Tag: 3BL

Tech and STEM careers have a reputation for being uninclusive of women. According to research from Adeva, a global talent agency focused specifically on placing talent in roles within tech, only 3% of female students report that they would consider a career in technology and women hold just 25% of computing jobs in the overall tech industry.

At this rate, Adeva’s research suggests it will take until the year 2133 to close this gender gap. It’s a laughable timeline that women like Marija Butkovic are working hard to expedite through their work in a niche area of tech primed to bring about change: wearables.

“I was the co-founder of a wearable tech startup and through that experience I learned that the wearable tech space was very heavily filled with men,” she says. “Women were not represented in the space as innovators, investors and as startup founders. So I started Women of Wearables as a very small meetup group. From there, through events and content and collaborations, we have become a community of 20,000-plus members in almost 60 countries now. We come together with the same mission, which is educating people about the latest technological innovations, but also raising awareness and advocating about the need to invest more in female founders and innovators in this space.”

Marija believes that WoW is proof that IoT technology is poised to redefine how we manage our personal health, with women’s issues stepping into the forefront. She says the focus in healthcare is turning towards prevention, and wearables can be the connective tissue between the patient and the doctor. The femtech industry, largely comprised of female founders, innovators, designers and technologists focused on women’s health in the wearable tech space, is jumping on the opportunity.

“There has been a focus on digital health in general and there’s a great intersection between women’s health and wearable technology. Fitbit and Apple introduced their first features for women’s health to their fitness trackers and smartwatches only in 2018 and 2019, respectively. So you can imagine what kind of a data gap that presents, and that’s where all these innovative femtech startups come into this equation because they’re filling the data gap. It’s still very early, but I think what the pandemic has brought us is greater awareness of the use of wearables and the case studies we could do with them and the convenience of using them.”

Whether it’s wearable breast pumps, safety wearables or hardware devices in the fertility space, IoT has shown promise in providing tools that could potentially be used in the battle for equal gender representation, positioning the 5G era to be more progressive and inclusive.

Here Marija shares her insights on the potential of 5G and IoT technology to positively affect women’s spaces, and where there’s still ample room to be filled by the next generation of female tech leaders.

T-Mobile actively works to open up the dialogue on how to support women in tech by spotlighting those who have climbed to the top of their fields, highlighting programs that support female students to explore careers in tech and even create avenues to help women return to their careers after gaps in work. In your opinion, why are the numbers of women in various tech fields still so low?

I’ve seen more and more women studying STEM, which is excellent, however that’s not translated into women actually holding high-ranking STEM positions in different companies. I think the problem is because of a mix of issues women juggle: family, jobs and expensive childcare. I think that very often the problem is also maybe a lack of confidence because women want to tick all the boxes when they’re applying for a job, especially if it’s a senior job role. There have been studies done that show men will apply for a job even if they maybe tick only a percentage of the boxes. It’s why I think that programs like those you mentioned that help women see themselves in their careers and support them are so important. Companies need to ask not only can we attract women who are incredible talents, but keep them and support them along the way.

Also, inclusivity starts right from the job posting. When you see a job post, how is it written? What types of words does it use? Is it using inclusive language and when you are interviewed for the job, who’s interviewing you? Are women interviewing you or men interviewing you? And finally, how inclusive is the company is in terms of employee benefits. What we have seen at WoW is a lot of companies now are introducing all sorts of women’s health benefits, such as fertility support like IVF, which I think is excellent. It’s not only about attracting diverse talent, it’s about retaining the talent.

Also what we have learned at WoW is sometimes you have to grab women’s attention early to get them interested in STEM. You have to be very creative in how you present career opportunities to women and see those role models. You cannot be what you cannot see. So, I hope that we can really highlight more female role models, especially in senior positions in these companies, and show that you don’t always need to have a degree from Harvard or Stanford to get there. There are women who don’t have that, and they have still succeeded. That’s precisely the woman we have to highlight.

What are some of the innovative wearable products you’re looking at now that aim to find new answers to common women’s issues?

There’s a real boom in the femtech space around fertility devices. I think of things like Natural Cycles, which just announced a collaboration with Samsung. I think that’s incredibly positive for the ecosystem because their solution will be embedded into Samsung’s Galaxy watches. There are devices being made that you can use for your pelvic health by doing pelvic floor exercising. We have a community member at WoW that I’ve written about that has a belt for osteoporosis that’s been proven with its regular vibration improves the density of your bones, which is incredibly important for women going through menopause.

One thing I will note is the wearable space is growing, and while women’s issues like fertility and pregnancy are massive areas for innovation right now, we haven’t seen enough innovation in wearables for non-reproductive health issues. Most people still see the femtech industry as a reproductive industry, but we have to focus on many other areas that don’t view women solely as reproductive machines. We need innovations around autoimmune diseases, cardiovascular, food and nutrition, mental health, Alzheimer’s and dementia.

How important have the advancements in our connectivity with 5G been to help these innovations come about?

