Will.i.am Talks Trash

Hip hop celebrity Will.i.am has approached leading brands and offered them solutions on how not to let waste go to waste.

Most music fans are accustomed to seeing their favorite celebrity walking around with the obligatory plastic water bottle glued to their hands. It’s almost become a fashion accessory for some and has been adopted like wildfire among millions of young followers. While the focus has always been on the music and   lavish lifestyles, no-one has really given the plastic water bottle a second thought.

Post-consumer waste of plastic has reached endemic proportions. According to the U.S. Environmental protection Agency, 32 million tons of plastic waste was generated in 2011, with only 8 percent of this amount recovered for recycling. There are few global superstars who get anywhere close to the world of corporate sustainability. But Will.i.am, founder of the hugely successful band The Black Eyed Peas and the director of creative innovation at Intel, is on a mission after recognising that the world is threatened by a combination of population growth, resource scarcity, climate change and over-consumption.

Rather than fall into the traditional celebrity trap of being used by companies to sell even more products in exchange for a multi-million dollar check, Will.i.am decided to approach a few well-known brands with his own solution, the EKOCYCLE project.

Will.i.am has always composed music with a social conscience, now he’s turned that focus onto the damage we’re doing to the environment by discarding our plastic waste. His EKOCYCLE initiative has collaborated with The Coca-Cola Company and other iconic brands to help inspire a global movement that will help identify plastic bottles that can be converted into what he calls “aspirational goods.”

To keep it appealing to the young and trendy music crowd, these goods include Levi’s jeans, Case-mate smartphone cases, Beats by Dr. Dre headphones and New Era baseball caps. While Will.i.am has lent his enormous celebrity influence to the venture, Coca Cola has also made a $1 million commitment to EKOCYCLE over the next five years. The stand-alone brand is dedicated to helping encourage recycling behavior and sustainability among consumers.

“With the EKOCYCLE brand, I’m on a mission to educate and inspire consumers around the globe to seek out more sustainable lifestyle choices,” says Will.i.am. “This will ultimately play a part in the movement toward a world with zero waste.

By making products that contain recycled materials more attractive to both businesses and consumers, everyone can do their part to keep the cycle going to turn discarded waste into cool, new items,” he says. The 38 year-old, worth $75 million should know a thing or two about creating cool.

Beyond his popular music talents, he counts entrepreneur, actor, DJ, record producer and philanthropist among his many passions. He is also the founder of i.am angel, a non-profit dedicated to “transforming lives through education, opportunity and inspiration.” In an interview, the performer once said “I hope none of the kids I send to school only want to do music. The world doesn’t need another musician. They need another Bill Gates.” As self-depreciating as he is, Will.i.am cannot deny that popular culture and music can disrupt the way we work and think for the better, as does technology. Educating consumers about everyday recycling choices and helping to empower their purchasing decisions is part of a social change movement that has been going on for a decades.

While green and eco-friendly initiatives have been around since the 1960s, people like Will.i.am have realized that the power of influence from someone in the glare of celebrity, can fast-track behaviour change among consumers, and much faster than handing out flyers at the supermarket.

By plugging environmental awareness directly into mainstream culture, he has prevented the issue from becoming just another government or NGO campaign, with it’s inevitable image failure. Will.i.am felt there was a need for a unifying campaign, with attractive branding, under which recycled products could be promoted to consumers. Combining trash with fashionable items might sound like a risky business venture, but it’s working, and has attracted the next wave of consumer looking to support a cause.

Traditionally, goods made from recycled materials have been ugly and undermined by insufficient funding, but that’s changing. One of EKOCYCLE’s key products, Beats by Dr. Dre headphones, for example, are made from 31 percent recycled material, yet have become one of the most desirable and coolest headsets around.

This “fashion for the ears” accessory, with its distinctive “b” on the earcups sold nearly $500 million worth of recycled product in 2012. Will.i.am feels that recyclable materials such as plastic and metal are “waste,” because we have wasted an opportunity to turn them into something.

“An empty plastic water bottle doesn’t have to necessarily be turned into another water bottle,” says Will.i.am. “It could be turned into jeans or a watch.” Young, switched-on consumers are beginning to recognize that items they consider waste today may become part of a lifestyle product they can use tomorrow. Will.i.am hopes this will encourage a demand for recycled materials, and reinforce the importance of  creating finished products from recycled material. Ultimately, recycled waste needs to be promoted and marketed, just like any other product.

