This category includes articles about Corporate Social Responsibility (CSR), typically including donations to or other support for nonprofit organizations.
This category includes articles about Corporate Social Responsibility (CSR), typically including donations to or other support for nonprofit organizations.
As the weeklong Fathom impact cruise to the Dominican Republic wrapped up, I grabbed my phone and sat down with some of the passengers to get their reactions to the experience.
Everyone was thrilled to have participated and most agreed that they had been changed by the experience.
Ten-year-old Sofia Kaufman joyfully explains with remarkable accuracy the process for recycling paper. Watching her would make almost anyone want to try it.
Peggy Cooley said the “Concrete floor [project], that was awesome.”
Michaelyn Pouncey vividly described her experience slogging through the muck and mud of the marsh to plant mangrove trees as the highlight of her trip.
Romaine Purdy tearfully described how the experience of tutoring students in English completely changed her thinking. Having come to on the cruise to see what she’d be selling as a travel agent, she found herself moved by the “looks in their eyes” and “knowing you were making a difference in their lives.”
Christopher Donaldson explained how helping the women of rePapel to produce more paper in a few hours than they customarily make alone in a week gave him a sense of the impact of the program on their lives.
Ray Ann Havasy noted that the Dominicans were surprised that “we were so willing to help.”
Ten-year-old Lola Hurst said, “I just feel like I make a huge impact on their work and really helped someone.”
The travelers also recognized that the trip had impacted them. Peggy and Ray Ann both reacted to the Dominicans being happy with relatively modest resources.
Michael Matti noted that the experience caused him to think more deeply about serving others.
Friday, the final day in port here in the Dominican Republic on the Fathom cruise, I volunteered with an organization known as rePapel, which makes recycled artisanal paper and other crafts. This was in many ways more fun and interesting than my past activities.
We arrived to the most enthusiastic greeting of the week as the women who own and operate the rePapel cooperative sang and danced as we arrived at the site. Speaking of the site, it is a modest home with about 1,000 square feet of space. The cooperative could not afford such a lavish site but with the help of Fathom, they were able to secure the home.
The group of about 35 volunteers was split into two groups, one of which was assigned to begin work supporting the production of recycled paper while the others of us, the group I was in, went to start work on crafts.
The women make crafts to sell. Ship’s passengers aid in the production of the crafts. That is, under their direction we make stuff that they sell—in no small measure—to us. It is quite a system really. No longer are these artisans required to actually do the labor involved in making their goods that they sell to us, instead they coach us to do it. We then are invited to buy the goods we “helped” to produce.
We worked through several crafting stations, including one where we made hot pads and napkin rings, another where we made jewelry and another where we made candles. I made some real progress on a napkin ring in my ten-minute shift at that workstation. I also nearly glue-gunned my fingers together. At one point afterward as I picked flaking white material from my fingertips, I wondered aloud if that was glue or dead skin from the burns.
At the jewelry station, I strung coffee beans and framboyan seeds in a five to one pattern that had been started by a prior volunteer at the station. Progress on the necklace was slow and I left it unfinished for the next volunteer to continue. The exercise was reminiscent of elementary school and I was relieved not to have been graded on my work.
In the candle room, I really excelled. The paraffin was hot and ready to pour. We simply took turns pouring the liquid, colored and scented wax into small glass bottles of the sort used for baby food. We then dropped a wick on a metal stem into the jars and propped it against a stick laid across the top of the jar to keep it approximately straight up.
After a short snack break, the two teams swapped places and our team was assigned to the recycled paper production. This is where the real magic happened.
My shift began at the end of the process where I used a pipe to press the nearly finished sheet between two sheets of heavy fabric to both smooth the heavy paper and dry it. Once inspected by one of the women in the cooperative, the paper was approved as complete and placed in finished goods inventory. I was a pretty good paper presser, but I was working alongside a fellow who was literally twice my size and he could press the paper at twice my pace. I felt rather inadequate.