Incredibly important. I think that we cannot see the ecosystem thrive until we bring all the key stakeholders together. One part of that community are big tech companies like T-Mobile because they’re building the infrastructure. You can have the most amazing device, but if you don’t have the base infrastructure on which your device will run, what’s it all for? 5G is especially important because of how it will contribute to easier use and the potential to interconnect of many of your devices together. I dream of a future where if I have a smart fitness tracker, I have a smartwatch, I have all sorts of different devices, we can all sync them up and they can all be interconnected and work together, and we can all benefit from these devices without needing to use maybe all the devices from the same brand. That would be amazing, because that brings more opportunity for an average user and for widespread adoption for all women.

Are you a woman who has taken a break from work and is looking to return to a career in tech? Take a look at T-Mobile’s Returnship Program, which creates a system of mentorship and support for those interested in various tech positions. Apply here.

Our Environment, Health, Safety and Sustainability (EHS&S) Function is leveraging digital technologies to make exciting improvements in areas such as safety and sustainability. This work, which is taking place in locations such as our Zhangjiagang Site in China, exemplifies how Team Dow is challenging the status quo, embracing innovation and ingenuity to Imagine Better for the next 125 years and beyond. This EHS&S Innovation Center is a portal into the future of safety and sustainable innovations.

THE CHALLENGE

Safety training falls short on “realness”

Safety training has historically lacked real life application, relying too heavily on slides and video without providing physical explorations of scenarios that require critical and quick thinking. In addition, the available learning technology has created challenges in ensuring understanding of the nuances between existing safety and sustainability standards and the guidelines governing them when issues play out in real-life.

With the recent integration of our EHS&S function and the growing importance of digital and sustainability initiatives, it is more important than ever for Dow’s digital strategy to be integrated into its safety practices to close these gaps and decrease risks.

THE SOLUTION

Bringing digital solutions to safety training and innovation

At our Zhangjiagang site, we have developed an interactive digital space for safety training that aligns with the EHS&S digital strategy. This site shows how digital innovations contribute to our workplace safety and future ambitions – to better protect our people and our planet.

The site is equipped with a range of systems and products, including a Virtual Reality (VR) system that allows trainees to simulate fire grounds, height hazards and confined spaces and learn how to respond to emergencies with real-time guidelines. The innovation center showcases how drones and pipe crawlers can assist in inspections in inaccessible spaces, and camera modules that illustrate safety hazards while protecting ourselves and others.

The EHS&S site is also equipped with a monitoring screen that provides real-time data on the impact of Dow’s operations on the environment, from the incinerator operation process to energy consumption and carbon emissions.

What’s more, the site’s floor is made of recycled sneaker soles, serving as reminder of what can be accomplished when we Imagine Better.

How does digitalization contribute to a safer, more sustainable future?

The value of the EHS&S Innovation Center at the Zhangjiagang Site is in the interactive solutions we are developing that show how both Team Dow and its visitors can experience safety and sustainability training with real-life simulations. The applications and experiences at this site can help governments and visitors improve the efficiency of their safety trainings and feel inspired towards a path of the future. This site empowers us to share our future ambitions in enhancing the efficiency of safety training through the prioritization of digital technology utilization – one where collective innovation can thrive, where our people and planet are connected, our work prioritizes the safety and wellbeing of both.

Learn more about Dow’s EHS&S Function here

Schneider Electric

Collaboration enhances Schneider’s market-leading, AI-enabled software and sustainability consulting services with Avarni’s global supply chain data set and AI-driven analytics to help the companies accelerate their Scope 3 decarbonization efforts for clients

LOUISVILLE, Ky., March 8, 2023 /3BL Media/ –Schneider Electric, the global leader in the digital transformation of automation, energy management, and sustainability and Avarni, a carbon management platform helping companies quickly understand their value chain emissions exposure, have announced a new collaboration to accelerate decarbonization across the value chain.

The scale of a company’s footprint beyond their operations is significantly higher, with CDP estimating Scope 3 emissions to be 11 times greater than a company’s direct footprint. As a result, corporations are increasingly pursuing Scope 3 emission reduction targets in response to the rising legislative and investor pressures to act on climate change. However, the quantification and reduction of emissions beyond Scope 1 and 2 has been difficult for many organizations due to the complexities of extracting data and insights from the value chain. The reliance on technologies that accurately track and assess Scope 3 data has now become critical to organizations to reach decarbonization targets.

Under the new global partnership, Schneider Electric and Avarni will pair their leading-edge technologies to help clients understand, report, and forecast the Scope 3 footprint of value chains, accelerating the availability of quality data to drive better decisions and increase impact. Schneider Electric clients will benefit from Avarni’s digital AI capabilities and emissions insights, delivered via Schneider Electric’s award-winning EcoStruxure™ Resource Advisor software. The combination of these technologies, paired with Schneider’s global value chain decarbonization consulting services, will improve the quality and accessibility of Scope 3 and value chain data specifically, helping companies understand their complete climate exposure to set actionable targets for emissions reductions.