Today’s generation of young consumers represents an active economic force and the EKOCYCLE brand aims to be a driver in rallying their support around a global sustainability movement. The Coca-Cola Company shares this vision and together they are working with local communities worldwide to showcase the greater value of recycling, rather than discarding.

Another partner, Earth911, host of the largest recycling directory in the U.S., listing more than 1.5 million ways to recycle, will provide an interactive and searchable recycling directory for consumers, accessible at the EKOCYCLE website. “Recycling is one of the easiest sustainable actions consumers can take,” says Raquel Fagan, vice president of media for Earth911. “But without real-time access to local options, people are often left confused and frustrated. The EKOCYCLE brand initiative takes a forward-thinking approach and demonstrates how companies can play a role in eliminating this confusion and empowering consumers.”

Will.i.am’s interest in sustainability was first sparked in 2008 when he attended the Clinton Global Initiative where he learned that the world population would reach 9 billion people by 2042. His first reaction was to wonder how everyone would be fed, given the finite resources on the planet.

A while later, after one of his concerts he saw the aftermath of waste from people who had attended and realized that he too was part of the system. He also realized he could be part of the solution too. Having always looked at other companies and criticized them for bad practices, Will.i.am decided that finger pointing and complaining was not the solution. He determined to come up with a creative solution that would influence people’s behaviour.

By tapping into popular brands, and offering them a sustainable alternative, Will.i.am now has a strategic partnership with Levi EKOCYCLE jeans, Adidas EKOCYCLE shoes and EKOCYCLE NBA. His goal is to have an EKOCYCLE day for every team and hopes it will spread from the NBA to the MLB, FIFA and NFL, to start educating people in the inner cities, and around the world.

The typical sponsorship arrangement with celebrities sees a brand approach them to promote their product. Will.i.am has flipped this arrangement on its head, with him approaching the brands.

He’s of the opinion that celebrities know they will be approached at some point by major brands, and should rather choose in advance how they’d like to interact with them. Most celebrities are short-sighted in their business dealings, looking only at short-term profit or having their manager structure the deal, who might only look at what percent they’ll get.

The potential for earning more exists when a celebrity proactively presents an idea to a brand. In Will.i.am’s case, he has created an entirely new company that is sustainable.

Musicians are usually more in touch with their fan base, which can border on a two-way conversation at concerts. They are uniquely positioned to sense the mood and desires of the people who have bought into their music and the accompanying lifestyles.

Most brands sit in an office and analyze data to make their decisions, and sometimes miss one of the crucial elements of advertising – emotion. The emerging, young market of global consumers is no longer satisfied with just buying something, they want a story behind it, and one that is making a difference to a person, community or piece of land somewhere in the world.

Will.i.am says we’ve designed a system where if you purchase something, it breaks, and then you throw it away. “I know this is what America was built on: planned obsolescence, but that system is not sustainable, so we have to start thinking about what the next system is going to be.”

Companies built this version of the world and they should change it, says Will.i.am.

“Companies have been made powerful by people and people should realize they have the power to change them. In the past, people who were powerful were born into power, but tomorrow’s power people can come from having had nothing 20 years ago.”

 

Danny Glover Confronts Chevron in Ecuador

The famous American actor and social activist Danny Glover arrived in Ecuador yesterday where he plans to visit an area of the Ecuadorian Amazon rainforest were the multinational oil giant Chevron operated, and was sentenced by a local court to pay a multibillion-dollar fine for a massive environmental contamination.

Ecuador’s vice president, Jorge Glass, announced Saturday that Mr. Glover will “also submerge his hand in one of the toxic pits that Chevron left in the Ecuadorian Amazon rainforest”.  The actor will visit the former oil field Aguarico 4 in the northeastern province of Sucumbios. Ecuadorian officials indicate that the field was operated exclusively by Texaco and abandoned in 1986 by the company.

Chevron Acquired Texaco in 2001, along with all its liabilities. Danny Glover has gained international recognition not only for his successful artistic career, but also for his wide-reaching social and humanitarian activism, both in the United States and around the world. Mr. Glover served as Goodwill Ambassador for the United Nations Development Program from 1998 to 2004, and is currently serving as UNICEF Ambassador. Mr. Glover’s visit to Ecuador came in response to an invitation made by the National Secretariat of Communication of Ecuador to international public figures, activists, and reporters to show the world the scope of the environmental damage and the conditions that the affected villagers and farmers have endured for past three decades as a result of such damage.

