The Great Barrier Reef has lost 50% of its corals to climate change

October 15, 2020 by  
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A recent study has revealed that corals of the Great Barrier Reef have more than halved since 1995. The study, which was done by researchers from the ARC Centre of Excellence for Coral Reef Studies, warns that the Great Barrier Reef is in danger. The scientists behind the study have attributed the loss to greenhouse gas emissions. Researchers now say that if actions are not taken to reverse greenhouse gas emissions, the Great Barrier Reef may soon be unrecognizable. The research was based on an analysis of the number of corals of all sizes between 1995 and 2017. Terry Hughes, one of the authors of the study and a professor at James Cook University, said that massive coral bleaching events were recorded in 2016 and 2017. These events are associated with record-breaking water temperatures experienced during these years. Related: Help NASA save endangered coral with a new gaming app The research, published in the journal Proceedings of the Royal Society B , accounts for all major coral bleaching events between 1995 and 2017. However, since 2017, there have been other major bleaching events, including one that took place this year. The bleaching that happened this year affected the southern part of the reef severely, causing further coral reef loss. “I began surveying the reefs in 1995, and what subsequently unfolded certainly wasn’t planned for. There have been five major bleaching events since then, including three in just the past five years,” Hughes said. Although the reef is losing corals of all sizes, Hughes says that he is more concerned with the depletion of the large ones. Without large corals, it is not possible for the reef to repair itself. According to the researchers, specific strains of corals seem to be more affected than others. The staghorn corals and the table corals are the most impacted by the recent events. “Those two types of corals are the most three-dimensional — they form habitats,” Hughes explained. “The reef is flatter and less three-dimensional now.” The Great Barrier Reef Marine Park Authority downgraded the outlook of the reef to “very poor” in its 5-year health report released last year. The health report identified climate change as the biggest challenge to the existence of the reef. For the Great Barrier Reef to survive the coming years, actions have to be taken to reverse the effects of climate change now. + Proceedings of the Royal Society B Via The Guardian Photography by Andreas Dietzel

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The Great Barrier Reef has lost 50% of its corals to climate change

Apple aims to save the environment, one wall charger at a time

October 15, 2020 by  
Filed under Business, Eco, Green, Recycle

If your new, boxed iPhone 12 feels a little light, that might be because it doesn’t contain a wall charger or earbuds. Apple announced that its new lineup of iPhone 12s — plus all previous models still for sale — will only include the USB-C to Lightning cable and skip the other accessories. This move will also decrease packaging, “further reducing carbon emissions and avoiding the mining and use of precious materials, which enables smaller and lighter packaging, and allows for 70 percent more boxes to be shipped on a pallet,” Apple said in an announcement. The company estimates these changes will cut more than 2 million metric tons of carbon emissions annually — roughly the same effect as taking 450,000 cars off the road for a year. Related: Gorgeous new Apple store is powered entirely by renewable energy in Paris Consumers are meeting the news with mixed reactions. Some skeptics dismiss it as a purely economic move on Apple’s part, allowing the company to increase profits. Others are happy with the environmental savings, saying they have piles of wall chargers and earbuds from previous iPhones. According to Apple, there are already 2 billion Apple power adapters and 700 million Lightning headphones out there in the world. What if you’re new to the Apple ecosystem and don’t have headphones or a wall charger? The good news is both of these accessories are available to purchase a la carte, and Apple has lowered the price by 10 bucks to $19 each. Apple already claims carbon-neutrality for global corporate operations and plans a net-zero climate impact across its whole business by 2030. The iPhone 12 Pro models are the first to incorporate 100% recycled rare earth elements in all magnets. For those that decide to purchase the new iPhone, perhaps the price tag might be a little less painful when you think about how much e-waste you’re avoiding. + Apple Via The Verge Image via Andreas Haslinger

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Apple aims to save the environment, one wall charger at a time

Study shows denim microfibers are polluting our waters

September 9, 2020 by  
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A new study shows that jeans are releasing up to 56,000 denim microfibers per wash into lakes and oceans. The study, which was published in the journal Environmental Science and Technology Letters found that denim microfibers have infiltrated waters all the way from the Great Lakes to the Arctic Ocean. The study was conducted to show the extent of human-caused pollution . “It’s not an indictment of jeans — I want to be really clear that we’re not coming down on jeans,” said Miriam Diamond, environmental scientist at the University of Toronto and one of the authors of the study. Related: Wear jeans on your eyes with these funky sunglasses made of upcycled denim Scientists and environmentalists have known for some time that microplastics from synthetic clothing find their way into the oceans. One study estimates that about two trucks’ worth of microplastics drain into waters around Europe via wastewater from washing machines every day. Scientists have found microfibers in the stomachs of marine creatures, although the impact of these tiny plastic particles is still unknown. Much of the world is wearing denim at any given moment. To determine the effect of this popular garment, scientists carried out research on lake and ocean waters. The research looked at samples of water collected from the Canadian Arctic Archipelago, suburban lakes around Toronto and the Great Lakes. According to the American Chemical Society, the samples tested revealed that the lakes near Toronto had the lowest percentage of denim microfibers at 12%. The Arctic waters had 20% denim microfiber pollution, while the Great Lakes had 23%. The researchers also found that new jeans release more microfibers — up to 56,000 denim microfibers — per wash than used jeans. “They’re called ‘natural’ textile fibers,” Sam Athey, coauthor of the study, explained. “I’m doing air quotes around ‘natural’ because they contain these chemical additives. They also pick up chemicals from the environment, when you’re wearing your clothes, when they’re in the closet.” The impact of denim microfibers on the environment requires more research, but the study authors recommend buying used jeans, installing a filter on your washer and washing denim less frequently to cut back on the amount of microfibers released into waterways. + Environmental Science and Technology Letters Via EcoWatch Image via Stux