“While much of the decarbonization focus has been on Scope 1 and Scope 2 operational reductions, addressing Scope 3 emissions has become an increasing priority for organizations globally. As a result, companies are seeking to understand the impact of Scope 3 emissions on their ability to reach net zero and address the complex footprint of their value chain,” said Tony Yammine, Avarni CEO and Co-Founder. “A tangible solution is required, which is why we couldn’t think of a better partner than Schneider Electric to fundamentally change how organizations process their Scope 3 footprint to address value chain decarbonization.”

The combined approach will give companies access to tangible insights, encouraging faster and more comprehensive decarbonization program development and engagement strategies, and helping corporations build greater supplier capacity for environmental impact while improving business outcomes.

“Decarbonizing a global value chain is a significant undertaking that impacts enterprise companies and their partners, creating new challenges and expectations for both parties,” said Steve Wilhite, President for Schneider Electric’s Sustainability Business. “Schneider Electric is proud to be a trusted advisor to many organizations that are tackling this challenge, and we are pleased to collaborate with Avarni on pragmatic digital solutions that will accelerate the Scope 3 decarbonization pathway: from data aggregation, to commitment, to action.”

Schneider Electric is a recognized provider of comprehensive value chain decarbonization services. The company was the first to develop programs to aggregate renewable energy demand in the supply chain through its ground-breaking partnership with Walmart (the Walmart GPPA program) and is also committed to the decarbonization of its own value chain. The company has pledged to achieve net zero emissions across the value chain by 2050 and in 2021, launched its Zero Carbon Project, a program to help its top 1000 suppliers reduce emissions 50 percent by 2025.

Visit Schneider Electric and Avarni to learn more.

About Schneider Electric 

Schneider’s purpose is to empower all to make the most of our energy and resources, bridging progress and sustainability for all. We call this Life Is On.

Our mission is to be your digital partner for Sustainability and Efficiency.

We drive digital transformation by integrating world-leading process and energy technologies, end-point to cloud connecting products, controls, software and services, across the entire lifecycle, enabling integrated company management, for homes, buildings, data centres, infrastructure and industries. We are the most local of global companies. We are advocates of open standards and partnership ecosystems that are passionate about our shared Meaningful Purpose, Inclusive and Empowered values.

www.se.com 

About Avarni

Avarni is a carbon emissions management platform that helps organisations move from net zero commitment to action as quickly as possible. Driven by AI and the power of a global supplier network, Avarni improves measurement, hotspot identification, and planning, to help companies quickly understand and address their emissions exposure. Avarni has analyzed more than $100bn in corporate spending data and 150 million tons of CO2e in supply chains.

https://www.avarni.co/

Schneider Electric Media Relations – Shannon Davies, Phone: 919-208-6892; shannonlappin.davies@se.com

PR agency for Schneider Electric – Dylan Martinez; Phone: 703-727-2732; Dylan.Martinez@teamlewis.com

PR agency for Avarni – Courtney Phelps; Phone: +61 452663095; courtneyphelps@slingstone.com

“In collaboration with a growing number of organizations, we’re addressing disparities that historically have made it difficult for underserved communities to access the care and resources they need to experience better health outcomes.”

Ruth Clements

Vice President and General Manager, Infectious Diseases and Immunology and Leader of Q4HE

Q4HE supports local, regional, and state programs to help engage under-resourced communities, providing educational programs to promote lifelong healthy behaviors, including:

American Diabetes Association (ADA)—for Project Power: a free, at-home, online experience consisting of lessons and activities for children and their families; helps support youth at risk for type 2 diabetes, promoting healthy habits, nutrition education, increased physical activity, and family involvement

Sesame Workshop—serves children and families in rural and urban environments to promote healthy behaviors and child well-being

Cooking Matters—supports a Connecticut-based community nutrition, health, and wellness program focused on reducing obesity and its related health risks

Healthy NewsWorks (HNW)—empowers elementary and middle-school students to advocate for health literacy through school-based journalism programs

Primary Care of Southwest Georgia—provides support for a second school-based clinic and a van to expand health services for rural communities in southwest Georgia

The Social and Health Research Center (SAHRC)— facilitates expansion by digitizing the Bienestar/NEEMA Coordinated School Health Program, an evidenced-based curriculum designed to educate and engage children in underserved populations in positive behaviors to reduce the health risks of obesity, diabetes, respiratory ailments, and other predisposing conditions

The Green Bronx Machine—expands an innovative program that provides hands-on classroom learning through agriculture. Students and teachers grow vegetables using the plant-cultivation method known as aeroponics in which roots are positioned to hang suspended in the air as nutrients are delivered via a fine mist. The system lends itself to lessons in multiple subjects including science, math, and language arts, and the food grown is used in school nutrition programs

Read more

MEMPHIS, Tenn., March 8, 2023 /3BL Media/ – Once again, International Paper (NYSE: IP) and Always® are celebrating International Women’s Day by teaming up to address period poverty – an issue facing more than 500 million women and girls globally.