Chevron has refused to comply with the Ecuadorian court’s ruling to complete the environmental remediation. The invitation stems from a campaign launched by President Rafael Correa last September as a reaction to Chevron’s attempts to discredit the Ecuadorian government for its support to the affected communities.

Texaco, now Chevron, operated in Ecuador between 1964 and 1990, and during this period, the company deliberately used substandard methods to handle the toxic waste derived from the oil exploitation and production. Expert findings during the Ecuador trial showed that Chevron poured over 18 billion gallons of toxic wastewater into unlined pits, which contaminated the soil, the underground water, rivers and streams in the areas where it operated.

Mr. Glover’s participation in this campaign that seeks justice for the affected communities in Ecuador came just weeks after a visit of Gayle McLaughlin, the mayor of Richmond, California, whose city is involved in a legal battle with Chevron over a massive fire in a local Refinery that sent nearly 15 thousand people to local hospitals with respiratory problems.

Also, American singer and actress Cher recently posted a video in support of the affected communities and called for a boycott of Chevron products. Last October, human rights advocate, Bianca Jagger wrote an article on the Huffington Post denouncing Chevron’s legal tactics to avoid payment of the Ecuadorian ruling, and joined a group of Ecuadorians and environmentalists in a rally in front of the Second District Court in downtown New York, where Chevron brought the victims of the contamination and their lawyers to trial. In February of 2011, a superior court in the province of Sucumbíos, Ecuador, sentenced Chevron to pay $18.3 billion for environmental damages and the resulting health problems on the local population.

Chevron has refused to pay alleging that the ruling was obtained through fraud by the plaintiffs and their lawyers.  Shortly before the final Ecuadorian ruling, Chevron filed a lawsuit in a federal court in New York against them based on the Racketeering Influenced and Corrupt Organizations Act.

The trial began in New York at the Second District Court on October 15, before Judge Lewis Kaplan, who has been accused by the plaintiffs of biased in favor of Chevron.

 

The Little Company With A Big Goal

Carbon Lighthouse is a rare breed of young company – an environmental organization executing nuts and bolts building retrofits, while seeking startup-like growth. Startups seek exponential growth and wide market reach, while most  service companies doing physical work (e.g. contractors, restaurants, consultants) have a local focus and scale more or less linearly with the number of staff. Carbon Lighthouse was founded with the audacious goal of solving climate change and we intend to get there through relentlessly pursuing practical solutions, starting with energy efficiency in commercial and industrial buildings.

To meet our mission, we need to be both highly local while also rapidly scalable. Interestingly, this exact challenge faces many socially motivated ventures. The recurring storyline is a huge, seemingly unsurmountable challenge that needs to be tackled quickly – education in inner cities, clean water, malaria – and solving it requires working with people and infrastructure – individually, locally, and personally.

Scaling this type of business model, where there is no substitute for hands-on action, is hard. Teach for America is arguable one of the most successful examples from the non-profit space, yet there are placing only 10 times more teachers in schools per year today than they did at their start 20 years ago. (Teach for America started with 500 teachers in 1990 and placed 5,100 new teachers in 2011.)  Zipcar, the most successful car sharing company in the  U.S., is another example. When they were acquired in 2012 after 13 years of business they were profitable and had 800,000 users, a business success story, but they have not fundamentally changed the landscape of personal car ownership.

Given the difficulties of rapidly scaling this type of company, why did Carbon Lighthouse choose to pursue such a labor intensive solution (physically managing energy efficiency projects) to a problem that requires immediate, scalable action (climate change)? There are some very good companies that are developing software solution for reducing energy and helping mitigate carbon emissions.

However, actually solving climate change is an infrastructure problem; someone needs to physically enter buildings and do a thorough job or making them run better, so that is what we are doing. This puts us in relatively uncharted waters when it comes to growing our type of company as quickly as we need to and our mission is our only guide. There are three key areas that are critical to scaling, each of which has been strengthened and focused in surprising beneficial ways by our strong and unwavering commitment to mitigating climate change.

People

Being a good energy efficiency engineer is hard and not terribly glamourous. It requires doing complicated engineering calculations, conducting potentially dangerous field work and interacting with C-suite executives all in the same day. People with these skills are really hard to find, but we have been extremely fortunate in recruiting and have securing our top picks in every hiring round.

