This post was written by Aditi Datta, SEMBA ’17, and former student editor of “The SEMBA Review.”
Erin Meezan,Vice-President of Sustainability at Interface, Inc. and member of the SEMBA Advisory Board, offered her insights and tips for success with the SEMBA class through the program’s Executive in Residence speaker series, in which leading-edge practitioners share their personal stories and perspectives with students.
Environmentally-friendly carpet manufacturer Interface is a progressive, innovative organization that leads the industry in its full commitment to sustainability. Yet, Erin Meezan still faces resistance and apprehension each day. Meezan’s specific tools, tips and skills are valuable assets to utilize in any career that challenges the status quo, and are especially relevant to SEMBA students.
On Wednesday, February 1, the Senate passed a resolution to remove the Stream Protection Act, a decision that is certain to be stamped with the seal of approval by President Trump in the coming weeks. As summarized by Coal Age, a pro-coal mining news source:
“The final rule (Stream Protection Act) updated the 33-year-old regulations with stronger requirements for surface coal mining operations. The rule would require companies to restore streams and return mined areas to the uses they were capable of supporting prior to mining activities, and replant these areas with native trees and vegetation, unless that would conflict with the implemented land use. The rule requires the testing and monitoring of the condition of streams that might be affected by mining — before, during and after their operations — to provide baseline data that ensures operators can detect and correct problems that could arise, and restore mined areas to their previous condition.”
54 senators opposed the Stream Protection Act, arguing that the law was too burdensome and would kill jobs in the coal industry.
I am 40 feet below sea level at a coral reef site in the Bahamas, unsettled by the scene in front of me. Surrounded by marine life, 11 other tourists, and our scuba diving guides, I first notice one diver’s fins scrape the reef below as he attempts to steady himself. To my right, a diving guide taps a stingray so that the animal will swim away to the visitors’ delight. Another tourist feeds the fish, with feed sold directly from the dive shop.
The International Ecotourism Society defines ecotourism as “responsible travel to natural areas that conserves the environment, sustains the well-being of the local people, and involves interpretation and education.” These guidelines stand in contrast to my diving experience, soliciting tourists to enter nature as an observer, not an actor. The same way we don’t visit a national park and expect the weather to perfectly accommodate our schedule, we should not expect wildlife to show themselves for our entertainment.
“How much responsibility do businesses profiting from the natural environment have to enact ecotourism principles in their business models?”
How much responsibility do businesses profiting from the natural environment have to enact ecotourism principles in their business models? A great deal if they want their businesses to thrive in the future.
This post was written by Robert Zulkoski, Chairman, Vermont Works Management Company, LLC; Member, Board of Advisors, SEMBA at the University of Vermont; Member of the Board of Directors, BTV Ignite; and Chairman, Greenlots
The integration of environment, social and governance factors (ES&G) into corporate and investment decision making has been gathering momentum over the last decade. Several well-researched reports highlight one of the key drivers underpinning this shift: sustainability and financial performance are linked.
A multitude of constituencies – governments, public companies, impact investment intermediaries, opinion leaders and investors – have contributed to the development of the global social impact investment market. A movement is afoot that represents a significant opportunity for businesses and markets to drive improved social value. By allocating assets towards products, services, and companies that generate positive social impact, the movement toward “impact investing” has the potential to create real value for both investors and for society.
The SEMBA curriculum involves the study of finance through the lens of sustainability, and is supplemented by workshops that include the exploration and discussion of impact investing. This post was written by SEMBA Advisory Board member Rob Morier, Managing Director, Head of North America at Global Evolution.
Institutions and individuals, from the trading desk to the university classroom, are rapidly adopting impact investing. The proliferation of funds and research has been a welcome revolution in the asset management industry. Investors have more options and information available to them than ever before as asset management companies and investors hurry to catch a rising tide of opportunity. As defined by the Global Impact Investing Network (GIIN), impact investments are investments made into companies, organizations, and funds, with the intention to generate social and environmental impact alongside a financial return. While traditional business practices may perpetuate the idea that an organization must choose between doing good and making money, impact investments don’t carry the weight of that trade off, as the intention is to do both.
Although public and private equity markets have been the primary focus for impact investors and asset managers as they set their strategic investment goals pertaining to their mission or value related investments, fixed income has slowly moved from a minor to major player in terms of impact opportunities, despite being a cornerstone of traditional asset allocation models.
Over the past 25 years, most major business schools have added some kind of program focused on sustainability, corporate citizenship, or social entrepreneurship, though they are not integrated into the core DNA of the institution.
The University of Vermont’s Sustainability Entrepreneurship MBA (SEMBA) is unique in that it fundamentally reinvents business education and the MBA degree to address the urgent sustainability challenges we face in the 21st century. The curriculum is focused 100% on sustainable innovation and entrepreneurship. In this webinar, Professor Stuart Hart will describe the design and significance of the SEMBA — a 12 month, AACSB-accredited program focused on developing the next generation of business leaders who will innovate enterprises to move us more rapidly toward a sustainable world. Vinca Krajewski, a SEMBA graduate and currently Associate Brand Manager at Seventh Generation, will describe her experience in the program and how it has uniquely prepared her to be a changemaker for sustainable innovation.
No. 212 Rome Street, in Newark, New Jersey, used to be the address of Grammer, Dempsey & Hudson, a steel-supply company. It was like a lumberyard for steel, which it bought in bulk from distant mills and distributed in smaller amounts, mostly to customers within a hundred-mile radius of Newark. It sold off its assets in 2008 and later shut down. In 2015, a new indoor-agriculture company called AeroFarms leased the property. It had the rusting corrugated-steel exterior torn down and a new building erected on the old frame. Then it filled nearly seventy thousand square feet of floor space with what is called a vertical farm. The building’s ceiling allowed for grow tables to be stacked twelve layers tall, to a height of thirty-six feet, in rows eighty feet long. The vertical farm grows kale, bok choi, watercress, arugula, red-leaf lettuce, mizuna, and other baby salad greens.
The Sustainable Development Goals read like the best-intentioned New Year’s resolutions: End poverty; promote peace and justice; cooperate and partner with others for the greater good; and so on. Makes you wonder if the resolutions will stick.
Yet corporations that have begun to pursue the SDGs see business advantages unfolding that will reap benefits in 2017 and beyond. They are expanding markets, attracting talent and eliminating some risk from operations.
Microsoft, Google, Unilever, Tata, Siemens and others are seeing expanded markets, new recruits and risk reduction. Learn more >>