Coral Vita is an environmental startup with a huge mission: to grow coral and then transplant it back into the ocean as a way to shore up dying reefs. Doing so also helps the communities, industries and nations that depend on healthy reefs for things like food, coastal protection and income.
Through a process called micro-fragmenting, Coral Vita breaks coral into tiny pieces, plants them on coral farms, and then watches as the coral fragments grow at an expedited pace — up to 40 times faster than they would naturally on the ocean floor.
Watch the video above to see how the team from Coral Vita is restoring our reefs, one piece at a time.
Tag: toyota
Fuel Speed Ahead: With Their Latest Offering, Toyota Is Driving Sustainability
In the early ’90s, amid worries about dependence on foreign oil and global warming, the Japanese automaker Toyota mapped out initial plans for two revolutionary vehicles. One was the Prius, the car that arrived on American shores in 2000 and is largely responsible for popularizing hybrids here. (There are now more than 9 million hybrids on the road, globally.) A decade and a half later, the second vehicle is finally making its debut: the Mirai, which launched in California last year, is one of the first hydrogen fuel-cell cars available on the market. The zero-emissions vehicle has long been a goal for Geri Yoza, a 30-year Toyota employee who’s now the national manager of fuel-cell vehicles for the company’s American division. NationSwell spoke to her about the Mirai’s possibilities and Toyota’s next ambitious goal: to green the company by 2050.
First, can you walk me through how the Mirai works?
The vehicle is creating electricity through a chemical reaction in the fuel-cell stack. You fill up with hydrogen at a fueling station, and that combines with oxygen from the air to create electricity on-demand. Basically, you’re stripping off the electrons, and those provide power to the motor. Zero emissions come out of the tailpipe; the only byproduct is water vapor.
Why is this preferable to plugging in for a charge, as the Tesla Model S, Nissan Leaf and Chevrolet Bolt all do?
All-battery electric vehicles typically have a shorter range than fuel-cell vehicles, and they often take several hours to recharge the battery. Batteries can be fairly heavy as well. Whereas, with a hydrogen fuel cell, vehicles have a range of 300 miles or more, and they only take about three to five minutes to fuel up.
The Mirai is currently priced at $57,500, a figure out of reach for most car-buyers. Over the short and long terms, how do you plan to make the car affordable?
Even when a vehicle has a high MSRP, there are incentives out there from both the federal government as well as states. For example, there’s an $8,000 federal tax credit if you purchase a fuel-cell vehicle like the Mirai. In California, there’s a $5,000 rebate that you receive if you’re a resident and you keep the vehicle in service for three years. They’re doing this because they understand that new technology is expensive — after your house, a vehicle is probably your second largest expense. In order to get the market going, sometimes you need these incentives.
Over the long term, if you look at the Prius as an example, we initially had a demographic of early adopters who were very highly educated and earning higher incomes. But as the vehicle was adopted by the mass market, you started to see broader appeal, with a greater range in education and income levels. As advanced-tech vehicles become more widespread, the production costs go down.
What do you tell skeptics who say there are too many obstacles, like a lack of fuel stations, for wide-scale use of hydrogen fuel-cell vehicles?
There’s a challenge there, I will admit, in the infrastructure of fueling. We’re still at the beginning stages for hydrogen fuel-cell vehicle adoption, but we’re making progress. We have 25 retail stations up in California, with more on the way, and Toyota’s working with Air Liquide in bringing a dozen stations to the Northeast next year. Building the fuel-station network will take time. We saw that with all-battery electric cars, it took a while to get the standards and codes together to educate municipalities on the permitting processes for plug-in charging stations. There’s room for both types of zero-emission vehicles, and consumers should be allowed to choose based on their needs and lifestyles.
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Where do we get all this hydrogen from?
Hydrogen fuel can be produced from almost anything, including raw materials like natural gas, water and biomass. For example, right now, the most common way is steam-reformed methane. You take natural gas and apply heat and steam to it. The methane in the natural gas reacts with the water in a chemical process that releases hydrogen. Another way is taking waste from water-treatment plants or landfills and creating hydrogen from biomass. And hydrogen can also be made from water via electrolysis.
Under the Zero Emissions Vehicle program, California requires automakers to sell a certain number of electric cars. How is that regulation affecting the way Toyota does business?