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Study shows denim microfibers are polluting our waters

10 fun and fascinating facts about sharks

August 10, 2020 by  
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Sharks are the apex predators of the oceans, but they’re more than movie monsters and beach horror stories. There’s a lot that most people don’t know about sharks and plenty more that scientists are still learning about them. More than 500 species of sharks swim the ocean depths, making up a diverse and endlessly fascinating group of animals who have been hunting the waters for millions of years longer than humans have been walking around on Earth. We’re still learning Sharks are ancient creatures who inhabited the Earth at the same time as the dinosaurs . But that doesn’t mean we know everything there is to know about them. In fact, we’re still making discoveries. The megamouth shark was only discovered in 1976, and fewer than 100 of these rare sharks have ever been seen. It grows to an average of 16 feet , we think, and siphons plankton out of the water to feed. Even more recently was the discovery of the pocket shark, a 5-inch shark found in the Gulf of Mexico. It glows under the water to attract prey. Related: How your beauty routine might be killing sharks Their teeth are healthier than yours Shark teeth are totally resistant to cavities . The teeth of sharks are covered in fluoride, an enamel known as fluorapatite. This material is resistant to acid created by bacteria. Sharks also go through several sets of teeth in their lifetimes, shedding and growing new teeth periodically. An average shark mouth will see about 30,000 teeth in one lifetime. Shark teeth are much healthier than human teeth, which need constant care and maintenance. They can clone themselves Through a process that has been observed in many animals , sharks can clone themselves through parthenogenesis , a type of external fertilization. This has been seen in female sharks being kept in captivity. Sharks aren’t that dangerous Humans are a far greater danger to sharks than they are to us. Though it makes for a pretty good movie, there are fewer than 200 shark-human interactions globally every single year. Meanwhile, humans kill about 100 million sharks annually, mostly through hunting. Sharks have a variety of feeding habits. Many species of sharks are filter feeders that eat small marine life , such as clams, and many are bottom feeders who use suction to gather food. Only some species of sharks are hunters that attack seals, dolphins and other large sea creatures. They’re resilient Not only did sharks survive the extinction event that brought an end to the dinosaurs, but they’ve also survived five total mass extinction events on planet Earth. Sharks first appeared in the planet’s oceans over 400 million years ago. That makes them even older than trees. Sharks were swimming in the oceans before dinosaurs roamed the planet. They survived a mass extinction event that killed 75% of all living species on Earth , including many ocean-dwelling species. Then, they survived an event that killed 96% of all marine life on the planet. This is why sharks are often referred to as “living fossils.” The great white isn’t the biggest shark Movies have made the great white shark famous as a predator, but it’s not the biggest shark in the ocean. That honor goes to the whale shark, which grows up to 60 feet in length . Though it has the size, the whale shark doesn’t have the terrifying look that makes the great white shark so distinct. This giant of the water feeds on small fish , plankton and invertebrates. That means whale sharks don’t have those razor-sharp teeth and huge jaws that make the great white shark such a perfectly terrifying villain. By comparison, the great white shark grows up to 20 feet at most. They have a sixth sense Sharks have the same five senses as human beings — plus one more. Sharks have an organ in their snouts, ampullae of Lorenzini, that allows them to sense electrical fields in the water emitted by other fish and marine life. Lion vs. shark? In the battle of lion against shark, if such a battle was possible, sharks would win pretty easily. A lion bite is weaker than you might imagine, about 650 PSI (pound-force per square inch). A shark bite is much more powerful. In a single snap, a great white shark can produce up to 4,000 PSI. They don’t vocalize Despite what you may have seen in “Finding Nemo,” sharks definitely can’t talk, even to other fish. Sharks have no vocal cords; therefore, they make no vocal sounds whatsoever. Instead, they communicate through body language. A mega shark was once real “Jaws” isn’t just a movie, it’s reality. Well, kind of. There once was an enormous shark that swam the ocean depths. The megalodon inhabited the Earth’s oceans 20 million years ago , becoming extinct about 3.6 million years ago. This monster was the largest shark to ever swim the oceans and the largest fish the planet has ever known, up to three times the size of the longest great white shark. Sharks are truly fascinating creatures, and they have much more to fear from us than we do of them. They’ve managed to survive on a planet that’s known for being rocked by massive extinction events, living long enough to see the rise and the fall of the dinosaurs and the evolution of plant life on the planet. Now, they swim the same waters as human beings. The more you research about these hunters of the deep, the more you’ll find that learning about sharks is pretty fun. Via NOAA and WWF Images via NOAA ( 1 , 2 , 3 , 4 )