Then, I rotated to the front end of the process tearing paper into small pieces about eight inches square. The first part of the assignment was to tear off pieces of the white paper I was assigned that had no ink on it. Once the paper that was left was all covered with print, we tore that into pieces. The clean and printed pieces were dropped into separate bins to serve as the primary ingredients in paper. As to my performance at this task, let’s just say I tore it up.
From there, I was invited to operate the blender. At the instruction of my coach, I scooped some liquid containing paper that had been torn into tinier pieces and run through a washing process and poured it into the blender. Then, we ran the blender for two minutes and poured the resulting puree of paper into a tray. I repeated this step a second time, but performed less well, overfilling the blender, require the coach to guide me through some remediation to remove some of the liquid. Once back on track, I operated the blender successfully and poured the puree into the tray.
Next, I got to make the paper! This part is pretty cool. Using a pair of frames, one a flat board about two inches larger than the piece of paper and another that is a frame of exactly the same size with a screen mounted inside. Holding the two tightly together, the frames are dipped in the tray of paper puree and sloshed around a bit like trying to get some of the good stuff in the soup up off the bottom and into the ladle.
Then we drain the water slowly out of the frame and the puree settles into the screen. Once the water is completely drained, the frame with the screen is lifted, leaving the form of a piece of paper. That is carefully transferred to a board on which it will dry. After drying for a time (I have no idea how long) each sheet is pressed, as I’d done at the beginning of my shift.
The women reported that we completed about 250 sheets of people during our combined group’s shift.
Before volunteering, my only idea about recycled paper was from the many commercial applications I’d seen, from napkins to the paper I use in my printer. As I visited with other volunteers, I learned that, due to its unique textures and colors, artisanal recycled paper sells at quite a premium, sometimes up to $2 per sheet for use in arts and crafts.
Clearly, with the help of volunteer labor and a captive group of customers (the same group of people), rePapel is on its way to scaling up a trifecta of impact: social, environmental and economic.
It is hard to believe that we’ve crossed off five days of a week on the Fathom impact cruise to the Dominican Republic. Today was the third day of impact activities in country and tomorrow will be the last, with this ship leaving port—with or without the passengers at 2:00 tomorrow.
Today, Gail, my wife, and I joined a group doing English mentoring in the community rather than in a school as we did yesterday. This turned out to be even more fun—and, I hope, more impactful.
A bus took us out to a community called Monterico, a village on the outskirts of Puerto Plata, the primary city here in the Northern part of the country. The ride was relatively short as compared with yesterday’s trip, giving us more opportunity to actually spend with people in the community.
Our time there was split into three sections. First, at a local community center we were led through a 20-minute introductory session, meeting with representatives from the homes we were to visit. We divided into small groups, each with one or two locals. From there, we walked a few blocks to the homes of the people we were to visit.
Mayelin was our host and she led us to her home where there were about eight people ready to learn English. Most had participated in a session the day before. Continuity was established with notebooks in which we could write notes not only to the student but more importantly to the next English mentor.
Gail, who speaks only a few words of Spanish, taught Mayelin herself and Miguelina, a neighbor. For Gail, this brought back pleasant memories of her 25-year teaching career. She enjoyed creating interactions between the girls, allowing them to teach each other—something she views as being more effective than teaching them herself. She felt that both girls learned something during our hour with them.
Miguelina did not have a notebook, suggesting that she had not been part of the program from the beginning—yesterday. Given the basic level of English we were doing, that represented no problem. It wasn’t clear to us, however, if she would be added formally to the program.
While Gail was teaching Mayelin and Miguelina, I worked with Miguelina’s grandmother Vicenta. She was an impressive student. While she didn’t pick up the language as quickly as the kids, she had a wonderful attention span—she made me jealous. Without having trained her adult attention span to expect new stimulation every few seconds by having a life dominated by competing screens, she was able to focus intently for the entire hour we spent together.
Today, we all focused on teaching the alphabet. Vicenta was able to master about half of the letters during our time together. She won’t likely progress at the same rate as the teenagers because of the difficulty of language learning at her—well, our—age. The system with the notebooks seems to anticipate and allow for those disparities, meaning that she should get the patient help she needs.
