This document outlines the 2020 strategy of Engineers Without Borders Australia. It contains their vision, mission, values, and aims for both external and internal focus over the next 5 years (2015-2020). The external aims are to enable appropriate engineering solutions for social change, redefine the role of engineering, and build a global humanitarian engineering movement. The internal aims are to invest in people, transform systems, grow resources, and increase their profile. The strategy was developed through workshops with members, volunteers, staff and the board to help achieve their vision of everyone having access to engineering knowledge and resources to lead a life free from poverty.
EduSpots CLEd Programme Information Booklet 2022CatLouise
The document describes the Community Leadership in Education (CLEd) Programme, which trains volunteers from existing community education centers (called Spots) in leadership, entrepreneurship, and education skills over the course of one year. The 15 participants in the program, called Catalysts, receive residential training, ongoing mentoring, and grants to improve their Spots and catalyze greater educational change. The program aims to empower community members to lead sustainable improvements in access to and quality of education. Past Catalysts have increased user numbers and started new educational clubs at their Spots.
The document provides information about the EduSpots 2021 conference to be held from December 18-19 in Techiman, Ghana. The theme is "Celebrating Our Resilience & Forging Ahead Stronger". The conference will include sessions on community engagement, literacy development, education initiatives, and strategic planning. Over 25 communities will be represented. Safety protocols will be followed given the ongoing COVID-19 pandemic.
The document is a report from the Calgary Poverty Reduction Initiative that outlines their strategy to reduce poverty in Calgary. The strategy focuses on building strong, supportive communities; ensuring everyone has sufficient income and can build assets; improving access to services; and promoting equal participation of Aboriginal peoples. Key recommendations include establishing community hubs, building personal support networks, raising public awareness about poverty, supporting community economic development and social enterprises, and developing an integrated service access platform. The overall goal is to address the underlying causes of poverty in Calgary by harnessing community strengths and resources.
This document discusses three enabling factors for successful rural communities:
1) Growing the capacity of local people, agencies, and professionals through skills development, volunteering, and collaboration.
2) Enhancing community assets of all kinds.
3) Effective community-led planning and local governance. It argues these three factors are prerequisites for vibrant rural communities. It then discusses growing skills capacity, noting new skills are needed to address complex challenges, and that self-directed learning may help communities determine innovative solutions.
This document discusses various sustainable development projects undertaken by TERI (The Energy and Resources Institute). It provides details of TERI's Eco-City project in Navi Mumbai which aims to reduce the city's carbon emissions. It also describes programs providing electricity access in rural areas through biomass gasification and solar micro-grids. Another initiative discussed is a nutri-garden pilot project in Maharashtra to address malnutrition. The document summarizes TERI's work on sustainable development affecting communities through principles like ESG, and highlights some of its key people like RK Pachauri.
Le DPP devrait-il être obligatoire en Belgique. Une enquête PharmaPlanet exclusive auprès des pharmaciens Belges. Résultats nationaux – Enquête réalisée du 1er au 7 décembre 2015
Abcnews go com_international_inside_mysterious_underground_cEdy San
Archaeologists in Turkey discovered the ruins of an underground city dating back 5,000 years. The discovery was made in December 2014 beneath an area planned for new housing construction in Nevsehir, Turkey. The underground city contains buildings, hidden churches, and water channels. It is believed to be the largest such discovery in the region. Researchers will now study the site to learn more about its history and significance. Debris and items of clothing found at the site suggest it may have been used recently as shelter or for other purposes.
EduSpots CLEd Programme Information Booklet 2022CatLouise
The document describes the Community Leadership in Education (CLEd) Programme, which trains volunteers from existing community education centers (called Spots) in leadership, entrepreneurship, and education skills over the course of one year. The 15 participants in the program, called Catalysts, receive residential training, ongoing mentoring, and grants to improve their Spots and catalyze greater educational change. The program aims to empower community members to lead sustainable improvements in access to and quality of education. Past Catalysts have increased user numbers and started new educational clubs at their Spots.
The document provides information about the EduSpots 2021 conference to be held from December 18-19 in Techiman, Ghana. The theme is "Celebrating Our Resilience & Forging Ahead Stronger". The conference will include sessions on community engagement, literacy development, education initiatives, and strategic planning. Over 25 communities will be represented. Safety protocols will be followed given the ongoing COVID-19 pandemic.
The document is a report from the Calgary Poverty Reduction Initiative that outlines their strategy to reduce poverty in Calgary. The strategy focuses on building strong, supportive communities; ensuring everyone has sufficient income and can build assets; improving access to services; and promoting equal participation of Aboriginal peoples. Key recommendations include establishing community hubs, building personal support networks, raising public awareness about poverty, supporting community economic development and social enterprises, and developing an integrated service access platform. The overall goal is to address the underlying causes of poverty in Calgary by harnessing community strengths and resources.