The way it works is that manufacturers get credit for selling all-battery electric cars, plug-in electric hybrids or fuel-cell vehicles. If some manufacturers generate more credits than they need, they can actually sell those to other manufacturers who might not be on the exact same trajectory of zero-emission vehicle product development, if necessary, in order to balance out their portfolio.
In terms of being at the forefront, the regulation has really helped move California toward its zero-emissions goals, but we’re not there yet. We have so many conventional vehicles on the road in the state’s metro areas that it’s really been important to continue reducing our tailpipe carbon-dioxide emissions and other tailpipe pollutants, since they have a negative impact from a public health and quality-of-life standpoint. Now, other states have adopted some of California’s zero-emissions-vehicle standards, and that’s important because it helps promote adoption of these vehicles nationwide.
One of the other big regulations came in 2012, when the Obama administration set a standard that all cars and light trucks must reach 55 miles per gallon by 2025. How do those fuel-economy rules affect whether more consumers go electric?
Across the company, Toyota has a portfolio approach. We don’t have just zero-emission vehicles or efficient hybrids like the Prius, which already has an EPA rating of over 50 mpg. We also have very fuel-efficient internal-combustion vehicles, and we continue to develop new technologies to reduce our emissions, as well as increase fuel economy. Sometimes, it can be a challenge with gasoline costs being as low as they are right now. The market is about 60 percent trucks and SUVs, and one of the reasons is because of the low cost of fuel.
We hear the word “sustainability” batted around, much more than in the past. What does that term mean to you, and why should it be a priority?
Sustainability, to me, goes beyond the vehicle, even beyond manufacturing. How can we benefit society as a good corporate citizen? Within the company, one of the challenges that Toyota has for 2050 is creating vehicles that are zero carbon emissions in manufacturing, putting in systems that promote recycling and optimizing the resources that we have. One example is reusing the hybrid vehicles’ batteries at the end of their life in other ways, like energy storage for solar. There’s a second life. So, we’re looking at those types of solutions.
Sustainability also goes beyond the corporate into the personal. Everybody has a role to play in the decisions that they make, including the cars they choose to drive. It’s important from the next generation’s standpoint. I really do want to leave the world in a better place, environmentally, than when I came into it.
The Standout Efforts That Are Getting Americans Back to Work
After four years as an assistant branch manager at Hudson Valley Bank in Bridgeport, Conn., Dora Coriano was laid off in August 2013, when the bank left the state.
Coriano, who’s 58, soon discovered that finding a new job wasn’t as easy as it had been the last time she’d been unemployed, 15 years prior. “In 1998, you could literally grab a stack of resumes and pound the pavement,” she says. “You went from door to door … you left your resume, you got called, and you got the job.”
A year after losing her position at the bank, and submitting more than 75 job applications, Coriano still hasn’t found full-time work. Instead, she has joined the ranks of the long-term unemployed.
“It’s been really disheartening,” Coriano says. “That’s how I feel — like I’m stuck.”
Despite a dropping unemployment rate, which hit 5.8 percent in October, 9 million people nationwide are like Coriano — stuck without a job.
Across the country, people are working to determine the best way to help those jobseekers find employment. Economists, analysts, policy-makers and not-for-profits are all seeking the antidote to unemployment, so they’re trying out different programs that train or retrain the jobless, help them achieve certifications or land internships.
Several approaches are showing promise. From paid apprenticeships to beefed-up community college programs and public-private partnerships, here’s a look at some of the ways people are getting back to work — including Coriano.
Placing Workers in Apprenticeships
Organizations looking to bridge the gap between job training and job placement are increasingly turning to the apprenticeship model. One of the most successful of these is Apprenticeship Carolina, an initiative of the South Carolina technical college system.
While Apprenticeship Carolina’s main focus is to help businesses that want to expand, says Brad Neese, program director, “a really positive byproduct is that these companies are going to hire South Carolinians.”
Funded by the state, Neese and his crew of consultants help companies to establish apprenticeship programs by connecting them with technical colleges around the state. “We meet with them and discuss the needs of the company,” says Neese. “We personalize the process, and it’s all free.”