Period poverty is the lack of access to adequate menstrual health management supplies and education. It’s an issue that leads to a number of problems like school truancy, reproductive issues, health risks and unnecessary shame.

In 2022, IP and Procter & Gamble’s Always® brand joined forces to expand awareness and impact by hosting 45 packing events and distributing 25,000 kits across U.S. and non-U.S. locations. This resulted in more than 600,000 units of product being made available to women and girls who need them most.

IP was honored with an inaugural award from The American Forest & Paper Association (AF&PA) for Diversity, Equity and Inclusion for this intitiaive.

International Paper and Always will team up together again in 2023 and thanks again to a generous donation from Always, International Paper volunteers will hold more than 40 FemCare packing events at facilities across the company to provide feminine care products donated by Always . These kits will be distributed to schools and other organizations in packaging donated by International Paper to communities across the globe.

“At International Paper, we strongly believe in empowering girls and women,” says Clay Ellis, senior vice president, Global Cellulose Fibers. “I want to thank Always for their continued partnership and express my immense gratitude for our IP team members for being a force for good in our communities. When girls and women have access to the products and resources they need each month, there’s nothing they can’t accomplish.”

This collaboration between International Paper and Always aims to raise awareness and address the impacts of period poverty felt by girls and women around the world. It is essential to have an equal playing field and the time is now to #endperiodpoverty.

About International Paper 
International Paper (NYSE: IP) is a global producer of planet-friendly packaging, pulp and other fiber-based products, and one of North America’s largest recyclers. Headquartered in Memphis, Tenn., we employ approximately 39,000 colleagues globally who are committed to creating what’s next. We serve customers worldwide, with manufacturing operations in North America, Latin America, North Africa and Europe. Net sales for 2022 were $21.2 billion. Additional information can be found by visiting InternationalPaper.com.

Few people can say they’ve been with the same company since graduating college 30+ years ago. Forester and Resource Land Manager Terri Hall is one of those people.

“Rayonier was my first permanent job after graduating from college. I started working for Rayonier in 1989 in the old Chandlery Building in downtown Fernandina. At that time, it was known as ITT Rayonier, Corporate was in Connecticut and the timberlands were primarily in Florida and Georgia.”

Today, Rayonier’s timberlands span across the Southeast from South Carolina to Texas, and in Washington and Oregon in the Pacific Northwest as well as forests in New Zealand.

Terri soon found her home in Rayonier’s Florida Resource Unit, our team based in Rayonier’s southernmost forests in Florida.

“I started in Technical Services, then worked for the Florida region as a timber sales forester. Since 1992, I have had 5 different job titles but my office for all of them has been right here at the Bradford Forest Office.”

If that isn’t extraordinary enough, her boss has been with her for the span of her career. Rick Piagno, a colleague who eventually became her boss in 1996, is still her boss and Resource Unit Leader today.

“So I’ve had the same boss for 26 years and have worked for the same company for 32 years!” she chuckled.

Forging a career path all her own

Many foresters have a family background in the profession or some previous experience, but not Terri. She chose this career based on her own goals and objectives.

“I had no experience and no family background, I just wanted a job that was not going to be boring. I didn’t want to be stuck behind a desk all day long, and I wanted variety in my line of work. I definitely have variety. We always say: don’t make too hard of plans because every morning things are likely to change.”

Terri studied hard to earn her forestry education. She holds a Bachelors and Masters degree from Auburn University. Yet, she still encounters many misconceptions about her field of expertise.

“When I say I’m a forester, people think I sit in a fire tower. So I get to explain all that’s involved, from site management to seed selection, planting, disease control, working with loggers, fire fighting, sampling and statistics. People don’t realize all that goes into the education and daily work of it all.”

Terri began when few women worked directly in the field

Terri says it never concerned her that she was one of only a few women foresters. Nor did it motivate her to approach her job or make career decisions any differently.

“When I went to school there were 3 other women in my forestry classes. When I began working I think there was — I don’t really pay attention to this — no, there were not any other field women when I came. Then a couple more did come on but most of them did not stay in the field, they went into specialized things like technical services, GIS or research. I don’t know of many who were actually in forest management.

“I’ve never had a problem though. The nice thing about forestry is everyone is so great. Whether it’s Rayonier employees, contractors, loggers or employees with the Florida Forest Service, everyone’s just good, down-to-earth people. I’ve loved every minute of it. Honestly, unless somebody pointed out that I was one of the only women around, I never paid attention to it.”

A day in life of this Rayonier forester

In December 2021, when Rayonier employee Robert Hall shadowed Terri for a day and took the photos included in this story, she and her team were dealing with seasonal planting. She began her day in the field supervising planting and taking plots.

“In this picture, I’m laying out my pole to measure it for the correct length for a 35th-acre plot. I then swing the pole and count the seedlings on the plot.”

Terri has to count the number of trees to ensure the contractor is planting the correct density. “Planting compliance is complicated. Planting density can be affected by so many factors including bedding width, quality of the site prep and weather conditions. Really, the only thing a planter can control is how far apart the trees are in the bed.”