As I reflect on this program after a single exposure to it, it does some to have great potential. My biggest remaining concern is that meaningful English skills, that is those that will lead to meaningfully improved educational opportunities will require much more than the basic program contained in the 10-lesson program book. A few basic phrases, no matter how fully mastered, will not allow someone to qualify for employment in a public-facing role in the tourist industry—the best sorts of jobs in the community, especially now that Carnival has developed Amber Cove as a destination for its ships across all of its cruise lines.
Today, day 4 of the Fathom impact cruise to the Dominican Republic, brings us to the crescendo of service and the peak of excitement for the trip. Today was the first full day in port, giving everyone on board an opportunity to tackle one service project or another. (See yesterday’s post for a summary of the options.)
Gail, my wife, and I volunteered to teach English to school children. We loaded buses at 8:00 AM for a surprisingly long ride—nearly 90 minutes—up into the mountains to an area called Cupay. There we arrived at a small school called “Centro Educativo Isabel Meyreles” with about 280 students. We visited the fourth grade class.
To begin, they welcomed us with a song and dance. Of course, we felt honored by that.
Then, we were issued English training books that we’d been trained to use on Monday and began mentoring.
In a quick and random match up, I was paired with Nathalie, a delightful little girl who already knew some English and proudly told me that her father spoke five languages, including English.
We had fun reviewing basic phrases like “Hello. My name is Nathalie.” She helped me design a simple matching game with flash cards to help her learn a dozen different responses to “How are you?”
As we worked, however, I noticed that was frequently being distracted by the two blonde 10-year-old boys who were part of the mentoring team. They were teaching students about their own age at the same table. For some mysterious reason, Nathalie was more interested in the boys next door.
Over the course of nearly an hour, we did make some real progress. She learned some new words, master pronunciation of others that were already familiar and practiced greetings and polite responses. It was fun for me and seemed to be a break from the routine for her to have a funny-looking, middle-aged American drop into her classroom to provide an hour of mentoring.
As I reflect on the impact of the day and the potential impact of the program across the months and years that it is intended to run, I see tremendous impact.
The students will have regular opportunities to practice language skills at an age when their minds have a natural facility with language and as such will be likely to actually learn English.
In addition, the activity gives ship’s passengers the opportunity to use a skill—their English—in a way that not only serves the community but does so in a way that the community can’t on its own.
The passengers are native English speakers and the teachers are not. Our volunteering doesn’t supplant the role of a teacher, but it does enhance the teacher’s ability to help the students learn English. No losers, only winners!
This model for service off the ship strikes me as a great one for expansion and application to other regions of the world where native English speakers like to cruise.
Today we arrived in the Dominican Republic and began our work as volunteers.
Less than 48 hours after sailing from Miami, we arrived in Amber Cove, a recently redeveloped port not used by cruise ships in three decades. The port is simple, intentionally quaint and sufficiently modern.
Before arriving, we had another opportunity for training this morning. We reviewed Dominican history, culture and key traveler tips. The session was fun, with much of the session set up as games. The interactive format ensured that we all earned something. Don’t get me wrong, we won’t get college credit for this training, but we came away with a basic understanding of the country.
Upon docking, we were invited to a welcoming party celebrating the opening of the new port and the arrival of the first ship. Tara Russell, Fathom’s president, and Arnold Donald, Carnival’s President and CEO, welcomed the first passengers and thanked the local community for its support. A number of local dignitaries were present and the mayor of Puerto Plata, the nearby city.
Following the ceremony, we were off to impact activities. There were several to choose from:
Each person was invited to sign up for three activities during the four days here in port. I cheated and signed up for four, one each day. The various projects and activities are all supported by two major, local nonprofits. Entrena was founded by a young American and his Dominican wife, John and Sobeya Seibel, after his stint in the Peace Corps in 1982. Instituto Dominicano de Desarrollo Integral, Inc. (almost always referred to as IDDI, pronounced like Edie) is a large nonprofit with six social and environmental missions.
Note that the cruise also offers traditional cruise excursions like zip lines and tours, but they are not included in the price of the cruise, whereas the impact activities are.
