste startup backed by Oprah Winfrey snags $250 million

Fisker debuts an electric luxury SUV for $37,500 at CES

January 10, 2020 by  
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At the 2020 Consumer Electronics Show, acclaimed American-Danish automotive designer Henrik Fisker, CEO of the eponymous startup Fisker Inc. , has unveiled the hotly anticipated Fisker Ocean. This all-electric luxury SUV comes with a range close to 300 miles and a competitive starting price of $37,500. Described by Fisker as “the world’s most sustainable vehicle,” the Ocean will be powered by an approximately 80 kWh lithium-ion battery pack and come equipped with a full-length solar roof capable of providing “1,000 free, clean miles per year”; recycled carpeting made from abandoned fishing net waste; vegan interiors and “eco-suede” materials. The unveiling of the Fisker Ocean comes shortly after the automotive company announced its partnership with Electrify America, the largest open DC fast charging network for electric vehicles in the United States that promises more than 200 miles of range in just 30 minutes of charging. The brand of batteries for the Fisker Ocean has not yet been disclosed. Related: Meet ‘Blade’, the world’s first 3D-printed hypercar “We have secured a global supply chain and manufacturing capacity that will result in projected production of more than 1 million vehicles between 2022 and 2027,” said Fisker, whose track record for designing luxury cars includes the BMW Z8, Aston Martin DB9 and Mustang Rocket. “We look forward to sharing even more details at the Geneva Motor Show 2020 — including our fully-engineered platform and more technical specifications.” The starting MSRP of the new Fisker Ocean will be $37,499 — the price drops to $29,999 if the federal tax credit is applied — with an offer of a flexible lease starting at $379 per month with all maintenance and service included. Reservations can be placed online for $250. Vehicles and option packages will be made available to customers for viewing at select Fisker experience centers this year. Production of the Fisker Ocean is slated to begin next year with full series production to begin in 2022. + Fisker Images via Fisker

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Fisker debuts an electric luxury SUV for $37,500 at CES

3XN unveils new, sustainable building for UNSW Sydney

January 10, 2020 by  
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Following a rigorous international competition, Danish architectural firm 3XN has won the bid to design the University of New South Wales’ (UNSW) new Multipurpose Building — a project that the architects say will have a “focus on resilience and environmental sustainability.” Proposed for the northeast gate (Gate 9) of the UNSW main Kensington campus in Sydney, the Multipurpose Building will serve as a vibrant campus gateway close to a soon-to-open light rail station. The building will emphasize healthy indoor environments with carefully chosen materials, passive cooling, and ample daylighting. The UNSW Multipurpose Building marks the first Australian educational facility project for 3XN, which is continually expanding its portfolio abroad. Conceived as the heart of the UNSW campus, the building design combines a tower element with horizontal massing to create an L-shaped volume that’s made all the more distinctive by a staggered facade. “Our concept for this building is really special in that it offers a new  learning environment  for interdisciplinary collaboration and inspiration,” Stig Vesterager Gothelf, Architect MAA and Partner in Charge at 3XN in Copenhagen, said in a project statement. “Students will be able to observe and learn from each other in new ways, thanks to the open design concept used throughout.” Related: BIG’s LEED Gold-seeking school in Arlington features a cascade of green terraces Given the building’s proximity to a planned light rail station, the project will include a large plaza and green space to accommodate increased  pedestrian traffic . Inside, the building will include six distinct teaching and learning environments, common student facilities, event and exhibition space, workplaces, supporting and ancillary facilities and additional amenities. Using passive solar strategies, the design will also aim to minimize the building’s energy use, water use and maintenance costs. + 3XN Images via 3XN

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3XN unveils new, sustainable building for UNSW Sydney

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