Sam Lakha, Manager, Volans Outreach.
Trashbergs, photovoltaic tress and houses made of water bottles? What else would you expect to see in Venice?
Social business models have found a new platform … the Venice Biennale! The major theme of the Biennale changes from year to year and the focus in 2008 is architecture and space.
I expected to be dazzled by a buffet of cultural treats on my recent visit to this international arts mega fair, and was pleasantly impressed by the number of exhibits which highlighted social and environmental solutions to some of the biggest issues facing our planet.
Some of the more provocative displays included painted images of ‘Trashbergs’ – giant mountains of garbage that collect in the ocean.
Another interesting concept which stuck in my mind, from the Italian pavilion, was an exhibit which modelled various scenes of dystopia, including one where most natural plan life had been replaced by photovoltaic trees.
The future-forward German pavilion was definitely a highlight. As a self-proclaimed social business model junky, I had to be dragged out of the room that assembled innovative ideas on how to reuse waste. One idea was to create water bottles that when stacked up together could create housing. Brilliant!
Another involved reusing fabric from clothing to create funky furniture. Nothing terribly new about this idea, except that they have been really well designed and are surprisingly comfortable.
The Dutch pavilion was fairly text heavy, but focussed on sustainable cities and the mega environmental meeting in Copenhagen next year. In addition to a black room with the full text of the Kyoto Protocol there were some interesting essays on the future of cities. Check out the link to the Ecotopia exhibit at www.sustainablecities.dk.
I’m still not sure what to make of a forest of trees that were hooked up to drips in one of the exhibits…but all in all it was a compelling afternoon in Venice.
The address for this blog entry is: http://www.volans.com/2008/10/trashbergs-photovoltaic-tress-and-houses-made-of-water-bottles-what-else-would-you-expect-to-see-in-venice/.
- Charmian LoveRed-Redemption- Games People Play
Many interesting social entrepreneurs drop by the Volans office in London and in these disruptive times of financial crisis it is especially heartening to hear their stories and appreciate the change that is already taking place.
So this week Charmian and I were delighted to welcome Gobion and Hannah from Red Redemption .
Red Redemption is a gaming company with a twist. They build socially conscious and ethical games. They were founded in 2000 and recently one of their games that they developed for the BBC, called the Climate Challenge, won the European Green IT awards 2008. Many of us at Volans have played the games hosted on their website and we are intrigued by the concept of using online games to raise awareness on social issues.
After we settled comfortably on our huge red sofas, Gobion explained more about Red Redemption - the culture, their business model, current alliances with Publishers and a few funny success stories of converting climate sceptics. Hannah delved into giving us an understanding on designing of the games and the science behind it.
As we heard more we began to grasp how the interactive environment of a socially conscious game can not only expand player’s understanding of complex developmental issues but also expose hidden biases. With the rising awareness about socially conscious games Red Redemption has big plans for the future and they are definitely a social enterprise to watch!
We couldn’t resist but ask if the crunch had affected them? Surprisingly the answer was ‘no’, and things were actually better. Gobion explained that before the crunch investors could invest in, say, the housing market, do nothing and still make a return. In the current climate investors need to be smarter and look at alternate investments. Thus opportunities are emerging for profitable social enterprises such as Red Redemption that have a working business model.
The address for this blog entry is: http://www.volans.com/2008/10/red-redemption-games-people-play/.
- Smita SircarBlog Action Day:The Vision of Dr. V – Harbinger of a “New Economy” – Madurai, India
On the surface, India is quite frightening. It has a population of 1 billion and growing- most of them living in squalor. Raw sewage flows through many streets and traffic is so chaotic that getting into a car is a death defying act. Yet India is touted as the frontier of the new economy, and on this trip I understood again why this is so.
It is not because of its pioneering ICT service industry. Rather, India is home to some of the most innovative business models that showcase what our “new economy” should be based upon – a combination of markets and values where the latter take precedence. As we search our way out of the present global economic mess, we would do well to examine business models that seek to do more than pad the pockets of company managers and faceless shareholders.