So far, it’s working. Apprenticeship Carolina started with 90 companies in 2007. Today, it’s working with more than 700 businesses and over the past seven years has placed almost 11,000 apprentices (in fields ranging from manufacturing to health care).
Seeking Out Trained Talent
While training programs are reaching out to potential employers, some successful programs start the other way around.
In St. Louis, the aircraft company Boeing approached the local community college to set up a 10-week program for would-be assembly mechanics. The class is free for students (paid for by Boeing), and the company hires 87 percent of those who complete it, says Becky Epps, program director.
In Newark, N.J., the Ford Motor Co. sponsored an automotive technical program at the New Community Workforce Development Center. In nine months, students are trained and certified and then placed in jobs through established relationships with Ford, Nissan and Toyota, says the program’s director, Rodney Brutton.
“The placement rate is 60 percent, which is great in this line of work,” he says.
The Ford program helped a mechanic named Tom after he was laid off. Although he had 20 years’ experience, he found he couldn’t get another job without new certifications. All he heard was, “Leave your number and we’ll give you a call.” No one called.
After completing the program, Tom ended up getting 10 certifications, updated his resume and “started hearing from the dealerships,” he says.
Now, he says, he’s making over $25 per hour, and he’s no longer one of the country’s 9 million unemployed workers.
Linking Companies and Community Colleges
Community colleges can play a key role in workforce development. Recognizing that fact, the White House in September announced $450 million in grants to the schools, aimed at improving job training programs.
One popular movement in job training programs, according to Lauren Eyster, a researcher at the Urban Institute, a Washington, D.C. think tank, is to build strong connections with hiring companies, so that trainees can be channeled right into waiting jobs that need their new skills.
Both of these trends are converging at Cape Cod Community College, in West Barnstable, Mass., which won one of the recent federal grants. The school is creating two 12-month programs to train workers to inspect and repair airplanes and airplane engines, in response to the needs of area employers.
“There’s enormous support for this,” says Michael Gross, director of communication. He says the school has letters of support from JetBlue, Delta and Cape Air, which will be looking to hire the first graduates of the program.
Supporting Struggling Students
While community colleges can set people up for new careers, some students have significant obstacles to overcome first, like lack of transportation, child care or money for books.
“The other piece of this is, once you get them into these programs, how do you get them to complete?” says Eyster. “The latest number I saw was only 40 percent of community college students graduate in six years.”
Eyster says some colleges are starting to employ “navigators” to help guide students through school. At the Accelerating Opportunity: Kansas (AO-K) program at Washburn Tech, in Topeka, Kan., students learn technical skills while earning GEDs, with assistance from a navigator provided along the way.
“These students are under-resourced in every way you can imagine,” says Gillian Gabelman, associate dean at Washburn Tech. The navigator helps connect students to social services like child care and veterans benefits.
“The transformation of the students is extraordinary,” Gabelman says. For example, a woman who dropped out of high school to have a baby has been able to go into medicine, and a reformed drug addict went through technical training and is working for a local manufacturer, she says.
Reversing the Snowball of Unemployment
Now Coriano, the unemployed bank worker, may be on a new path to employment, too.
After a year without work, her savings dwindling, Coriano enrolled in a program in Bridgeport called Platform to Employment, aimed specifically at the long-term unemployed, who often face snowballing challenges.
The longer people are out of work, the less attractive they can be to employers and the more discouraged they get. Platform to Employment tries to address both of those challenges with a two-pronged approach.
The first is a full-time five-week course of job preparation classes. “It’s not a job training program,” says Tom Long, vice president of communications and development. “It’s more about taking someone who’s ready to be back at work and helping them improve their confidence and readiness.”
During the course, Coriano and other participants learn how to present their best selves to employers, to develop their “personal brand” and to “conquer their fear about their own limitations,” Long says. They also meet with a behavioral health specialist and learn how to deal with the stress and psychological struggles that come from long-term unemployment.
The second part of the Platform to Employment approach is to place participants in jobs with local employers for a two-month “tryout,” paid for by the program. The try-before-you-buy system allows employers to take a chance on a new employee with no financial risk, since private foundation funding pays for wages.
After a successful pilot program in Bridgeport in 2011, Platform to Employment recently completed a 10-city nationwide expansion. And, with $3.5 million in funding from the Connecticut Legislature, the program is spreading across that state.