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Estée Lauder’s sustainability leader on racial justice, ‘sector-agnostic’ solutions

July 27, 2020 by  
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Estée Lauder’s sustainability leader on racial justice, ‘sector-agnostic’ solutions Heather Clancy Mon, 07/27/2020 – 01:30 In the six years since Nancy Mahon assumed responsibility for CSR and sustainability strategy at Estée Lauder Companies — she’s currently senior vice president of corporate citizenship and sustainability — her team has launched a series of new initiatives that are a “first” among her organization’s sector. The list includes the company’s first virtual power purchase agreement for 22 megawatts, a move made in pursuit of its 2020 net-zero carbon emission goal. More recently, it energized on-site two solar arrays — one at its Melville, New York, campus that will produce 1,800 megawatt-hours of power annually, and a smaller one at the Aveda brand’s campus in Minnesota. The New York installation will provide 100 percent of the electricity required by the office operations, while the Minnesota one will contribute up to 50 percent — the remainder of its power will come from utility-sourced wind power.  Moreover, Estée Lauder Companies also has declared its intention to make 75 percent to 100 percent of its packaging recyclable, refillable, reusable or recoverable by 2025 — the strategy will depend on the needs of individual brands. As with many companies heavily dependent on nature for product ingredients, Estée Lauder Companies is developing biodiversity action plans and becoming far more attuned to it role in deforestation, afforestation and reforestions. And befitting its heavily female clientele, the company also funds initiatives focused on raising up girls and women, such as HERProject, a BSR initiative aimed at supporting low-income women in global supply chains. I recently checked in with Mahon, one of this year’s 25 Badass Women in Sustainability , to get an update on how her priorities have shifted in light of the COVID-19 pandemic and the corporate awakening about systemic racism. In mid-June, the company issued a series of sweeping new racial equity policies , i including reaching “U.S. population parity” for Black employees at all levels of the company within five years, doubling the amount spent on sourcing ingredients, packaging materials and supplies from Black-owned businesses over the next three years, and committing $10 million over the next three years to support racial and social justice initiatives. “Moving forward, I think where we are energized as a division — it’s become super clear — on how core the work we do is to the business, not only the environmental side, but also the social side,” Mahon told me. Following are excerpts from our conversations, edited for clarity and length. Heather Clancy: How has the COVID-19 pandemic changed the focus of the Estée Lauder sustainability team, if at all?  Nancy Mahon: I think the clear disparate impacts of COVID-19 across countries and communities has really highlighted, and I think really illustrated, the intersection … of gender justice and social injustice, essentially, and racial injustice. I think while before that intersectionality might have been a little obtuse for folks, I think it’s much clearer now that if you come from a community where there’s high rates of pollution, there’s a huge intersection between high rates of pollution, access to healthcare and health outcomes and COVID-19 outcomes. So I think the speed, the velocity and the ferocity of COVID-19 really highlighted that in a way that I think both unearthed that underlying reality and threw a spotlight on it. And also for consumers, [it] really allowed an opportunity to focus on what was most important in their lives around healthcare, around their families, and put an emphasis — really, I would say it hasn’t changed it, but it has really accelerated consumer interest, particularly — on supply chains, which is super interesting …  I think similar to HIV, there is a question of what will we make of this moment and how will we as stewards of funds or stewards of companies or stewards of our families make a difference. Internally, what it’s allowed us to do in a very agile, very energizing way is move very quickly across different functions to stand up programs that we were planning on setting up. For instance, we created an employee relief fund, and we had targeted that we were going to do it basically this fall. When [COVID-19} happened,”‘We thought, you know what? We have to do this right away.” We had incredible partnership from [human resources] and [information technology] and legal, and we started up right away, then globalized it.  We also created a race and social justice fund in a matter of a couple of weeks. In that way, we’ve had opportunities, which hopefully we’ve seized upon. Moving forward, I think where we are energized as a division — it’s become super clear — on how core the work we do is to the business, not only the environmental side, but also the social side. Clancy: In a previous role, you were very closely involved with addressing the AIDS crisis, which is a humanitarian but also an economic crisis as well. How are you layering that perspective into the strategy as you’re mobilizing around COVID-19?  Mahon: If there is a positive to all of this, it’s that in terms of HIV, it took us well over two decades to have a deep discussion around structural racism or classism or the ways in which structures like a criminal justice system or a healthcare system basically disadvantage certain communities. It was always very hard to get at that discussion. It was much easier to fund street outreach or various research pieces or services than it was to really say, “We have to look at the way we act — either as consumers or as companies — and we might need to give something up, in addition to actually giving.” I think what is exciting about this moment — and I think this is the largest civil rights movement clearly in the United States — there are similarities certainly to what I think the LGBTQ movement experienced around HIV. That was much more, I would say, expanded over time, but I think the discussions are similar. What I think also then is a big emphasis understandably in that movement around action, whether it be FDA approval of drugs or the acceleration of accessibility of healthcare or integration of HIV into other healthcare systems. And we’re seeing that very quickly now, the fact that out of the gate we’re funding a group like Equal Justice Initiative around structural racism and the criminal justice system is exciting.  There has been one difference: The acceleration of funding in the field. I was on a call [recently] and Dan Walker from Ford, who’s so eloquent, basically said that there is roughly a half a billion dollars now in the field of racial and social justice, whereas last year there was only 10 percent of that.  Clancy: Wow.  Mahon: So I think similar to HIV, there is a question of what will we make of this moment and how will we as stewards of funds or stewards of companies or stewards of our families make a difference. How will we change our behavior? I think that’s the exciting moment that we have. The complexity, of course, is that it’s up against enormous economic loss, a lot of fear — which we always had in HIV, but we didn’t have the economic backdrop that we currently have overall to COVID-19. But there’s a lot of great people who are rowing in the same direction now. The question is how do we integrate ourselves? How do we sit in on committees that are focusing on office reopenings or how we’re doing with COVID? How do we integrate social impact and environmental impact into the way we do business every day, and how we as a luxury company kind of show up in our communities? One of our strongest brands, Aveda, is in Blaine, Minneapolis, and we’ve had town halls and will continue to have town halls with our employees there, and how are they engaging, how are they thinking about how they can help? We spent a lot of time thinking about, well, what are virtual volunteering opportunities? What are the ways that we can basically help our employees channel their passion? We decided that we were going to allow, in our year one [of our response], our employees to give away most of the money. We created a five times matching campaign, and the groups we selected were Black Lives Matter, Global Foundation Network, Equal Justice Initiative, Race Forward and NAACP Legal Defense Fund. And we basically said to our employees: Every dollar that you give, we will match it five times. We saw literally over 4,000 employees engage. We had a higher engagement rate than we’ve ever seen. People were posting on their social channels. We’ll be giving away almost $2.3 million through that vehicle. Clancy: Putting the long-term lens on, have there been any adjustments to your long-term corporate sustainability plans in this period? Have your priorities changed?  