For today, I had signed up for the Reforestation and Nursery project. While not as deforested as Haiti, which is almost entirely deforested, the Dominican Republic is largely deforested and the country is working to reverse that. There are a variety of differences between Haiti and the Dominican Republic that make reforestation possible here and more difficult on the other side of the island, principally the use of wood and charcoal as cooking fuel in Haiti, which is less common on this side.
As we were the first regular participants (training and investigative groups have been doing preliminary work for some months) there were no trees ready for us to plant so our task was to plant seeds and seedlings in small bags that would serve as temporary pots for the nursery. In two to five months the trees will be ready to plant in their permanent homes. By cultivating the seedlings in the nursery, the plants are given a 50/50 chance of surviving, they facilitators explained.
As a group of about 60 people, we were allocated four hours for the project. We left the port at 2:00 and returned at 6:04, almost perfectly on schedule.
We did virtually all of our project work in about one hour. In that time, we planted seeds or seedlings for 1,373 trees:
Following the one hour of work, we took a break, had some light snacks and water. We followed that with a guided hike through the rainforest to help us gain some perspective on the reforestation work that we were initiating.
The pace of the work and the hike were similar, set to the capability of the weakest and slowest among us. For most, that made the afternoon rather light work and generally enjoyable.
For some of us who are passionate about driving impact, we found ourselves wondering—sometimes out loud—about the impact we’d had.
Ultimately, it is clear that if we’d each given $50 to IDDI, the organization could have hired a team to do more planting than we’d done. That said, the IDDI staff staunchly defended the model, emphasizing the value to them of having us come.
If we simply consider the alternative of cruising to Amber Cove to lay on the beach and compare that to the project we completed, it becomes clear that this does have a social benefit that has the potential to be meaningful. We put two groups of people together from significantly different cultures and worked closely together—not especially hard nor for very long—but we got to know each other in a personal way that would have been unlikely—if not impossible—on the beach. And of course, laying on the beach, no reforestation would have happened at all.
Perhaps the cruise isn’t so much about the help we give or the difference we make in the lives of the Dominicans but about the connections we make and the differences we make in our own lives.
Today was the second day of the Fathom impact cruise to the Dominican Republic. It was an “at sea” day that on a traditional cruise would be spent entirely at rest. Not on a Fathom cruise. An at sea day is just time to prepare for the service we’ll be doing later in the week.
First, each passenger was provided with a cohort and invited to attend an orientation with the cohort. This isn’t a “how to find your life preserver” sort of training, rather it is a session on developing empathy—not sympathy—for the people we serve, helping us to see them as human beings with the same passions we have.
Following the orientation, we got training in providing instruction in English as a second language. While my wife has a teaching degree with a certificate in teaching English as a second language, the rest of us did not and were quite pleased to get some preparation. We were, among other things, assured that we speak English well enough to be of help to students who speak virtually none. That was encouraging!
In the afternoon, we had optional advanced training based on Ashoka’s training built around the “Humans of New York” blog, again teaching us how to feel empathy for other people. The exercise involved getting us to listen deeply and thoughtfully to strangers—other passengers—so that we could really get to know them quickly.
These trainings were great reminders of things I’ve been taught effectively by the guests on my show over the past three years. We all fall into the trap of seeing a person not so much as a human being but as a caricature of the person they are. We look at outside manifestations of people, their hair color and style, the clothes they wear, their age, and we make decisions and judgments. We stop seeing individuals and drop people neatly into the categories we have in our minds for them: old, young, uneducated, elitist, religious, intellectual, etc. All nonsense.
Today, members of the media on the cruise were invited to a briefing with Fathom President Tara Russell and Carnival CEO and President Arnold Donald (Carnival owns Fathom). They are an impressive pair of leaders. They handled the press well, fielding questions from across the spectrum of interests from seasoned travel writers to impact folks like me.
This evening, we had dinner in the elite sea food specialty restaurant on board. Again, we got to spend time with Tara and Arnold. It is great to see them come together on this project. Tara doesn’t have a long history with cruising; her career has been in the impact space. Arnold, on the other hand, is the CEO of the world’s largest cruise line and he’s handed over a ship to someone in whom he has obvious confidence and with whom he shares a sense of purpose and passion.