Take the example of Aravind Eye Care Hospital where I just spent several days this week. Aravind’s efficiency and cost effectiveness astounded the investors with me on this trip, – who were amused to learn that its operational model is based on McDonalds. But Aravind isn’t about making hamburgers all over the world – it is about giving sight to the blind. Aravind’s productivity is staggering. On a daily basis, 6,000 outpatients come to its 5 hospitals and every day it performs 850 to 1,000 sight restoring surgeries. It reaches out to the reluctant vision impaired through its screening eye camps, examining 1,500 people a day and transporting 300 of them to the hospital for surgery. And it runs classes for 100 residents and fellow and 300 technicians and administrators. All in a day’s work.
But the most amazing aspect of Aravind is that 55% of its patients receive their eye care – including examinations, diagnosis, surgeries, hospitalization and follow up – for free. Another 22% receive these services at a highly subsidized rate. The remaining 30% pay about US$1 per consultation and have their choice of accommodations, much like what airlines do in offering first, business and economy class. First class rooms go for US$3 a day, the other two for $1.50 and $1 a day, respectively. Surgery for paying clients is between $110 and $240, depending on the nature of the surgery. To give a point of comparison, it costs Aravind about $10 to conduct a cataract operation. It costs hospitals in the US about $1,650 to do the same.
One of the reasons Aravind has managed to keep costs down is its creation in 1992 of Aurolab, a pioneering initiative that produces high quality, low costs intraocular lenses, sutures, surgical instruments and eye-care related pharmaceuticals. How affordable? Aurolab has reinvented pricing, bringing the cost of IOLs, for example, from US$ 150 to US$2, creating pressure on mainstream pharma to reduce its prices. Aurolab today has ISO 9001 certification, US FDA approval and CE Mark certification and exports to 120 countries.
Since its inception to 2007, Aravind has performed over 3 million vision restoring operations – and despite the fact that 70% pay nothing or next to nothing, the hospital has a gross margin of 40%, freeing it of donor dependency for expansion and R & D costs.
The above paragraphs describe Aravind’s astounding efficiency. Yet what makes it an illustration of what a “new” economy could look like is its humanity. Its founder, Dr. Venkataswamy (Dr. V), did not set out to run a profit-maximizing business. He set out to restore sight to the blind. A deeply spiritual man, his leadership began with the pursuit of self-knowledge and a vision bigger than what defines present day corporations. The question that propelled him was “How can my work make me a better human being and make a better world?” If only corporate leaders on Wall Street could ask the same question.
Dr. V died in 2006 at the age of 86. Aravind started as an eye care service with 11 beds. Today it has grown to a chain of hospitals in India. How does it maintain its quality and keep attracting paying patients who cross subsidize the poor? Aravind does not provide a “product”. It provides a caring and complete service to rich and poor alike. Its founder’s impact is evidenced through his colleagues – young and young at heart - whose deep commitment and humanity are underpinned by the belief that to those to whom much is given, much is expected.
The address for this blog entry is: http://www.volans.com/2008/10/the-vision-of-dr-v-harbinger-of-a-new-economy-madurai-india/.
- Pamela HartiganVolans Connects - Cambodia - Hagar International
I’ve just completed a two-day planning trip for a Volans Connects engagement in Phnom Penh, Cambodia. This engagement will involve a major multi-national professional services firm (name withheld for confidentiality reasons) and Hagar International, a social enterprise that serves the needs of women and children who have backgrounds of violence, abuse and trafficking.
This professional services firm has over the past 3 years operated a senior management training program that includes components of personal development and service learning. This firm has previously engaged with governments and charities on the service learning front. The participants of this program, being senior members of the firm, wanted to identify service projects that could more comprehensively utilize their skill level. Volans was brought in to help create a program that will allow this firm to partner with a social organization that could meet this goal. It was also important that the social organization had the ability to “grow with the program”, and the professional services firm was looking for a 3-5 year partnership. This was when we connected Hagar International with the firm.
Hagar started operations in Cambodia in 1994, and has since created an ecosystem of social businesses in the Catering, Nutrition and Garment manufacturing sectors that serve to provide skills training and employment for the women and children in Hagar’s social programs, as well as to channel profits back to sustain those programs. With its track record in Cambodia, Hagar is currently embarking on a bold initiative to expand operations to Vietnam, Laos, Afghanistan and Mumbai. A for-profit enterprise which undergoes a similar international expansion program would typically bring on professional and advisory services to address the various financial, legal, IT and accounting needs of its operations. Being a social enterprise, Hagar does not have the luxury of acquiring the full range of these costly but critical services. We felt that Hagar and the professional services firm had highly complementary objectives, and started working to bring both parties together.