Mahon: I don’t think they changed. We have been fortunate in that our overall performance over the last I’d say two years in particular has really accelerated. We’re getting recognized by CDP or MSCI or ISS for that, which we find very gratifying. It feels like directionally we’re headed in the right way. And we certainly see in our brands, our consumers and our employees are basically saying, “We want more of this.” While it hasn’t changed the direction, it’s definitely accelerated. For instance, our climate work. We hit net zero early. We’re looking to hit our science-based target early…  We are leaning in on our social impact work, which we’re historically very well-known for. We have integration with social justice. That was an area in our social impact work which we hadn’t done in the past. Many of us had done somewhat similar work. We leaned in and spoke with allies and the Ford Foundation and some of the great foundations that are doing this work. We are looking forward to being part of a broader community and trying to leverage our corporate microphone and our company values to play an even bigger role. So I’d say [we’re moving] faster, perhaps more dimensionalized, and definitely [have a] better understanding not only how do we fund racial and social justice, but how do we as a business take concrete action around hiring and what our creative marketing looks like. So that’s very exciting, because what you don’t want as somebody in my job is to kind of be the nice people that aren’t really integrated into the business.  Clancy: Much of the work on renewable energy has really focused on electricity. Obviously, one of the toughest areas and processes to decarbonize is manufacturing. What solutions are you exploring for your production facilities? Mahon: Waste and water and energy are all linked together. Within each facility, we have an incredible team that’s been focusing on this for quite some time, which is looking at how efficient is our water use? Is there a way to reduce water use? Have we maxed out solar? And are there internal solutions before we move to offsets that we can buy to reduce our energy use? And the answer there is yes. It does vary somewhat by country, and by the state of the green energy and green finance in those countries. Also, as you know, government plays an important role, and of course, being in the U.S., we’ve seen a real rollback in terms of incentivizing green practices … What you don’t want as somebody in my job is to kind of be the nice people that aren’t really integrated into the business. I think the best thing that we can do is help the market grow so there are more alternatives for companies like ours. I think we don’t have to do any convincing at this point. It’s really about the level of sophistication of what we can invest in, and I think also kind of a deeper discussion about offsets, the quality of offsets, and where do offsets get us.  Clancy: Can you share your vision for sustainable packaging? How do things like reuse or refillable containers fit into that?  Mahon : What we’re trying to do, really, is to give the brand presence the most flexibility they can to get to sustainable packaging, and while at the same time reducing plastics and reducing carbon footprint. And that’s kind of a juggling act, frankly, because in many instances it involves added cost. We have a five-year glide path for every single brand. The ability to shift from plastic to glass is easier in skincare. Makeup innovation and sustainable packaging is a new frontier, and we’re really active in that. As you likely know, the size of makeup packaging, particularly samples, is too small — it falls through the filters in the MRFs — so it’s one of the areas that we’re really focusing on now, and really inviting innovation.  Clancy: You’re very excited about forestry and forest options as a means of carbon removal. Are there any particular things you’re looking at that you can mention? Can you elaborate?  Mahon: There’s been some companies that have basically supported, through grant funds, the creation and preservation of forests. And so we are looking at that. More directly, though, we would love to have direct investment in forestry as part of our climate portfolio, and an ability to create green energy. It gets somewhat complex, but obviously, we’re a beauty company, and we don’t want to be in the business of running forests … Those are the discussions that we’re having now, and we’ve been looking at various things over the last couple of years. We don’t have anything specific. We’re basically in due diligence phase on a couple of things. But because this moves so quickly, it doesn’t really make any sense to name names. But we would love, as a result of the article, to certainly invite both other companies who are looking at this [to talk about this and also have] a larger discussion about private/public partnerships around encouraging investment in forest preservation. We recently published a no deforestation policy, as many companies have, so there’s a nice intersectionality there between no deforestation and improving our climate component.  Clancy: I have two more questions. One is just a thread I hear often. What role will collaboration play in Estée Lauder’s strategy? What sorts of partnerships are you prioritizing?  Mahon: One of the exciting aspects of our company and our board … is we have folks who’ve worked in all different sectors. We have a lot of folks who’ve worked in government, like myself. We’ve worked in nonprofits. We’ve worked in for profits. So really, in order to move the ball down the field in a meaningful way, whether in social impact form or another form of impact, we have to basically look at this in a sector-agnostic way in which we really have company discussions about what we’re doing in climate.  What does government bring to the table? OK, there’s tax incentives. They can give various breaks in various laws, regulatory, both the carrot and the stick. What does business bring? Well, business brings enormous amounts of business discipline of understanding markets, understanding consumer needs, understanding how to scale a solution, understanding how to, candidly, abandon a solution if it’s not selling. And then NGOs clearly bring a lot to the table in terms of advocacy.  I think that as we’ve moved so rapidly in the for-profit sector being in favor of green energy and of strong climate solutions, the role I believe of NGOs will be more to be a bridge between government and I would say also private foundations [to come up with solutions]. For instance, in our VPPA, we will have excess green energy. Do we want to be in a position as a beauty company of selling energy, green energy? Or would we rather donate it? We’re having some conversations with the Rockefeller Foundation about, “Well, could we figure out a way where we could just donate it?” That’s where I think we really do need these cross-sector solutions.  Clancy: My last question is what do you feel is your most important priority as a chief sustainability officer in this moment? Mahon: At the end of the day, the great pleasure and complexity and entrepreneurism of CSO jobs is that we don’t own the P&Ls generally of the issues we need to influence. So, I would say the biggest priority really is continuing to listen to our key stakeholders with empathy, and be as responsive as we can, to try to run alongside the train of the business … A lot of what we do is obviously bring a substantive area of expertise, but also integrate as best as we can empathically to the business, and to drive value. At the end of the day, if we drive value for communities and our shareholders and our consumers, then we drive value for the business, and that is I think the great challenge … How do you sit at the table as a business person and understand and have empathy for the great demands being placed for instance on our retail team, and at the same time build climate solutions that help those retail teams, and don’t seem sort of pie in the sky and divorced from the rest of the business? Ultimately, how do we leverage the passions and the interests of our employees and our consumers and now our investors, which is great. Because I think that kind of creates an unlimited path.  Pull Quote I think similar to HIV, there is a question of what will we make of this moment and how will we as stewards of funds or stewards of companies or stewards of our families make a difference. What you don’t want as somebody in my job is to kind of be the nice people that aren’t really integrated into the business. Topics Corporate Strategy Social Justice Corporate Social Responsibility Racial Justice Forestry Deforestation Collective Insight The GreenBiz Interview 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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Estée Lauder’s sustainability leader on racial justice, ‘sector-agnostic’ solutions