Moreover, in the three years since our founding not a single teammate has left the company. There are many reasons for this, but a few are directly related to the strength of our mission. First and foremost, making the mission front and center during the recruitment process attracts people who are passionate about what they (and we) do. Second, once people are one board, our mission unites us as a team against a larger challenge.

This keeps us from getting bogged down in details of small ego-related issues. I have personally watched hundreds of disagreements get resolved by refocusing the discussion on how best to serve the mission.

Innovation

As a company, making physical changes in the world, Carbon Lighthouse’s ultimate success depends on changing an enormous number of valves, pumps, fans, and other equally exciting assets in buildings. Since valves cannot be changed by an app, our mission necessarily requires us to grow our team and make it possible for each person to be more productive each month than they were the one before.

In recognition of this, we have worked hard to make sure that our company has a culture actionable innovation. Our first priority is to innovate and automate ourselves out of the labor and tasks wherever possible, such as downloading field data. Our second priority is to increase achievable energy savings per building by improving modeling, reducing the cost of installing measures, and accelerating the measurement and verification process.

Our third priority is to develop new ideas for solving climate change. Carbon Lighthouse’s mission motivates a clear understanding of these priorities and focuses every team member’s work in the same direction, resulting in rapid iteration and improvements on the highest impact areas.

Operations and Measuring Progress

Our mission has given us the foresight to invest in long-term company infrastructure and operations early. For example, because we will need thousands of engineers within the next decade to achieve our goals, we invested heavily to create a program that reduced the training time for our most recent hires from six months to six weeks. The value of this asset will grow exponentially as we do. Our operations team also spent hundreds of hours creating a project management tool that reduces project time by dozens of hours per project.

Without the focus on long-term scale provided by our mission, we would not have been able to justify either of these time-investments so early on. Our corporate metrics for progress are also driven entirely by our mission; they are CO2 reduced per person-hour of labor and profit per ton of CO2 eliminated – in that order. Because we see profit as a means to an end, and that end is solving climate change, we repeated defer short term profits to lay the groundwork for a more impactful economy in the long term.

This has made us a much more resilient and scalable company because our investment in research has opened up more savings per building and new market segments, while decrease labor per project.

Carbon Lighthouse’s mission commitment has put us on a challenging path, but it is also acting as the guiding light that will get us there. As we succeed and grow, we hope that the course we are charing will provide direction to the huge range of ambitious companies tackling rapid growth in hands-on industries.

 

Triple the Triple Bottom Line

It’s well known that women and minority entrepreneurs miss out on some of the opportunities that their white male peers enjoy – the traditional “old boys’ network” is still a powerful source of support and investment money for up-and-coming entrepreneurs. But by overlooking women and minorities, investors are missing out too – and leaving money on the table. Supporting these leaders isn’t just the right thing to do – it also makes good business sense. Today, women are starting businesses at twice the rate that men are.

In the last decade, the number of women-owned firms has grown by 28.6%, compared to a 24.4% increase for all U.S. businesses. In addition, Hispanic and African American women are the fastest growing entrepreneurial segments in the country. Their numbers have increased at rates of 133.3% and 191.4% respectively from 1997 to 2007 – around $14 billion in gross receipts. Even better news: in many cases, these businesses are outperforming more traditional companies.

In fact, one study by Emory University showed that women-led social enterprises generated an average of 15% more revenue than their male-led counterparts. The problem? They’re 40% less likely to receive funding in the first place. This trend applies to minority-owned firms too; entrepreneurs of color receive less than half the equity investments that non-minority businesses do.

At Social Venture Network, we’re working to level the playing field by giving women and minority entrepreneurs access to a network of investors, CEOs and advisors who can help their ventures thrive. We believe in businesses that focus on the “triple bottom line:” people, planet and profit.

The more inclusive the business world is, the more effective it can be in helping solve social and environmental problems. That’s why we launched our “Triple the Triple Bottom Line” campaign via Indiegogo. We’re raising money to offer scholarships and valuable support services to women and minority entrepreneurs – resources that can help them connect to investors, mentors and peers. And we can’t think of a better investment than that.

To find our more about the campaign, watch our Triple the Triple Bottom Line video:

Why Collaborative Impact Believes in Partnerships

There is a general agreement that many of the problems we face today cannot be solved by one organization or one sector only. An example of this might be in the education area where problems are faced around literacy. Currently, one in four adults on the planet are functionally literate, with huge challenges in both developing and developed countries.