At dinner, one of the other journalists on the trip commented that the day had been “stressful.” I asked why and he reminded me of the workshops we’d attended (separately). His point was that the sessions had taken him outside of his comfort zone. It was great evidence that this cruise is not like any other cruise you or I have ever been on. While no one mistakes this cruise with a day at the office, the mood aboard the ship is one of preparation, not relaxation.
Fathom, a new cruise line owned by Carnival, got underway this week with its inaugural cruise. This isn’t your ordinary cruise; it is voluntourism writ large. With approximately 750 passengers on board, the MV Adonia will arrive at Amber Cove every other week bringing a small army of volunteers. For the inaugural cruise, Fathom invited a few journalists along, including me.
We set sail Sunday, April 17, 2017 about 4:00 PM from Miami headed to our single destination, Amber Cove, near Puerto Plata, a city founded by Christopher Columbus before 1500.
Passengers will have nearly four days for volunteering and fun, arriving on Tuesday afternoon and leaving for Miami on Friday afternoon. This approach also gives passengers an opportunity to spend time in the city in the evening, a rare feature on cruises (typically, cruise ships sail at night to be in a different port most days of a trip).
One of the first signs that this cruise would be different was the set of “fair trade” toiletries we found in the bathroom. Fathom is working to ensure that there is integrity in the effort to do good on this trip.
This evening, Fathom’s President Tara Russell hosted a small group of journalists at her table, giving us an opportunity to get to know her better. We also met her family members who are traveling with her.
I first connected with Tara after my wife told me about Fathom nearly a year ago. Tara appeared on the Your Mark on the World show in an episode produced for Forbes here.
Tara is passionately committed to driving real impact, but recognizes the need for the business to be profitable without stealing passengers from other Carnival cruise lines.
One of the strategic ideas for Fathom was that by incorporating service they might attract younger passengers, including more Millennials, who hadn’t cruised before; it seems to be working. No longer in my forties, I am certainly among the older set on this cruise. Tara, who is about 40, appears to be about the median age of the passengers. During the muster drill the crew asked who had not cruised before and nearly every hand went up.
Aaron Hurst, the social entrepreneur CEO and Founder of Imperative and author of The Purpose Economy is on board. In fact, a copy of his book was waiting in our stateroom when we boarded.
The ship is full of socially-minded, good people and I’m looking forward to meeting them with hopes of telling their stories.
This week, I will do my best to provide a report on the activities each day. Internet access in the Caribbean is dicey so be patient if you don’t see a report.
This post was originally produced for Forbes.
Dr. Julian Maha founded KultureCity about three years ago, shortly after his son was diagnosed with autism. The diagnosing physician, Maha says, told him his son would likely have to be institutionalized. Motivated by that challenge, Maha set out to create a nonprofit that would actually drive greater impact in the lives of those affected by autism.
Maha really believes he is completely reinventing the model for nonprofits. Last year, Microsoft MSFT +1.03% launched Windows 10 with the #UpgradeYourWorld campaign I covered here. KultureCity was one of ten nonprofits recognized by Microsoft as part of that campaign, suggesting that Maha has created something different from typical nonprofits.
Maha asserts that the innovations he’s implementing at KultureCity make him “a true social entrepreneur.” He says, “ We are on a mission to fundamentally change the culture of how autism is viewed by society and to show the world that these individuals not only have potential but the means to achieve that potential.”
One of the key innovations that Maha has created is a diversity of revenue sources. He identifies seven different revenue sources:
While it is clear that you could describe each of these as being a form of donation, there are seven distinct strategies for these donations.
KultureCity generated almost $500,000 of revenue last year, more than double the $183,000 it reported in 2014. The organization raised only $20,000 in 2013, its first year of operations.
There is a lot of work to do, Maha acknowledges. “For instance, work environments are not optimized for their success, and the culture is one that limits them because of their diagnosis. We are trying to change that by inspiring the community to see their potential and also to give the right tools to autistic individuals to help them not only succeed but be accepted fully by society.”