The Estée Lauder Companies’ sustainability leader on racial justice, ‘sector-agnostic’ solutions

July 27, 2020 by  
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The Estée Lauder Companies’ sustainability leader on racial justice, ‘sector-agnostic’ solutions Heather Clancy Mon, 07/27/2020 – 01:30 In the four years since Nancy Mahon assumed responsibility for CSR and sustainability strategy at The Estée Lauder Companies — she’s currently senior vice president of corporate citizenship and sustainability — her team has launched a series of new initiatives that are a “first” among her organization’s sector. The list includes the company’s first virtual power purchase agreement for 22 megawatts, a move made in pursuit of its 2020 net-zero carbon emission goal. More recently, it energized on-site two solar arrays — one at its Melville, New York, campus that will produce 1,800 megawatt-hours of power annually, and a smaller one at the Aveda brand’s campus in Minnesota. The New York installation will provide 100 percent of the electricity required for its Joseph H. Lauder office facility, while the Minnesota one will contribute up to 50 percent — the remainder of its power will come from utility-sourced wind power.  Moreover, Estée Lauder Companies also has declared its intention to make 75 percent to 100 percent of its packaging recyclable, refillable, reusable, recycled or recoverable by 2025 — the strategy will depend on the needs of individual brands. As with many companies heavily dependent on nature for product ingredients, Estée Lauder Companies is developing biodiversity action plans and becoming far more attuned to its role in deforestation, afforestation and reforestation. And befitting its heavily female clientele, the company also funds initiatives focused on raising up girls and women, such as HERProject, a BSR initiative aimed at supporting low-income women in global supply chains. I recently checked in with Mahon, one of this year’s 25 Badass Women in Sustainability , to get an update on how her priorities have shifted in light of the COVID-19 pandemic and the corporate awakening about systemic racism. In mid-June, the company issued a series of sweeping new racial equity policies , including reaching “U.S. population parity” for Black employees at all levels of the company within five years, doubling the amount spent on sourcing ingredients, packaging materials and supplies from Black-owned businesses over the next three years, and committing $10 million over the next three years to support racial and social justice initiatives. “Moving forward, I think where we are energized as a division — it’s become super clear — [is] on how core the work we do is to the business, not only the environmental side, but also the social side,” Mahon told me. Following are excerpts from our conversations, edited for clarity and length. Heather Clancy: How has the COVID-19 pandemic changed the focus of the Estée Lauder sustainability team, if at all?  Nancy Mahon:  The clear disparate impacts of COVID-19 across countries and communities has really highlighted, and I think really illustrated, the intersection … of gender justice and social injustice, essentially, and racial injustice. While before that intersectionality might have been a little obtuse for folks, it’s much clearer now that if you come from a community where there’s high rates of pollution, there’s a huge intersection between high rates of pollution, access to healthcare and health outcomes and COVID-19 outcomes. The speed, the velocity and the ferocity of COVID-19 really highlighted that in a way that both unearthed that underlying reality and threw a spotlight on it. And also for consumers, [it] really allowed an opportunity to focus on what was most important in their lives around healthcare, around their families, and put an emphasis — really, I would say it hasn’t changed it, but it has really accelerated consumer interest, particularly — on supply chains, which is super interesting …  Similar to HIV, there is a question of what [we will] make of this moment and how will we as stewards of funds or stewards of companies or stewards of our families make a difference. Internally, what it’s allowed us to do in a very agile, very energizing way is move very quickly across different functions to stand up programs that we were planning on setting up. For instance, we created an employee relief fund, and we had targeted that we were going to do it basically this fall. When [COVID-19} happened, we thought, “You know what? We have to do this right away.” We had incredible partnership from [human resources] and [information technology] and legal, and we started up right away, then globalized it.  We also created [an accelerated racial and social justice grants campaign] in a matter of a couple of weeks. In that way, we’ve had opportunities, which hopefully we’ve seized upon. Moving forward, I think where we are energized as a division — it’s become super clear — on how core the work we do is to the business, not only the environmental side, but also the social side. Clancy: In a previous role, you were very closely involved with addressing the AIDS crisis, which is a humanitarian but also an economic crisis as well. How are you layering that perspective into the strategy as you’re mobilizing around COVID-19?  Mahon: If there is a positive to all of this, it’s that in terms of HIV, it took us well over two decades to have a deep discussion around structural racism or classism or the ways in which structures like a criminal justice system or a healthcare system basically disadvantage certain communities. It was always very hard to get at that discussion. It was much easier to fund street outreach or various research pieces or services than it was to really say, “We have to look at the way we act — either as consumers or as companies — and we might need to give something up, in addition to actually giving.” …  What also then is a big emphasis, understandably, is the movement around action, whether it be FDA approval of drugs or the acceleration of accessibility of healthcare or integration of HIV into other healthcare systems. And we’re seeing that very quickly now, the fact that out of the gate we’re funding a group like Equal Justice Initiative around structural racism and the criminal justice system is exciting.  