Over the past 2 days, representatives from the professional services firm, Hagar and Volans met to discuss what a joint partnership program could look like. There will be a team of senior staff from the firm arriving in Phnom Penh towards the end of the year and they will be working closely with various Hagar social businesses to provide advisory input into Hagar’s current operations as well as the regional expansion.
Of particular interest is the newly formed Hagar Social Enterprise Group, which will be based in Singapore. With Hagar engaging in a range of social businesses around Asia, there is a need to consolidate administrative and oversight functions into a single holding entity. This holding entity will also serve to consolidate all financial activity, where the collective surpluses from all social businesses can be aggregated and then channeled to Hagar Singapore, a charity entity based in Singapore. These funds will then be distributed to the various Hagar social programs around Asia. The professional services team will thus be working with Hagar’s senior management to put together an effective structure to manage the governance, financial and legal aspects for the Hagar Social Enterprise Group.
Volans is privileged to be part of shaping the future direction for Hagar, and to create robust models for addressing the thorny issues of gender equality and dignity. More updates to follow when we move into the implementation phase of this Volans Connects project.
The address for this blog entry is: http://www.volans.com/2008/10/volans-connects-cambodia-hagar-international/.
- Kevin TeoCan We Green the White House?
As I pushed my cycle through the front door last night after arriving back late from Volans, Elaine asked me whether I wanted to watch Simon Schama on BBC - the first programme in a new series on the Future of America. We proceeded to do so and it proved to be the most extraordinarily powerful indictment of a particular style of development that has pushed much of the US economy ever-closer to water scarcity, just as pioneers like John Wesley Powell warned that it would.
The spooky thought I was left with after watching the programme - and on the back of work I have been in recent days, going back to my interest in the late 1960s in the waves theories of economists Nikolai Kondratiev and Joseph Schumpeter - was that maybe we stand on the threshold of a depressive era, as Kondratiev’s theory would suggest, with climate change-related issues representing the next decade’s version of the American Dustbowl tragedy.
In an email a week or so ago, Bill Drayton of Ashoka noted that the Great Depression spawned many of the social and financial institutions that we now take for granted. This uncomfortable thought, that we need such meltdowns to drive what Schumpeter called “creative destruction” and, in the process, create the pre-conditions for the next great cycle of innovation, economic development and institution building was central to my 2001 book, The Chrysalis Economy (Wiley/Capstone, 2001). The notion here was that the first 30 years of the twenty-first century would face profound discontinuities as our old ‘caterpillar’ economy began to metamorphose into something more like a ‘butterfly’ economy. I warned, however, that times of stress could turn large slices of our world into ‘maggot’ economies.
The social and ecological dislocations of such discontinuities will be profound, and not simply because of all the private equity and hedgefund people who will lose their jobs. How is Iceland, for example, going to pay back even a proportion of its national debt - by decimating cod stocks? Let’s hope not, but there are likely to be Strange Days indeed. History suggests that in periods of turbulence, new movements can erupt and gain momentum at astonishing speed, including those driven by extremist politicians. As a countervailing force, we need to shift our various sustainability-related movements onto something more like a ‘war’ footing. We need to be both more political and more programmatic.
On the (strongly) plus side, one of the people I have long hugely respected is Green for All founder Van Jones, the powerhouse behind the Green Jobs Now movement in the US. “We can’t drill and burn our way out of the current crisis,” is the motto of the Green Jobs people. ”But, working together, we can invest and invent our way out.”
Some background from their website: “Green For All is a national organization dedicated to building an inclusive green economy strong enough to lift people out of poverty. By advocating for local, state and federal commitments to job creation, job training, and entrepreneurial opportunities in the emerging green economy – especially for people from disadvantaged communities – Green For All fights both poverty and pollution at the same time. Green For All is working with other organizations to advocate for the formation of a Clean Energy Corps (CEC). The CEC would serve as a combined service, training, and job creation effort to combat global warming, grow local and regional economies and demonstrate the equity and employment promise of the clean energy economy.”