This document discusses three enabling factors for successful rural communities:
1) Growing the capacity of local people, agencies, and professionals through skills development, volunteering, and collaboration.
2) Enhancing community assets of all kinds.
3) Effective community-led planning and local governance. It argues these three factors are prerequisites for vibrant rural communities. It then discusses growing skills capacity, noting new skills are needed to address complex challenges, and that self-directed learning may help communities determine innovative solutions.
This document discusses various sustainable development projects undertaken by TERI (The Energy and Resources Institute). It provides details of TERI's Eco-City project in Navi Mumbai which aims to reduce the city's carbon emissions. It also describes programs providing electricity access in rural areas through biomass gasification and solar micro-grids. Another initiative discussed is a nutri-garden pilot project in Maharashtra to address malnutrition. The document summarizes TERI's work on sustainable development affecting communities through principles like ESG, and highlights some of its key people like RK Pachauri.
Le DPP devrait-il être obligatoire en Belgique. Une enquête PharmaPlanet exclusive auprès des pharmaciens Belges. Résultats nationaux – Enquête réalisée du 1er au 7 décembre 2015
Abcnews go com_international_inside_mysterious_underground_cEdy San
Archaeologists in Turkey discovered the ruins of an underground city dating back 5,000 years. The discovery was made in December 2014 beneath an area planned for new housing construction in Nevsehir, Turkey. The underground city contains buildings, hidden churches, and water channels. It is believed to be the largest such discovery in the region. Researchers will now study the site to learn more about its history and significance. Debris and items of clothing found at the site suggest it may have been used recently as shelter or for other purposes.
A document was submitted by Aneesha V Mohan, who holds a B.Ed in Natural Science. Her registration number at the institution is 18114300003. The document provides her contact information and academic credentials.
Este poema expresa el gran amor que el autor siente por su esposa Maru. Describe sus sentimientos como un universo y dice que, aunque a veces la hace enojar, él deja salir al niño interior cuando está con ella. El autor pide ser parte del firmamento de Maru y amarla a través de los tiempos, reconociéndola incluso en otra vida por su sonrisa.
The document summarizes the results of processing photos taken from a drone survey. 40 images were taken covering an area of 0.0157831 square kilometers at a ground resolution of 0.0107865 meters per pixel. Over 2,800 tie points and 17,000 projections were identified with an average reprojection error of 1.94 pixels. Camera calibration information is provided for the PHANTOM VISION FC200 camera used. Average camera location error was estimated to be 11.92 meters based on 7.79 and 8.97 meter errors in the X and Y directions and a 0.96 meter error in the Z direction. A digital elevation model was reconstructed at a resolution of 0.043146 meters per pixel with a
This document discusses Indonesia's energy challenges and solutions. It notes that Indonesia has high fuel consumption and is increasingly reliant on imports due to production declines. However, Indonesia has substantial oil and gas reserves that could last over 12 years. The document recommends developing renewable energy sources like geothermal, hydropower, and solar to increase energy independence. It also suggests adopting higher vehicle emission standards to reduce pollution and moving to more sustainable energy can boost the economy. Overall, the document analyzes Indonesia's energy vulnerabilities and proposes developing domestic renewables and cleaner technologies.
Performance Comparison of Rerouting Schemes of Multi Protocol Label Switching...IDES Editor
In this paper, we attempt to present a comparison
through rigorous studies (existing conventional models)
following software based modeling and verifications through
simulations in terms of various traffic parameters such as
packet loss, Recovery Time (Latency), reordering of packets
including recovery time for various widely used path recovery
models for the purpose of end-to-end recovery of LSPs in
MPLS domains using NS2 simulator.
This document discusses motivating salespeople and sales forces. It covers:
1. What motivates salespeople, including intrinsic factors like enjoying their job and extrinsic factors like pay and benefits.
2. Theories of motivation, including Maslow's hierarchy of needs, Hertzberg's two-factor theory, and Adam's equity theory.
3. Ways to motivate salespeople, such as financial rewards, recognition, training opportunities, and balancing work and personal life.
New Testament Survey no.6 : John - His Gospel AccountClive Ashby
As part of the Course on the New Testament, Session 6 provides an overview of the writing of John - His Gospel on the life of Christ. (This is part of the New Testament Survey Course taught at Harare Theological College - 2016)
This document describes a challenge-based training program implemented by a company, Messer, to prepare its 550 employees for a new system called Viewpoint. The program's goals were to shift attitudes towards training, complete training on time before the system's go-live date, and build essential navigation skills. Employees participated in a series of Viewpoint challenges over 14 weeks. For each challenge completed, money was donated to charitable causes in the community. The results included high participation rates, positive employee feedback, and $7,119 donated. The program successfully achieved its goals through voluntary, gameified challenges that appealed to employees' competitive sides and encouraged peer support.