Back at the office, there are forest fire maps to review and analyze

“We do a lot of work looking at fire protection and things we can do to reduce fire danger, especially in Florida. Sometimes that’s through release work, in which we chemically spray under the trees to reduce competition. You create a map of all the stands to show what areas need a reduction in fire danger. After evaluating the map, we make plans for the coming year to do activities in these high risk areas such as mowing or spraying to mitigate the danger.”

Next, it’s on to timber sales — of which Terri has 21 pending for Bradford County

This involves checking in on and meeting with the loggers every 10 days to make sure harvesting is going according to plan.

“When I go out there, my biggest concerns are: stumps being low and trees being cut to the right top diameter so they’re getting proper utilization of the trees. Also, I check that the roads are not being torn up, no oil spills, that the right area’s being cut — you’d be surprised what can happen! — and that they only use our designated crossings. Since it rains a lot in Florida and we’re so close to the water table, we’re also very concerned about soil disturbance and wood not being left on the ground.”

“So I go to the field every week to check on the loggers and walk the timber sale area, making sure they haven’t messed up any sites, channels or roads and ensure they have what they need. I try to maintain a good working relationship with the loggers where they feel free to call and tell me what they need whether it is road work, additional tickets or clarification of the sale area.”

Now, she moves on to overseeing planting and nursery inventory

“Whenever the planting crew works on my forests, I give them maps showing the planting area, number of acres, species to be planted, the seed lot number and the trees per acre to be planted. One of the most challenging things about planting season is getting the seedlings from the nursery to the field when the planters need them. It is a huge coordinated effort when the forests in different states are all planting at once and getting their trees from our one nursery in Elberta, Alabama.”

The seedlings are delivered in refrigerated vans which are left on-site. When that inventory runs low, it’s up to Terri to ensure they have a new van of seedlings on the way so planting isn’t interrupted or delayed.

With the seedlings taken care of, Terri checks on the health of the larger tree stands

No matter how well you plan, cultivate and care for them, some trees are bound to experience pest pressure and/or disease. A regular part of Terri’s work includes evaluating trees for early signs of trouble.

“When you find a spot in a stand where the pine needles are turning red, you look for evidence like pitch tubes, popcorn or sawdust to try and identify the forest pest. Once you figure out the pest, you have to decide on a course of action. For example, if it’s southern pine beetle, we know that pest travels fast! So you might have to cut them down plus create a buffer around them to capture the red, dead and dying. This creates a buffer to protect the healthy trees. So when we see dead spots we have to look at them and see what’s going on.”

This level of consistent observation is critical to preserving and maintaining healthy forests and wildlife habitats.

What Terri loves most about being a forester

Terri’s love and passion for her work comes through in everything she does. Here’s what she loves most about her job. 

“Some of it has to do with the actual work and some of it has to do with the management. I enjoy the freedom and the responsibility, I’m free to make decisions and I’ve been given a lot of responsibility. I appreciate the trust that’s involved. I like the challenge because we’re always looking for better ways to do this and solutions for the problems that come up. I especially like having an area that’s mine to manage.

“I love that I have the whole spectrum. From the time I put the seedling in the ground to the time the loggers cut it. I choose the seedlings for each stand, I determine whether the stand gets some intermediate treatment, and I’m the one who’s out there helping to protect it either through fire fighting or pest management.

“Another thing I like about my job is how we’re structured. There’s a lot of accountability. If I don’t make sure the logger got it right then I’m going to hear it from the site prep guy. If I don’t ensure that the site prep is right, I am going to hear it from the planting contractor. I’m in charge of the whole rotation. Also, I oversee planning of road work in preparation for new timber sales so just about anything that happens, it’s my responsibility…and I like that.”

Terri adds: “I’ll tell you a secret, the Florida Resource Unit is the best. We have a great time together, we really do!”

Lenovo’s commitment to responsible and more sustainable innovation is fueled by a greater purpose to provide smarter technology for all.

Here’s a compelling reason to design a product that solves a problem – even if it starts as just for a select group of people: You might create something that benefits everyone. My favorite example of this is the creation of a digital tool that we can sometimes take for granted – email.

Vint Cerf is one of the “fathers of the Internet.” He is also hard of hearing. Life in the early days of networked electronic mail, what we now call email, was very different from today. Its development with Vint’s help meant a boon for diminishing the effects of deafness by replacing uncertain voice calls over long distances with the clarity of text. No more straining to hear over the phone.

People with and without hearing impairments benefit from email, making it a fine example of innovation driven by inclusive product design. It’s no wonder email is still one of the most popular communication channels in the business world today. The internet is undeniably a transformative technology, spurring countless innovations like email that have changed how most people all over the world live and work. Just think of all the TV/streaming viewers that now benefit from subtitles even if they’re not d/Deaf or hard of hearing.