As it becomes ever clearer that the next President of the United States will inherit a poisoned chalice, so the need to link bail-outs to investment in the real economy of the future will intensify - and Jones and his colleagues seem key to that potential world order, alongside people like Amory Lovins of the Rocky Mountain Institute, where the mantra is ‘Abundance by Design.’ Watching the Presidential debates and reading the analysis of the rival candidates, McCain - for me at least - emerges not as ‘McSame’, though there will inevitably be elements of that, but as a man whose thinking and choices are too quirky for what we now face. Obama may or may not have the makings of an FDR-like President, but the tsunami of news sweeping in all around reminds me of something that Churchill once said, to the effect that extraordinary times call forth extraordinary people - and extraordinary leaders.
It needs an FDR-like leader to jump the current green movements to the point where Green Collar work is aspirational for millions and then billions of people. Whoever is the next man in the White (or Green?) House, he will need to build and communicate a vision not only of ‘Hope’ but of very practical steps and stepping stones that will carry us into the next Kondratiev Wave in good order. My vote is would be for a President willing and able to tap the Power of Unreasonable People at an unprecedented scale and speed. Meanwhile, I suspect, we are going to see something of shake-out in the various movements pushing for such changes, including, I fear, those represented in the Volans Trailblazers portfolio. My hope here is, to paraphrase the late Anita Roddick, that what doesn’t kill us will make us stronger …
The address for this blog entry is: http://www.volans.com/2008/10/can-we-green-the-white-house/.
- John ElkingtonThe Ultimate Domino Effect
Some thoughts on the links between the credit crunch and the looming ecological credit crunch - including the climate crunch - are presented in an editorial by John Elkington and SustainAbility CEO Mark Lee.
Similar article published on the openDemocracy website.
The address for this blog entry is: http://www.volans.com/2008/10/the-ultimate-domino-effect/.
- John ElkingtonFortune Global 500 in the eye of storm
Took part today in a so-called Roundtable for the Fortune Global 500 in the BT Tower, though the event was mainly held in a small auditorium. Theme was global innovation, but, understandably, this was somewhat side-swiped by the turmoil in the financial markets. Kicking off, BT CEO Ian Livingston noted that the evening’s cocktail party would be held at the top of the Tower, from which people would get the best view in London, but not necessarily be able to see much further into the murky future of capitalism. He noted that much of business could be scapegoated for the crisis - and argued that corporate social responsibility and sustainability initiatives are likely to be even more important in such circumstances.
Something that Wipro co-CEO Girish Paranjpe said will stay with me, that countries like India that have benefitted from the outsourcing and offshoring trends (something SustainAbility covered a while back in a report on the social impact of offshoring, commissioned by BT) are having to move up the learning curve very fast. They started off doing things cheaper, then aimed to do things better - and the next stage will be to do things differently.
Focusing on innovation, Bob Corcoran, GE’s Vice President for Corporate Citizenship, quoted GE founder Thomas Edison’s well-known saying to the effect that innovation is 1% inspiration and 99% perspiration, but then went on to describe how the company is learning powerful lessons on how to do new things by working in ‘bottom of the pyramid’ markets. For example, a water treatment technology developed to cope with the aftermath of the Asian tsunami has now sold 4,000 units to the Russian oil industry, if I remember correctly.
GE has just been backed to the tune of $3 billion by investor Warren Buffett, who is now being suggested as a possible Treasury Secretary in the US. Corcoran’s co-panellist Ann Moore, Chairman & CEO at Time, Inc., recalled that she had been playing cards with Buffett when he took the call from GE and decided to invest. She also noted that the huge pressure on the media world to provide content for free is squeezing budgets and, particularly worrying, hitting fact-checking. She instanced a recent case where Google carried the ‘news’ that United Airlines had gone bankrupt, apparently filed by a news-gathering ‘robot’, with devastating effects for UA, whose shares had to be suspended.
Clearly, we’re stuck with turbulence, to put it mildly. Against this backdrop, five key messages stick in my mind. One is that it is time to accelerate, not rein in, innovation. Second, many of the breakthrough ideas, technologies and business models will be discovered in emerging and developing economies rather than in rich world R&D centres - an idea that is central to our work at Volans. Third, in design terms we need to radically simplify things again. (The economy is collapsing around our heads because no-one really understood derivatives and all the other complex instruments the financial institutions have become addicted to in recent years. There has been a “contagion of complexity”. But, as one of the panellists put it, it is much easier to design a complex tool or process than an effective simple one.) Fourth, as Ian Livingston stressed, this is a time to keep our eyes on opportunities - and hold our nerve. And, fifth, I was reminded just how much I enjoy reading magazines like Time (and arch-competitor Newsweek, too, I confess) and Fortune (BusinessWeek, too).