Trying to address this challenge with a huge single sector or single organizational approach has a limited chance of making an impact. Without support across all levels, the effort will eventually hit a wall – usually when the money runs out or is unable to gain the support needed to be sustainable. Over the last ten years there has been a growing focus on the role of partnership brokering as a key ingredient in helping to develop cross-sector partnerships that allow development initiatives to achieve their potential.

This new professional practice is being led globally by the Partnership Brokers Association, an international professional association supporting professional learning, training and transformation. Put simply, partnership brokers help to scope, build, manage, nurture, measure and complete effective and efficient cross-sector partnerships.

The key benefit of professional partnerships is working with partners from a wide range of backgrounds, who each bring different resources and requirements to create highly innovative solutions to challenges, rather than just promoting business as usual. Having someone with professional skills and the ability to generate innovation with partner commitment is the key to real change.

 

Three Tips For Successful Systems Of The Future

When looking at the future, social entrepreneurs often talk about a “systems change” – about a vision for a healthier, happier, more productive and symbiotic world. But what is the difference that will make the difference? When looking into the crystal ball of the future, how can business tip the system in our favour? Here are 3 tips to help your business succeed in the long-term:  

Shift the Focus What are you focusing on in your business today? The next quarter’s sales figures? Keeping your shareholders happy?  Shift your focus to create a long-term strategic vision that encompasses both your bottom line and your long term impact. How can you shift the focus in your market? Let’s use Education as an example. Many traditional models of improving education focus on getting more students to pass exams.

Exams are great, and an important part of education, but not the only part. Instead of creating a programme that helps students pass exams, Mary Gordon created Roots of Empathy. It’s a social enterprise that brings babies into primary school classrooms. The result is that, through the work of a trained facilitator, the students learn to empathise with the baby, and with each other. Studies have proven that this programme dramatically reduces bullying.

An evolving ecosystem of change cannot be self-sustained without equipping the next generation with the skills and tools they will need to enable change in their communities, and to keep up with a fast-moving world. As Mary’s project is enabling, young people must be able to master cognitive empathy as a basic and key skill to become an active participant in an Everyone a Changemaker World.

Change Behaviours Successful systems of the future will challenge and change existing behaviours. Think about the ways to win the hearts and minds of your customers, if you want them to change. Take the example of developing organic produce. You can build the farms, educate the farmers, and produce a quality product. But are customers going to buy it? Do they know why they should? Is it better for your target market to buy organic from abroad, or buy local non-organic produce?

Should they be doing urban farming with the support of an organisation like Grow It Yourself? These are difficult questions, so if you want your business model to win in the future help your customers answer them. Educate your target market about the importance of your product or service. Raise awareness of the problem you are trying to solve. The key is that your market knows why it wants to change and that you have the solution for them.

Think about the System Find and solve new problems. Where do you sit in the ecosystem of your market?  Who are the other players? What are they thinking and talking about? Are you ready to work with them? Take the example of supermarkets. Supermarkets throw out tonnes of food everyday that has only just passed its sell-by date.

A number of great projects have been set up to counter this waste, like Foodcycle, or Rubies in the Rubble. But analysing the food chain from farm to consumer shows that this is not where most waste is happening. Around 20% of the food produced doesn’t reach the supermarket, because it’s not what consumers are looking for.

Think bent cucumbers, and unusually shaped carrots. Of what does get to the supermarket, on average only 3% of that stock actually goes to waste. But the biggest percentage is wasted in the consumer’s home. Roughly 30% of the food that consumers buy goes to waste.

Systems of the future won’t be making supermarkets 3% more efficient, they will be changing the behaviour of 30% of the population. Major challenges lay ahead but by shifting the focus, working on changing behaviours and thinking systemically you could tip the system in your favour.

Words by Richard Brownsdon

 

Taking Mental Health To The Streets

The search for Europe’s best social business minds by Ashoka and Ben & Jerrry’s has started delivering results. The 434 applicants from nine countries have revealed the first shining stars among them. Charlie Alcock is Founder and CEO of MAC-UK . She’s a trained clinical psychologist and takes mental health to street level by delivering interventions to young offenders. She finds them on benches, buses and stairwells: anywhere where they feel comfortable.

She’s also just scooped the winning prize in the Ashoka and Ben & Jerry’s Join Our Core competition. We caught up with her and asked her a few questions around her big win and her project.  