A few Lenovo PC examples come to mind, such as, by adding haptic feedback to signal device notifications and auditory feedback for mute and lock keys, our users no longer have to merely rely on visual cues which benefit everyone, not just the visually impaired.

Diversity and Inclusion Increase Innovation

If you embed diversity, especially disability perspectives, into the design of your products and solutions, you can increase innovation and build empathy with your customers.

Ensuring diversity, equity, and inclusion (DE&I) are embedded in your product design and development process requires organizational discipline and a customer-centric culture. At Lenovo, we introduced this discipline through the creation of the Product Diversity Office (PDO).

To help everyone understand how a ‘product diversity’ authority, such as the PDO, can help you put diversity at the heart of any design process, I chatted with my colleague Ada Lopez, who manages our PDO.

Lenovo’s Product Diversity Office (PDO) Promotes Inclusive Product Design

Dilip: Hello, Ada. How would you describe the mission of Lenovo’s PDO and the role it plays?

Ada: Hi Dilip. Quite simply, the mission of Lenovo’s PDO is to ensure the products we develop are usable for a diverse customer base. In practice, this means identifying and minimizing any bias inherent in a product. We’re constantly pushing development teams to design ‘for all’ without leaving groups behind.

Dilip: How can bias manifest in a product?

Ada: A simple example is a keyboard. People with a visual impairment value a consistent keyboard layout because they know from continual use and muscle memory where the keys are located. If a new keyboard is developed that changes the layout, we introduce bias by excluding users with a visual impairment who will struggle to adapt to the new layout.

Dilip: How does Lenovo’s PDO identify or minimize biases in product development?

Ada: We seek feedback from as diverse a group of users as possible, even early in the product development process. We also undertake in-depth user research projects to help developers and designers increase the accessibility of Lenovo products.

Dilip: I know the PDO, in partnership with our Insights team, recently performed research to help us better understand how people with Visual Impairment (VI) use technology for work, learning, and day-to-day tasks. What insights did you gain from that research?

Ada: Some of our key insights were with respect to how some individuals with VI rely on multiple types of devices to aid them with their visual impairments. Portability and affordability are important for users who work and/or learn in different locations. While displays were more important to low vision users versus those with central vision loss, smartphones were considered by all to be more accessible than their computers. Voice command and talk-back were also the most desired features for an ideal device.

Dilip: What user experience (UX) design recommendations can we glean from this research?

Ada: Some of our UX recommendations for inclusive products for the VI community are enlarging print and adding more tactile bumps on keyboards like the ThinkPad’s signature TrackPoint button, building advanced voice-command features into our technology, and designing for portability.

Dilip: User research is invaluable. However, it takes considerable time and planning to do it right. What if our product teams want to explore a new idea before user research commences? How do they know their idea does not exclude anyone before anything is created?

Ada: Excellent questions. When our product teams begin the exploration stage, they must complete a self-assessment form to determine if the technology they plan to implement is deemed “high-risk” for those with specific needs.

Dilip: What are examples of “high-risk” technologies from a diversity and inclusion perspective?

Ada: High-risk technologies include AI algorithms, facial recognition, voice input, new interfaces, or anything mounted on the head and body, such as headphones, AR glasses, and wearables. Bias can creep into these categories because they tend to rely on uniform experiences rather than diversity of experience.

Dilip: Obviously there is potential for these high-risk technologies to benefit all users. How does the PDO guide their development after self-assessment?

Ada: Once a self-assessment form is completed by a product team, it is presented to Lenovo PDO’s Diversity by Design Review Board which is made up of executives. The review board decides if the product has had sufficient testing. If not, the PDO Research team conducts additional research (by moderating user testing and in-person interviews, etc). Findings and recommendations are then shared with the product team. This includes any required remediation plan.

Our Users Benefit from Our Diversity by Design Discipline – As Do Employees

Dilip: So, planning and research early on is preferable to trying to ‘fix’ something afterward?

Ada: Yes. You really can’t retrofit the accessibility of a product; for companies to avoid pitfalls and ensure regulatory compliance, diversity assessments must come at the beginning of the innovation process at the concept stage. That’s why the User Experience (UX) team invests in the training of its designers on how to effectively engage with development teams upfront so that it becomes instinctual to question each anticipated feature, such as: How closely it aligns with the Lenovo brand and company mission? Can it be developed cost-effectively? Is there a need? Who would (or could) benefit from this feature?

Dilip: How would you respond to the idea that being disciplined about “Diversity by Design” limits innovation?

Ada: Research supports that organizations that cultivate inclusivity are 6x more likely to be innovative and agile and 8x more likely to achieve better business outcomes. So not only is it the ‘right’ thing to do as a corporate citizen, but it makes good business sense when 70% of Millennials and Gen Z are more likely to choose one brand over another if it demonstrates inclusion and diversity via its promotions, products, and solutions.†

Dilip: Those are encouraging statistics. It’s a testament that our PDO is focused on making diversity and inclusion a design feature rather than an afterthought.