The address for this blog entry is: http://www.volans.com/2008/10/fortune-global-500-in-the-eye-of-storm/.
- John ElkingtonThe Green Rush, recycled
This interview popped up today in the ‘Movers & Shakers’ section of Times Online , drawing on an interview I did a long time back. A still earlier interview in The Times pretty much on this theme last year was more to the point in terms of the impending economic discontinuity, though it hit even faster than I had expected:
Here’s an extract of the October 3 2007 interview: There is a sense of urgency, John says: “I believe that in two or three years’ time there will be a major financial meltdown, possibly on a global scale. That could mean a squeeze on corporate responsibility as companies rein in their budgets. But I hope not. Corporate responsibility cannot be seen as a peripheral activity. We have to ask ourselves how we can live in a world where there are pandemics, increasing terrorism and so many people in abject poverty.”
The address for this blog entry is: http://www.volans.com/2008/10/the-green-rush-recycled/.
- John ElkingtonThe Power of Unlikely Connections
This evening, Alejandro, Charmian, Sam, Smita and I made our way across to King’s Cross from Volans for the launch of the new Hub in York Way, where I’m an Honorary Fellow. In his introduction, Hub co-founder Jonathan Robinson spoke of a core strength of the growing international network of Hubs as being ‘The Power of Unlikely Connections.’ A highlight of his speech was a video of Microsoft Steve Ballmer doing a semi-insane warm-up act for a company conference some years back, in which he proclaimed “I - love - this - company!” Pretty much the same era when Shell Chairman Phil Watts came on stage at a company event wearing an astronaut’s suit. Having had a teleconference with Microsoft today about a session I’m due to do for them in Redmond, Washington State, a couple of weeks hence, I confess I was more than a little uncomfortable. Then bumped into Molly Webb of the Climate Group, we began talking about a report they recently completed on the ICT sector, SMART 2020. She handed me a copy - and noted that Microsoft sponsored the work. Somewhat unlikely connection #1.
The address for this blog entry is: http://www.volans.com/2008/10/the-power-of-unlikely-connections/.
- John ElkingtonSOCIAL ENTREPRENEURIAL SOLUTIONS FOR PHARMA INDUSTRY
From Mumbai –
I was last in Mumbai 37 years ago – and while I have been to India many times since, I had not been back to this city since then. Yet as my ancient black and yellow cab sputtered through town from the airport, I reflected on how little seems to have changed. The Indian economic “miracle” has certainly not reached the masses of people in this city of 13 million.
And yet, things have changed, in some cases dramatically. Certainly even 5 years ago I would not have been coming to a “roll up your sleeves” workshop with the world’s largest multinational pharmaceutical companies, their investors and social entrepreneurs for the purpose of identifying tomorrow’s business opportunities to provide access to medicines to low income populations. And what has changed even more has been the relative openness on the part of pharma companies to consider the drug development and distribution models that social entrepreneurs are testing, perfecting and growing to reach hundreds of thousands of people that pharma does not – because the profits are too low relative to the effort it takes to reach them.
Today, Thulsi Ravilla who heads up the renown Aravind Eye Care hospital in India and Chris Elias who leads PATH based out of Seattle and working globally, described what they did - and how - to an attentive group of major investors and pharma representatives. I truly relished sitting back and listening to questions from an almost incredulous audience who could not quite believe that Aravind, a hybrid non-profit, can provide quality and complete eye care, including cataract surgery, to half its needy clients for free - and still make solid profit by servicing paying clients – allowing Aravind to sustain itself and grow.
Chris Elias got the same excited reaction as he described how PATH, also a hybrid non-profit, worked with a Chinese drug development company and succeeded in bringing down the cost of Japanese Encephalitis (JE) vaccine from US$4.05 a dose to $0.16 a dose, allowing countries suffering from JE pandemics to prepare effectively to stave off outbreaks. The reason PATH is successful in these relationships has to do with sharing the risk with indigenous drug development companies as well as building the technical capacity of staff in these companies in the process.