Maha sees the reinvention of the nonprofit model as being key. “The biggest challenge is to help society understand that the traditional nonprofit model is broken and in dire need of revitalization. Nonprofits need to be judged on their impact and also their ability to empower the populations that they serve. In addition, nonprofits also need to utilize their resources in a way that maximize impact and decreases organizational overhead.”
KultureCity’s social media presence suggest the company is playing above its weight, that is it may be having more impact than its revenues suggest it would. As of this writing it has almost 33,000 Twitter followers and 41,000 likes on Facebook, significantly larger numbers than most nonprofits of their scale in my experience covering the space.
Maha never loses sight of the fact that his purpose isn’t to remake nonprofits for its own sake, but rather to change the world for people with autism, giving them a “chance at a brighter future.”
On Thursday, April 7, 2016 at noon Eastern, Maha will join me for a live discussion about his innovations in nonprofit management and the impact that is having on his constituency of people affected by autism. Tune in here then to watch the interview live. Post questions in the comments below or tweet questions before the interview to @devindthorpe.
This post was originally produced for Forbes.
Qualtrics, a 2002 startup that since raised a total of $220 million in venture capital in 2012 and 2014 and considered by many to be a unicorn, recently made a $1 million donation to the Huntsman HUN -3.80% Cancer Institute.
While Qualtrics isn’t a social venture, it is interesting to see such an entrepreneurial company embrace corporate social responsibility so enthusiastically.
CEO and cofounder, Ryan Smith, says, “Everyone has been impacted by cancer in one way or another – whether they have fought it or they have a friend or loved one who is fighting. Our goal is to eradicate cancer from the face of the earth. We are honored to partner with Huntsman Cancer Institute to raise funds for cancer research — research that is changing the way cancer is treated, diagnosed, and fought.”
The company didn’t stop with its $1 million donation; that is just the beginning, Smith explains.
Qualtrics and Huntsman Cancer Institute partnered to launch Five for the Fight, a campaign inviting everyone, everywhere to give $5 to the fight against cancer and then to invite five of their friends to do the same. People write on their hand the name of someone who has fought cancer and pledge their $5 to the fight in honor of that person. They then post a photo or video to social media using the hashtag #fiveforthefight, tagging the five friends they are challenging to join the fight against cancer. They then head to fiveforthefight.com to donate.
Smith added that the donation was presented to Huntsman at the annual Insight Summit in Salt Lake City last week, where Nobel Prize-winning scientist Dr. Mario Capecchi joined Smith on stage to present the check to Peter Huntsman of the Huntsman Cancer Foundation.
Smith is serious, it seems, about curing cancer. “When cancer is eradicated, the world will be a very different place. When we look around and see how many children have lost a parent to cancer, or parents who have lost a child to this dread disease or people who have lost a spouse … the list goes on and on. With so many people fighting cancer and so many more impacted by it, we are eager to help in any way we can to support the amazing research being done to fight cancer and to find a cure for it,” he concludes.
On Thursday, February 25, 2016 at 4:00 Eastern, Smith will join me here for a live discussion about Qualtrics’ #fiveforthefight CSR campaign. Tune in here then to watch the interview live. Post questions in the comments below or tweet questions before the interview to @devindthorpe.
More about Qualtrics:
Qualtrics is a rapidly growing software-as-a-service company and the provider of the world’s leading enterprise survey platform. More than 8,500 enterprises worldwide, including half of the Fortune 100 and 99 of the top 100 business schools rely on Qualtrics technology. Our solutions make it fast and easy to capture customer, employee, and market insights in one place. These insights help our clients make informed, data-driven business decisions. Global enterprises, academic institutions, and government agencies use Qualtrics to collect, analyze, and act on voice of the customer, customer satisfaction, employee engagement, 360-degree reviews, brand, market, product concept, and employee feedback. To learn more, and for a free account, please visit qualtrics.com.