Ada: Yes, and from a marketing perspective, Millennials and Gen Z represent the largest group of consumers, and at least 2.2 billion people worldwide have some sort of visual impairment.† Just so many people are impacted by a disability or know someone who is; it’s a reason why employees are passionate about engaging with Lenovo’s Product Diversity Office. Just take the PDO’s innovation process that started by crowdsourcing ideas through a Call to Action posted online and in our internal newsletter. Employees from across the company submitted inclusive ideas/concepts into our annual PDO Showcase that we then workshopped and vetted with our Employees Resource Groups (ERGs) for cultural sensitivity.

Dilip: You mentioned employees, since customer experience (CX) and employee experience (EX) are closely related, how is Lenovo making strides for a stronger inclusion of diverse people, including those with disabilities, in our own workforce?

Ada: Lenovo’s diverse team of people and offices means greater collaboration and sharing across abilities, borders, gender, age, and backgrounds. This is a value proposition that attracts the best talent to work at Lenovo. Lenovo believes if you create an environment and a company culture built on respect for people, it fosters best practices in every sector including taking tangible actions to achieve disability inclusion and equality. In our annual Lenovo Listens employee engagement survey, employees share their perspectives on how we’re doing with inclusion and productivity measures at the company.

I think it’s important to keep in mind that any initiative the PDO introduces is to ensure technology contributes to an inclusive future. When you center diversity in your design process, you’ll come up with new solutions that benefit both people with disabilities and people without, as well as both customers and employees. Inclusive solutions benefit the entire community.

Dilip: Great point. What’s next for Lenovo’s PDO?

Lenovo’s 3-Year Diversity by Design Goal

Ada: The PDO is researching ways to support people with hearing impairments or loss. It’s only by truly understanding their experiences, can we better educate product teams on how they might address these challenges with innovations, such as hearing-assisted technology and new sign language applications.

Dilip: Lenovo’s vision is to deliver “Smarter Technology for All.” The “all” part of that vision only happens with an increased focus on diversity, equity, and inclusion in the product design process. Does our PDO have a defined goal or target in mind to help Lenovo realize our “Smarter Technology for All” vision?

Ada: Yes. By 2025, Lenovo’s goal is to have 75% of its products vetted for inclusion by design experts to ensure our products meet the needs of people from all backgrounds and abilities. With just three years to meet this goal, we have a considerable amount of work ahead of us. I’m optimistic and excited that we can help the whole organization implement the Diversity by Design Process, so we all reach this goal together.

Dilip: We have learned a great deal from Lenovo’s product diversity journey. Ada, what are five things companies should do to create their own version of a PDO?

Ada: First, answer this question: What specific problem is my company trying to solve? This will be organization specific. 
Second, dig a bit deeper and identify the diversity issues that put your company at risk. Obviously, these take priority. 
Third, work with key stakeholders to set clear, objective, and measurable goals and KPIs. Also, establish a steering committee to stay on track and hold yourself accountable. 
Fourth, obtain support from your executive team, which provides both the visibility and credibility to do your work. Executive sponsors are also vital to secure funding and validate your efforts. 
Fifth, ask for volunteers from across your organization to identify high-risk issues and build a company-wide commitment to Diversity, Equity, and Inclusion (DEI) issues.

Dilip: Thank you, Ada, for your time and the work our PDO does to develop the inclusive technology which supports our diverse customers around the world.
 

Sources:

Deloitte: https://www2.deloitte.com/us/en/insights/deloitte-review/issue-22/diversity-and-inclusion-at-work-eight-powerful-truths.htmlForbes: https://www.forbes.com/sites/nathanpeart/2020/04/07/as-millennials-and-gen-z-become-more-brand-conscious-how-will-professional-services-adapt/Talent statistics: Lenovo & Intel Research – D&I in The Workplace, 2020

A version of this story first appeared on LinkedIn.

Originally published on HBI Sustains.com

HanesBrands partnered with Atrium Health Wake Forest Baptist Hospital, WakeECHO Global Ophthalmology and Hospital del Ojo Club de Leones Fraternidad in San Pedro Sula to perform cataract surgeries and corneal transplants.

The project, funded by HBI, supported a specialized medical team of 13 doctors and nurses to facilitate almost 200 life-changing procedures for Honduran patients, some of them HBI associates and their families. Eleven patients received corneal transplants. Honduras has no organ bank, so the brigade is critical for these patients.

“It is important that our involvement in this brigade went beyond financial assistance,” said Alma Ariño, Corporate Social Responsibility Manager for HanesBrands in Honduras. “Sixty HBI associates volunteered their time to help with logistics, translate for the patients and offer comfort to people about to undergo surgery.”

The team at WakeECHO has a 25-year history of leading eye surgery brigades, overcoming barriers to provide quality surgical and clinical eye care to the developing world.

“We were so happy to partner with HanesBrands on this project,” said Kyle Coffey, Doctor of Osteopathic Medicine and Founding CEO of WakeECHO Global Ophthalmology. “Hanes has the manpower, profile and local knowledge to reach many more people and improve many more lives.”