How do you feel?!

I’m still struggling to believe it! We entered because we thought it would be good experience, but never thought that we would win! It’s credit to our young people and staff team. They are the ones who do the hard work and who give me energy to do things like this. Everything we do is a full team effort. It’s an amazing feeling when it all comes together. I’m still buzzing about it!

What made you become a social entrepreneur?

I’ve always been interested in why we are the way we are and how our similarities and differences come about. When I was 15, I started volunteering regularly at a homeless shelter, where I had the privilege of seeing a whole new world. I remember one guy who always used to wear headphones.

One day I asked him what he listened to and he told me that he didn’t listen to anything. He just wore his headphones to keep people away. These sorts of experiences taught me that you can’t take things at face value. We need to understand things from an individual’s perspective. It’s too easy to draw our own conclusions and in most cases they are probably wrong. There is no one size fits all.

The competition picked you out for your innovative approach – Can you dive a little deeper?

The MAC-UK approach is all about putting mental health at the heart of the solution for youth offenders. This approach is different because mental health usually comes downstream, as an intervention, rather than being the first port of call. We only need to look at our own lives to realize that how we feel each day effects what we do. If we oversleep and miss our train to work, then the rest of the day usually feels a bit all over the place.

Well, for me anyway. Young people are no different. We need to start with our mental wellbeing – if we can get that right then the rest will follow. MAC-UK is also different because we take mental health to the streets. We deliver what young people need, where they need it and when they want it.

This can be on a bus, bench, stairwell or a court of law waiting room. This is a completely different way of delivering services but it’s what young people have asked for – they won’t go to clinics due to the stigma and in some cases they are not safe to go: the clinic is in the wrong gang postcode.

What are you doing differently to others working in this same space?

Our projects are authentically person-led by young people. This is essential for their sense of ownership, which in turn is essential for their willingness to attend. We don’t take any referrals, young people refer each other. We also wrap the mental health stuff around activities which they design and really want.

They usually want a job or to create a CV, it might also be music or football. These are the upfront activities and the mental health issues are wrapped around them. Sometimes being youth-led means that things happen really slowly and it can be incredibly frustrating at times. But, it ultimately works. We also work at a systems level.

We believe it’s about getting the young person ready for the system AND getting the system ready for the young person. Young people might, for example, co-deliver mental health training to police officers. They would be paid to do this too, giving them actual employment experience. Getting young offenders and police together in a room is pretty radical in itself – the training is almost the bonus.

Can you give us a story about the great social impact MAC-UK has?

There are many and it’s hard to know which one to choose! There is one young man who I find particularly inspiring. We met him in the early days of founding the charity. He covered his eyes with a hood most of the time and barely spoke to me. He was smoking a lot of cannabis, was depressed and was really embroiled in an offending lifestyle. By working with us doing street therapy, he slowly began to change.

Four years on, he’s an ambassador in his community and has won awards for encouraging his peers to change. He is trained in basic mental health awareness which he then takes to others. He’s also a phenomenal musician. He was a co-founder of our Mini MAC social enterprise which takes music and mental health promotion into schools and prisons.

Then there’s the guy we spoke to through his letterbox for six months. He was too scared to leave his flat. He worked with us and went on to complete a work experience placement. Again, absolutely inspirational.

What are the key challenges you’ll be taking to Ashoka?

There are so many challenges that the first task will be to decide which one to address first!  The one on our minds a lot is how to scale. We want street-based mental health to become the status quo. It has the potential to reach all excluded young people in every community across the world. The challenge is working out the best way to do this and how to also keep young people at the heart of it.

I know Ashoka have worked with hundreds of others with similar dilemmas. We are so lucky to have their support. It’s going to make a world of difference. I’m a clinician after all… I’ve never even read a book on business.

What excites you the most about winning the Join Our Core Comeptition?

Our work is pretty tough and unglamorous day-to-day and we have to get excited about the little things, like a young person responding to a text message for the first time. It’s so validating to be recognized by such a strong and socially aware brand. It gives us the assurance that we need to move forward on our journey.

It reassures us that others share our vision and that it’s possible. My dream would be to create a new ice cream flavor which is made and designed by disadvantaged young people from start to finish. How cool would that be. Young people need jobs. We would love to work with Ben & Jerry’s on a project like this.

What’s your favorite Ben and Jerry’s Flavour?!