And lest the group think that these two examples were unique, I shared more examples, including an alternative drug development group, Institute for One World Health - a pioneering non-profit pharmaceutical company in the US. IOWH has challenged successfully the assumption that pharma R&D is too expensive to create the medicines needed by the poor. Riders for Health, on the other hand, focuses on distribution of essential drugs and vaccines to rural communities by dealing with an overlooked problem – maintenance of vehicles – motorcycles and four-wheeled drives. Training health care workers on how to maintain these vehicles and building local capacity to service them, Riders has reduced the cost of fleet maintenance by 62% a year – and improved rural health dramatically in the African countries where it works. And to showcase how to creatively and successfully guarantee quality and consistency of drugs, I provided the example of the CFW Shop model in Kenya that takes advantage of local entrepreneurial drive in Kenyan communities to create a network of drug stores and medical clinics owned and operated by Kenyans trained in health care. These franchises, with an annual cost per client served of US1, have served over 2 million to date CFW’s inception ten years ago. Today, there are 68 shops in Kenya. The plan is to ramp up to 14 countries in the next five years.
Tomorrow we reconvene to consider the most pressing issues for pharma companies in emerging markets, the options, and how to move forward on opportunities. Hopefully today’s examples of innovators working at the “bleeding edge” of these markets will provide a source of inspiration in our deliberations.
Hearty congratulations to Sophia Tickell, Director of Pharma Futures and Chairperson of SustainAbility and Maggie Brenneke at SustainAbility and their colleagues for this pioneering, timely and stimulating effort.
The address for this blog entry is: http://www.volans.com/2008/10/social-entrepreneurial-solutions-for-pharma-industry/.
- Pamela HartiganRepainting poverty in Convivial Yellow
Flew to Fort Myers, Florida, via Charlotte, North Carolina, on Tuesday, to speak at a Novo Nordisk session here in Naples yesterday. Nice to catch up with, among others, Flemming Junker, who I had met in our early years of doing stakeholder engagement work in with Novo Nordisk in Denmark. He was celebrating his thirtieth year with the company, having many moons ago been the first worker-appointed Director of Nordisk, I think.
Novo is one of the most spectacular examples of a company that has embraced the triple bottom line and attempted to integrate the mindset and apporach into pretty much everything they do. And it was typical of the company that after the day’s fairly intensive work was over yesterday, we were offered different ways to contribute to the local community. My choice (although I didn’t realise it would involve a one-hour bus ride either way) was to be part of a team repainting a sheltered housing complex for the homeless, in Immokalee.
Founded in 1987 by Sister Marie McFadden, the project was spurred by a realisation that many men, women and children in the area, many of them immigrants, had nowhere to sleep at night. Today, Immokalee Friendship House, in Greater Collier County, pretty much always operates at capacity, full of abused women and children, migrant farm workers, convalescents, people fighting addiction and so ever on.
In addition to contributing financially, Novo Nordisk last night fielded about 50 of those attending the conference in Naples (which could hardly be further to the other end of the wealth-poverty spectrum, boasting two Ritz-Carlton hotels, one of which we have been staying in), to help give the shelter a face-lift. Several colours of paint were used, including (if memory serves) Queen Anne’s Lace and Paddy Rice, but I busied myself with painting corners, wall-ceiling joins and various light fittings in Convivial Yellow. Don’t know what it will do for the residents, but it certainly cheered me up. And it had various members of the team variously humming Donovan’s Mellow Yellow and the Beatles’ Yellow Submarine, which put me right at home.
Novo Nordisk had also given conference participants a water bottle for tap water, to avoid everyone using bottled water, which really seems to be taking a publicity battering at the moment. I thought the water tasted a bit strange when I took a swig as we finally climbed back on the bus to return to Naples. Turns out that I hadn’t taken a sheet of instructions out before filling it. No doubt I will get used to this brave new world in time.
Apart from affording me the opportunity to see more herons and giant egrets than I have seen in a very long time, the trip not only reminded me of what a privileged bubble many of us in the sustainability world live in, but also what a significant contribution corporate volunteering can make if well targeted and organised, as I believe what will live on in my memory as the Immokalee Expedition was. It also had me thinking about an email I had received earlier in the day from Bill Drayton of Ashoka, noting that the Great Depression had spawned many of today’s most important social institutions - and wondering whether we aren’t about to go through that cycle again.
The address for this blog entry is: http://www.volans.com/2008/10/repainting-poverty-in-convivial-yellow/.
- John Elkington