There has been one difference: The acceleration of funding in the field. I was on a call [recently] and Darren Walker from Ford Foundation, who’s so eloquent, basically said that there is roughly a half a billion dollars now in the field of racial and social justice, whereas last year there was only 10 percent of that.  Clancy: Wow.  Mahon:  Similar to HIV, there is a question of what [we will] make of this moment and how will we as stewards of funds or stewards of companies or stewards of our families make a difference. How will we change our behavior? The exciting moment that we have. The complexity, of course, is that it’s up against enormous economic loss, a lot of fear — which we always had in HIV, but we didn’t have the economic backdrop that we currently have overall to COVID-19. But there’s a lot of great people who are rowing in the same direction now. The question is how do we integrate ourselves? How do we sit in on committees that are focusing on office reopenings or how we’re doing with COVID? How do we integrate social impact and environmental impact into the way we do business every day, and how we as a luxury company show up in our communities? One of our strongest brands, Aveda, is in Blaine, Minnesota, and we’ve had town halls and will continue to have town halls with our employees there, and how are they engaging … [and] thinking about how they can help? We spent a lot of time thinking about, well, what are virtual volunteering opportunities? What are the ways that we can basically help our employees channel their passion? We decided that we were going to allow, in our year one [of our response], our employees to give away most of the money. We created [an internal] five-times matching campaign, and the groups we selected were Black Lives Matter Global Foundation Network, Equal Justice Initiative, Race Forward, NAACP Legal Defense Fund [and Educational Fund]. And we basically said to our employees: Every dollar that you give, [the company] will match it five times. We saw literally over 4,000 employee [donations]. We had a higher engagement rate than we’ve ever seen. People were posting on their social channels. We’ll be giving away [more than] $2.3 million through [company matches]. Clancy: Putting the long-term lens on, have there been any adjustments to your long-term corporate sustainability plans in this period? Have your priorities changed?  Mahon: I don’t think they changed. We have been fortunate in that our overall performance over the last I’d say two years in particular has really accelerated. We’re getting recognized by CDP or MSCI or ISS for that, which we find very gratifying. It feels like directionally we’re headed in the right way. And we certainly see in our brands, our consumers and our employees are basically saying, “We want more of this.” While it hasn’t changed the direction, it’s definitely accelerated. For instance, our climate work. We hit [RE100] early [in the United States and Canada]. We’re looking to hit our science-based target early…  We are leaning in on our social impact work, which we’re historically very well-known for. We have integration with social justice. That was an area in our social impact work which we hadn’t done in the past. Many of us had done somewhat similar work. We leaned in and spoke with allies and the Ford Foundation and some of the great foundations that are doing this work. We are looking forward to being part of a broader community and trying to leverage our corporate microphone and our company values to play an even bigger role. So I’d say [we’re moving] faster, perhaps more dimensionalized, and definitely [have a] better understanding not only how do we fund racial and social justice, but how do we as a business take concrete action around hiring and what our creative marketing looks like. So that’s very exciting, because what you don’t want as somebody in my job is to kind of be the nice people that aren’t really integrated into the business.  Clancy: Much of the work on renewable energy has really focused on electricity. Obviously, one of the toughest areas and processes to decarbonize is manufacturing. What solutions are you exploring for your production facilities? Mahon: Waste and water and energy are all linked together. Within each facility, we have an incredible team that’s been focusing on this for quite some time, which is looking at how efficient is our water use? Is there a way to reduce water use? Have we maxed out solar? And are there internal solutions before we move to offsets that we can buy to reduce our energy use? And the answer there is yes. It does vary somewhat by country, and by the state of the green energy and green finance in those countries. Also, as you know, the government plays an important role, and of course, being in the U.S., we’ve seen a real rollback in terms of incentivizing green practices … What you don’t want as somebody in my job is to kind of be the nice people that aren’t really integrated into the business. The best thing that we can do is help the market grow so there are more alternatives for companies like ours. We don’t have to do any convincing at this point. It’s really about the level of sophistication of what we can invest in, and also kind of a deeper discussion about offsets, the quality of offsets, and where do offsets get us.  Clancy: Can you share your vision for sustainable packaging? How do things like reuse or refillable containers fit into that?  