From the Web: Dutch parliament votes to shut down all of the country’s coal plants

The Dutch parliament voted recently to shutter the nation’s coal industry in order to achieve a 55-percent cut in carbon dioxide emissions by 2030. The vote, which is not yet binding, would require shutting down the five coal power plants currently operating in the Netherlands, three of which just came online in 2015.

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Slashing CO2 emissions by 55 percent would bring the country’s emissions in line with the targets set by the Paris climate deal last December, and set a strong precedent among European nations for policies to slow the effects of climate change.

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Innovation: Top 10 Lessons from John Abele

This story was written by Lauren Hesterman, SEMBA ’17. 

EDITOR’S NOTE: SEMBA regularly brings in business icons, executives, and entrepreneurs for hands-on, face-to-face workshops on issues ranging from sustainability to organizational leadership. In mid-October, John Abele, co-founder of the pioneering medical device company Boston Scientific, sat with the SEMBA cohort and talked about innovation and collaboration.

Not surprisingly, I found myself Googling new and exciting ideas no less than a dozen times while listening to John Abele speak to our SEMBA cohort last month. A dozen times – and it most certainly was not because I was distracted or disengaged. Rather, it was quite the opposite.

boston-scientific-us-boston-scientificJohn is one of those people that has inspiration oozing out of him. His relentless curiosity is apparent through and through. He had me searching for a new Irish company that is selling light instead of bulbs, a human anatomy chart, and the economic theories of Elinor Ostrom. Co-founder of Boston Scientific, where scientific innovation and humanitarian collaboration meet, John Abele has been driving innovative medical solutions for more than four decades. While John’s list of tangible accomplishments is enough to fill up a CV many times over, perhaps his greatest asset is his remarkable ability to collaborate.

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Networking With the SEMBA Advisory Board

This article was written by Margaret Arzon, SEMBA ’17. 

To kick-off the autumn SEMBA Advisory Board Meeting, the program’s co-directors and coordinators planned a reception and speed networking event to bring students and advisors together in a formal yet familiar atmosphere. As a SEMBA candidate, one main benefit (among many) is the unique opportunity provided to connect with a variety of seasoned professionals in a range of fields from local, sustainable-energy to impact investing and global healthcare. These prestigious industry leaders have committed to serve on the SEMBA advisory board and invest in its students as well as in the direction and future of the program.

We had the good fortune of getting to know them personally as they welcomed us with enthusiasm at the Advisory Board dinner at Hotel Vermont on October 27, 2016. This intimate event fostered the ideal environment for us to learn more about these industry leaders and their work in sustainable business, as well as the motivators that lead them into their current roles.

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Living and Learning the Burlington Way

Caroline Hauser, SEMBA Class of 2016 (Valedictorian), on the benefits of spending a year in one of America’s most livable cities

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Caroline Hauser, SEMBA ’16

“I could not have asked for a better experience living and learning in Burlington while working toward an MBA.”

I moved to Burlington to start the SEMBA program last August. I’d visited the prior April — it snowed twice and the lake was still frozen. It was freezing but I still fell in love with the view of the Adirondacks over Lake Champlain, the energy of Church Street, and the dollar oysters at Hen of the Wood.

Arriving for school at the end of summer, I drove up from Pennsylvania with my parents and as soon as we crossed the border into Vermont it just felt different. Everything looked brighter, cleaner, fresher. To this day, I am in awe of how beautiful it is here. I could not have asked for a better experience living and learning in Burlington while working toward an MBA.

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SEMBA: Hope For A Runaway World

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Paul Laudicina, 2016 SEMBA Inauguration Speaker

On August 12, 2016, Paul Laudicina, partner and chairman emeritus of A.T. Kearney, addressed SEMBA’s 2016 graduating class. In a wide-ranging speech with a broad historical arc, Laudicina made a powerful case for the “SEMBA Movement,” where businesses and business leaders committed to sustainability will leading us through this significant and challenging period of history.

Below are excerpts from that address. The full text of Laudicina’s speech can be read here.


“There is simply too much riding on your shoulders as the next generation of leaders for you to unplug. We desperately need your know-how, vision, passion, courage, and purpose to lead us through these challenging times. You could not be going out into the world to apply what you have learned at a more critical time—in many ways a “best of times, worst of times” interlude in world history.

“We stand at the threshold of the most incredible advances ever—in medicine, in life expectancy, in educational attainment, in extraordinary technological advances. Yet, we also live today in a world more troubled and challenged than at any time in modern history—surely than at any time in my history…people are feeling uneasy, apprehensive, insecure, and unhappy with the present, and fearful of the future.

“You will be challenged to lead in a world more complex and difficult than at any time in the past couple of decades.

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The Leaders We’re Looking For

By Joseph Fusco, Vice President, Casella Waste Systems, Inc., and Chair, SEMBA Advisory Board

You should know this about the company I work for: it is a mundane business. We are not superstars in the sustainability movement. Our name certainly wouldn’t escape from your lips should you be asked to name a fashionable triple bottom line company.

uvm-2016-0812-0167However, a few years ago, we had a moment of clarity. Suddenly, we realized our entire existence was based on a business model that was simply unsustainable.

We had to ask ourselves a very important question: what will the world — the planet, our markets, our customers, our communities — expect from us in twenty or thirty years? What will we get paid for?

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