“We had a young, married man with three children, including seven-year-old twins,” Alma said. “He lost his eyesight due to diabetes and was completely blind for four months, not knowing how to navigate the world; he was terrified to move and felt stuck in a black hole. Then, only a day after the procedure, he could see again. We feel honored to help change his life and the life of his family.”

This mission is a part of our ambitious goal to improve the lives of 10 million people by 2030.

HBI has been proud to operate in Honduras for over 30 years, employing more than 5,000 associates.

Check out the video above to learn more.

The Cincinnati Women’s Business Resource Group led an enterprise International Women’s Day celebration from 9 a.m. – 11:45 a.m. on March 2. International Women’s Day will be celebrated this year on March 8.

This year’s theme is #EmbraceEquity. According to InternationalWomensDay.com, “The aim of the IWD’s 2023 #EmbraceEquity campaign theme is to get the world talking about why equal opportunities aren’t enough. People start from different places, so true inclusion and belonging require equitable action.”

The Fifth Third event featured a keynote address by Denisha Porter, executive director of All-In Cincinnati, a racial equity coalition working to dismantle racial inequities in five priority areas of health, housing, education, economic mobility and justice with a goal to uplift and advance Black women in Hamilton County, Ohio.

Remarking on the importance of International Women’s Day, Ms. Porter said, “Truly, we can change the world only when we lean on each other, when we act in unison and when we lift each other up. Your victory is my victory, and my victory is your victory. But your pain is also my pain, and my pain is also your pain. This is true for every woman in our lives. It’s true for our mothers. It’s true for our daughters, granddaughters, sisters, girlfriends, colleagues, neighbors, sorority sisters, nieces, aunts and industry peers. This is even true for our workplace rival, for the cousin that gets under our skin and even for the local leader whose decisions we may not understand. We are all still part of the sisterhood; their victory and their pains are ours.”

Following the keynote, Liz Osborne, chief audit executive at Fifth Third Bank, moderated a panel discussion with Janice Liebenberg, vice president, equitable arts advancement at ArtsWave; Dr. Odayme Quesada, medical director of The Christ Hospital Women’s Heart Center; and Ashley Solomon, clinical psychologist and founder of the Galia Collaborative.

Attendees of the event also took part in a community service project with Missing Maps, an open, collaborative project in which individuals can help to map areas where humanitarian organizations are trying to meet the needs of people who live at risk of disasters and crises. Using an easy, online tool to trace buildings, waterways and roads over satellite images, mappers can put entire communities on the maps in just one afternoon.

Nearly 5,000 Fifth Third employees participate in one or more of the Bank’s BRGs, all of which focus on employee development, community involvement and business innovation. The Bank’s BRGs include African American; Asian & Pacific Islander; Individuals with Disabilities; Latino; LGBTQ+; Military; Sustainability; Women’s; and Young Professionals.

As part of an innovative energy-savings partnership, Rockwell Automation (NYSE:ROK) technologies are helping to reduce emissions and deliver substantial annual energy savings at the Sibanye-Stillwater Driefontein mines in South Africa.

Ventilation in underground mining is critical but uses a lot of energy. Energy Drive, an energy specialist headquartered in Durban, South Africa, used Rockwell drive technologies to help its customer, Sibanye-Stillwater, improve and accelerate the energy efficiency of its mine ventilation systems.

Using Rockwell’s PowerFlex® 6000T variable frequency drives to control and reduce fan speeds, Energy Drive delivered an average of 62% in energy savings in the first shaft and 48% in the second. The two upgraded shafts have been operational for nearly a year, and they’ll soon commission a third shaft.

The new efficiencies—which have delivered annual energy savings of more than 55 GWh—will help Sibanye-Stillwater address some core goals of its ESG activities and deliver a total energy saving of about 360 GWh over the term of the contract – equivalent to removing 5,000 South African homes from the grid every month. It will save 379,000 tons of carbon over the period, while significantly reducing water and coal consumption.

“Ultimately, what we do is deliver energy savings and with that, we deliver carbon reduction,” said James Hynd, CEO of Energy Drive. “If you think about our offering, it’s supporting and partnering around delivering sustainability for clients to achieve their targets. It’s the right thing to do and for that to be achieved at not just low cost, but at a net savings is quite significant.”

Addressing the partnership between Energy Drive and Rockwell Automation, Tom O’Reilly, Rockwell’s vice president of Sustainability noted, “We share a common vision to provide the most efficient and sustainable solutions for customers and the environment. We are excited to address the rapidly growing needs of our customers with this energy savings as a service partnership model, to help them on their journey to greater sustainability and achieving net zero.”

Watch the video and learn more here. Read more about the Rockwell Automation and Energy Drive partnership, and their Energy Savings as a Service business model in this press release.

Rockwell Automation recently published its 2022 Sustainability Report. Learn more about how this provider of industrial automation and digital transformation solutions is helping to enable sustainability for manufacturers worldwide. Read the report.