Mahon : What we’re trying to do, really, is to give the brand [presidents] the most flexibility they can to get to sustainable packaging, and while at the same time reducing plastics and reducing carbon footprint. And that’s kind of a juggling act, frankly, because in many instances it involves added cost. We have a five-year glide path for every single brand. The ability to shift from plastic to glass is easier in skincare. Makeup innovation and sustainable packaging is a new frontier, and we’re really active in that. As you likely know, the size of makeup packaging, particularly samples, is too small — it falls through the filters in the MRFs — so it’s one of the areas that we’re really focusing on now, and really inviting innovation.  Clancy: You’re very excited about forestry and forest options as a means of carbon removal. Are there any particular things you’re looking at that you can mention? Can you elaborate?  Mahon: There’s been some companies that have basically supported, through grant funds, the creation and preservation of forests. And so we are looking at that. More directly, though, we would love to have direct investment in forestry as part of our climate portfolio, and an ability to create green energy. It gets somewhat complex, but obviously, we’re a beauty company, and we don’t want to be in the business of running forests … Those are the discussions that we’re having now, and we’ve been looking at various things over the last couple of years. We don’t have anything specific. We’re basically in the due diligence phase on a couple of things. But because this moves so quickly, it doesn’t really make any sense to name names. But we would love, as a result of the article, to certainly invite both other companies who are looking at this [to talk about this and also have] a larger discussion about private/public partnerships around encouraging investment in forest preservation. We recently published a no deforestation policy, as many companies have, so there’s a nice intersectionality there between no deforestation and improving our climate component.  Clancy: I have two more questions. One is just a thread I hear often. What role will collaboration play in The Estée Lauder Companies’ strategy? What sorts of partnerships are you prioritizing?  Mahon: One of the exciting aspects of our company and our board … is we have folks who’ve worked in all different sectors. We have a lot of folks who’ve worked in government, like myself. We’ve worked in nonprofits. We’ve worked in for profits. So really, in order to move the ball down the field in a meaningful way, whether in social impact form or another form of impact, we have to basically look at this in a sector-agnostic way in which we really have company discussions about what we’re doing in climate.  What does the government bring to the table? OK, there’s tax incentives. They can give various breaks in various laws, regulatory, both the carrot and the stick. What does business bring? Well, business brings enormous amounts of business discipline of understanding markets, understanding consumer needs, understanding how to scale a solution, understanding how to, candidly, abandon a solution if it’s not selling. And then NGOs clearly bring a lot to the table in terms of advocacy.  As we’ve moved so rapidly in the for-profit sector being in favor of green energy and of strong climate solutions, the role I believe of NGOs will be more to be a bridge between government and I would say also private foundations [to come up with solutions]. For instance, in our VPPA, we will have excess green energy. Do we want to be in a position as a beauty company of selling energy, green energy? Or would we rather donate it? We’re having some conversations with the Rockefeller Foundation about, “Well, could we figure out a way where we could just donate it?” That’s where we really do need these cross-sector solutions.  Clancy: My last question is what do you feel is your most important priority as a chief sustainability officer in this moment? Mahon: At the end of the day, the great pleasure and complexity and entrepreneurism of CSO jobs is that we don’t own the P&Ls generally of the issues we need to influence. So, I would say the biggest priority really is continuing to listen to our key stakeholders with empathy, and be as responsive as we can, to try to run alongside the train of the business … A lot of what we do is obviously bring a substantive area of expertise, but also integrate as best as we can empathically to the business, and to drive value. At the end of the day, if we drive value for communities and our shareholders and our consumers, then we drive value for the business, and that is I think the great challenge … How do you sit at the table as a business person and understand and have empathy for the great demands being placed for instance on our retail team, and at the same time build climate solutions that help those retail teams, and don’t seem sort of pie in the sky and divorced from the rest of the business? Ultimately, how do we leverage the passions and the interests of our employees and our consumers and now our investors, which is great. Because that creates an unlimited path.  This article was updated on July 27, 2020, at the request of The Estée Lauder Companies to correct Mahon’s tenure in her current role, and provide more detail about some of the included commitments discussed during the interview. Where changes have been made to her verbatim comments, they are noted with brackets. Pull Quote Similar to HIV, there is a question of what [we will] make of this moment and how will we as stewards of funds or stewards of companies or stewards of our families make a difference. What you don’t want as somebody in my job is to kind of be the nice people that aren’t really integrated into the business. Topics Corporate Strategy Social Justice Corporate Social Responsibility Racial Justice Forestry Deforestation Collective Insight The GreenBiz Interview 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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The Estée Lauder Companies’ sustainability leader on racial justice, ‘sector-agnostic’ solutions