Ryan Smith co-founded Qualtrics in 2002 with the goal of making sophisticated research simple. As CEO, he has grown the company from a basement startup to one of the fastest-growing technology companies in the world. Qualtrics has more than 8,500 enterprise customers including half of the Fortune 100, 1,600 colleges and universities worldwide, and 99 of the top 100 business schools. In 2012, Qualtrics received a $70 million investment from Accel Partners and Sequoia Capital, the largest-ever joint investment by these two firms. Additional funding was secured in 2014 to support the company’s continued product innovation and rapid international expansion. Insight Venture Partners led this $150 million round of new investment, with significant participation from original investors, Accel Partners and Sequoia Capital.
Ryan was named one of Forbes’ “America’s Most Promising CEOs Under 35” for 2013, is a frequent contributor to The Wall Street Journal and has been featured in Fortune, Forbes, Harvard Business Review, Fast Company, Inc., The New York Times, TechCrunch and USA Today. He has also appeared on CNBC, Bloomberg TV and FOX Business. Ryan is sought after for his business acumen and as such is a frequent guest lecturer at Brigham Young University’s Marriott School of Business and Stanford University’s Graduate School of Business.
This post was originally produced for Forbes.
CES, that is, nerd heaven, 2016 just wrapped in Vegas. Over 6,000 members of the media attended. More than 170,000 people were at the event that covered over 2 million square feet of exhibition space. It was huge.
Now, I want you to imagine cleaning up that mess. Think about all the waste going to the landfill. My eco-friends are crying as they think about the environmental impact.
This is where Jeff Chase , V.P. of Sustainability for Freeman, the event planning organization that supports CES for the Consumer Technology Association, enters the picture. Chase explains, “Working with CTA, Freeman helped to create and manage a waste/recycling plan to help reduce the footprint of the event. Working with several recycling vendors and partners of the Las Vegas Convention Center and the Sands Expo Center we help find new ways to reduce the amount of items going to the landfill by working on an awareness campaign to exhibitors on how to reuse or repurpose left over materials.”
Chase says they even found ways to benefit local charities with their environmental programs. “Furniture, flooring, fixtures and building materials were all given to several different charities,” he says.
Some of the milestones reported this year include recycling half a million square feet of carpet, up 70 percent from the previous year. The balance over 1.1 million square feet was reused. Almost 28,000 square feet of vinyl banner materials were repurposed into tarps, hockey rink liners and outdoor movie screens.
The effort extended community-wide. “The Consumer Technology Assocation held a wonderful E-Waste program on Sunday at the Las Vegas convention center for the local residences to bring their old electronics to be recycled. This is the first year to offer this service and will continue next year,” Chase says.
On Thursday, January 14, 2015 at 3:00 Eastern, Chase will join me here for a live discussion about the efforts to reduce the environmental impact of CES. Tune in here then to watch the interview live. Post questions in the comments below or tweet questions before the interview to @devindthorpe.
More about Freeman:
Founded in 1927, Freeman is the leading global partner for integrated experiential marketing solutions for live engagements including expositions, conventions, corporate events, and exhibits. Headquartered in Dallas, with over 70 offices in North America and the U.K., Freeman produces more than 4,300 expositions annually, including 135 of the 250 largest U.S. trade shows, and 11,000 other events worldwide. Customer-driven, Freeman offers a total package of solutions, with a scope of products and services unmatched by the competition. An employee-owned company, Freeman places an emphasis on respect for people and providing unparalleled customer service. Freeman has received numerous trade show industry awards for excellence in leadership, creative design, community service, innovation and customer-driven partnerships.
Jeff has been a passionate driving force on many sides of the trade show / event industry for 28 years. He spend his first 5 years as a General Services Contractor working in Nashville/Washington DC, and then got a job in California to take the position of Show Director for one of the largest tradeshows in the industry, and over the next 8 years he helped grow that show in the United States and launched it in Europe and Asia. Then he started his own event production agency which he ran successfully for 10 years and worked with clients such as eBay EBAY -4.00%, PayPal, Visa, Google and many others, then sold it to FreemanXP, the premier Experiential Marketing Agency. His current focus and passion is working as the Vice President of Sustainability. He works closely with many Fortune 100 companies like McDonalds, Oracle, Salesforce, SAP, and Autodesk to help them meet their goals for green/sustainable events. He serves on the Board of Directors for the Green Meetings Industry Council (GMIC)