Cookie Dough. I absolutely love it!

Why are your ideas and work so important to you?

I have a pretty strong determination and when I see that something isn’t right I can’t rest until I solve it. Young offenders, gangs and the absence of mental health care really got to me. I used to sit in a clinic waiting to see young people and nobody came.

It made no sense. I had to find a better way to deliver services in the best possible way. That’s what we’re now doing and we’re making headway. It’s thanks to young people, it really is. They are the ones who hold the solutions. We just need to listen.

For more information about Charlie and MAC-UK, head to https://www.mac-uk.org  

 

Where Does Power Come From?

Women in power has a double meaning when it comes to Ursula Sladek’s “green power” movement. Her story, and others like it, are becoming increasingly relevant through summits such as The Women in the World Foundation – a powerful initiative dedicated to driving solutions that advance women and girls – convened in early April at New York City’s Lincoln Center.

The Foundation was born out of Newsweek and The Daily Beast’s annual Women in the World Summit, launched by the publications’ editor-in-chief, Tina Brown, three years ago. The summit brings together women from around the world, from CEOs and world leaders to grassroots activists and firebrand dissidents. Each year the summit brings to light the incredible stories of women and girls, looking at their challenges and triumphs and inspiring solutions to many women’s issues.

This year the summit was attended by over 2,500 women from around the world. By her own admission, Sladek (pictured above) was “just a housewife” when she decided to create a power company that has become one of Germany’s largest eco-electricity providers – and the largest that is owned by citizens. In 2011, her publicly owned company was worth 90 million Euros, or approximately $120 million in US dollars.

Her goal is to serve more than 1 million customers. How did she go from housewife to power mogul? In 1998, at age 54, Sladek was a social entrepreneur on a mission, one where she knew she had a lot to learn. So she taught herself to use a computer, speak in public, and run a company – all of which were new and intimidating to her. But she was powered by purpose and passion, and determined to do something to decrease the effects of climate change.

Her mission was to help eradicate nuclear disasters and to put citizens—rather than electric companies and politicians – in the middle of decisions about their own future. Chernobyl was Sladek’s turning point, Fukushima her tipping point. Separated by 25 years, both nuclear disasters have served to bring the energy issues of this planet to the forefront of people’s minds. Because she was firmly grounded in the idea of social change, she took that as permission to reinvent business in ways that allow for the participation of those who can help mobilize a movement.

Her goal, she shares, was not to control a power grid alone, but to have the communities that use the power invest in and own their own grids. Great idea, but first she had to motivate townspeople to invest their money by educating them about all the facets of renewable, nuclear, and coal power, persuade them to take part in creating and finding renewable energy sources, and convince them that this would be a good investment for their money. This hybrid business/social model is not at all common in Germany – or for that matter, in most parts of the United States or the world.

But early on, Sladek realized that starting a movement requires people, and lots of them. They have to be invested intellectually, emotionally, and financially. Her model is for everyone in each town to take part in the solution to their energy needs. By definition the model puts townsfolk in charge of their future. All get to be changemakers in as small or as large a way as they want and can manage. Talk about the rippling effect!

Elecktrizitatswerke (EWS) started in 1997 in one town with 650 local members. It is now owned cooperatively by 1,500 members and supplies energy to 120,000 households representing 250,000 people. The company’s shareholders receive dividends, but all the rest goes into renewable power plants and training and supporting communities that want to run their own “green” energy projects.

What’s interesting is that instead of working with citizens to force change from the bottom up, Sladek is now working with the governments and administrative bureaucracies, coming at it from the other direction. Her model is so successful – it is both financially rewarding to communities and towns, and environmentally sustainable – that it is attractive to citizens and governments alike.

In 2011, London’s The Guardian, profiled Sladek in an article entitled, Ursula Sladek: Power Behind a Green Revolution. The article explains: “British green campaigners often point to Germany as a showcase for renewables – as if this were down to an enlightened government. Sladek’s story suggests that the change was actually a grassroots one, with families and communities working together.”

Here’s to this powerful woman who is creating important change!

Portions of this post were reprinted by permission of the publisher, John Wiley & Sons, Inc., from “Rippling: How Social Entrepreneurs Spread Innovation Throughout the World,” by Beverly Schwartz. Copyright © 2012 by John Wiley & Sons, Inc. All rights reserved. Photo: With kind permission of The Goldman Environmental Prize

 

0