50 DIY Natural Handmade Beauty Products That Make Great Gifts

May 4, 2020 by  
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Are you shopping for a Mother’s Day gift? Or Father’s … The post 50 DIY Natural Handmade Beauty Products That Make Great Gifts appeared first on Earth911.com.

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50 DIY Natural Handmade Beauty Products That Make Great Gifts

The Great Global Cleanup — Earth Day 2020

March 25, 2020 by  
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Great Barrier Reef outlook decreases from ‘poor’ to ‘very poor’

September 3, 2019 by  
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Conditions at one of the seven natural wonders of the world, Australia’s Great Barrier Reef, is declining, and coral bleaching caused by climate change is to blame. The world’s largest coral reef, where 400 types of coral as well as about 10 percent of the world’s fish live, has gone from “poor” to “very poor.” The Great Barrier Reef Marine Park Authority (GBRMPA) that manages the reef released a five-year study of the reef and stated, “Significant global action to address climate change is critical to slowing the deterioration of the reef’s ecosystem and heritage values and supporting recovery.” Related: University of Queensland wants to drop “bommies” on the Great Barrier Reef Located off the northeastern Australian coast , the reef is a major tourist attraction, bringing in around AU$5-6 billion (about $3.3-4 billion USD) yearly to the country’s economy. But if things don’t improve, the reef might not be around to enjoy for much longer. While coral bleaching and climate change are the main concerns, the report suggested the 1,400-mile reef has “multiple, cumulative and increasing” problems including run-off from agriculture , coastal land clearing and crown-of-thorns starfish that eat the coral. Another possible factor hindering the reef’s growth could be the increased use of coal mining in Australia. Statistics show that Australia’s greenhouse gas emissions have been on an upward climb for four years and counting. As reported by Deutsche Welle , a 2012 study said that since 1985, the Great Barrier Reef has lost more than half its coral cover. Five years later, the journal Nature said 91 percent had been bleached at least once in the last 20 years. Those concerned by the GBRMPA report have gone as far as asking UNESCO to quash the reef’s standing as a World Heritage site, which could humiliate the Australian government. In early 2019, the government did say it would spend AU$380 million to try and reproduce stronger coral. + Great Barrier Reef Via EcoWatch and Deutsche Welle Image via Robert Linsdell

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Great Barrier Reef outlook decreases from ‘poor’ to ‘very poor’

Doctors Prescribe the Great Outdoors

May 2, 2019 by  
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Doctors Prescribe the Great Outdoors

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