The document provides information on Development Counterpart, a non-profit organization working in Pakistan. It outlines the organization's vision, mission, thematic areas of work which include economic sustainability, civil society and governance, health and WASH, peace and human rights, education, and gender. It also describes the organizational structure, processes, board of governors, chief executive office, partners. Major projects implemented under the theme of economic sustainability are listed.
The UCISA Annual Review highlights the progress we have made as a community in the last year, as we work to achieve the ambitions set out in our Strategic Plan 2022-27 – Building on Success, published in January this year.
The Annual Sustainability Report 2014: Building New Tomorrows!Cognizant
EDUCATION, ENVIRONMENTAL STEWARDSHIP AND EMPLOYEE DEVELOPMENT IN A DIGITAL AGE.
Around the world, organizations are facing a once-in-a-decade shift, driven by digital technologies, that is reshaping businesses and entire industries. At Cognizant, we work with global enterprises to decode the opportunities and master the challenges of this new age of digital business.
In a similar vein, we are applying innovative, data-driven approaches - guided by human inspiration and commitment - to address some of the major sustainability issues of our time.
Read our fifth annual sustainability report, "Building New Tomorrows," which documents the policies, practices & performances implemented in the year ended December 31, 2014.
This document provides an overview of the Sustainable Development Goals (SDGs) and outlines the purpose and audience of the SDG ICT Playbook. The playbook examines how investments in information and communications technology (ICT) can support achievement of the UN's 17 SDGs. It is intended for senior managers, advisors, and leaders of organizations involved in development work who want to understand how to leverage ICT to make progress on the global goals. The playbook provides information on relevant technology areas and makes recommendations.
International Green Gown Awards 2020 Winner's Brochurefgoodwin
The document is a brochure for the 2020 Winners of the Green Gown Awards, which recognize sustainability initiatives at universities and colleges. It highlights 18 finalists in categories like Benefitting Society and Sustainability Institution of the Year. The winners included Ayrshire College for its mental health initiative in the UK and Universidad San Ignacio de Loyola in Peru for its sustainable living lab project partnering with a rural community. The brochure also describes how the awards are administered, judges, support from organizations like UN Environment, and benefits of partnership.
Ifla afli 2017 keynote international advocacy plan and librariesمكتبات اون لاين
عرض لبحث مقدم ضمن فعاليات لمؤتمر الإقليمي الثالث للاتحاد الدولي لجمعيات المكتبات ومؤسساته (إفلا) في المنطقة العربية بالتعاون مع الاتحاد العربى للمكتبات والمعلومات و المعهد العالي للتوثيق بجامعة منوبة في تونس – الحمامات في الفترة 26-27 أبريل 2017 حول موضوع "دور مؤسسات المكتبات المعلومات والأرشيف العربية في التنمية المستدامة".
http://arab-afli.org/main/post_details.php?alias=Ifla_Afli2017
The annual report summarizes the work of the Sinopec-Addax Petroleum Foundation in 2015. The Foundation aims to alleviate poverty by strengthening skills and self-sufficiency. It supports projects in education, health, and environment in Africa, the Middle East, and China. Employee volunteering is encouraged, with staff involved in selecting, monitoring, and fundraising for projects. The report outlines governance structures and grant selection process, and provides examples of successful projects in early childhood education, agriculture, entrepreneurship, healthcare, and secure livelihoods.
the goree project-Program Prospectus_Rev-6-POSTPatra Afrika
The document outlines plans for the Gorée Project, a 10-year initiative to promote sustainability in the African diaspora. It details several programs and activities, including establishing a cultural heritage website, developing a diaspora bond, creating a green school and agricultural pilot program using industrial hemp. It provides organizational frameworks, stakeholder analyses, and funding structures like sponsorship packages to support the project goals over multiple phases of implementation through 2025.
100%Open - Summer Union 2019 Speaker Slides - Innovating for Sustainable Deve...David Simoes-Brown
100%Open's Union Speaker's do an incredible job of providing excellent content on topics of interest. Our theme: Innovating for Sustainable Development Goals (SDGs) was a great way for our Unionistas to share their thoughts on this on-going discussion.
This document discusses sustainable lifestyles and actions that workplaces can take to support shifts towards more sustainable living among employees. It provides examples of initiatives taken by companies like Ikea, SAP Labs, KPMG, and The Guardian to promote sustainable transportation, food choices, working conditions and other lifestyle areas. The document argues that workplaces are well positioned to motivate tangible shifts through offerings like sustainable catering, procurement, investing, mobility options and building green infrastructure. It also stresses the importance of focusing on collective action and systems change in addition to individual choices.
Jacobs Challenging today reinventing tomorrowMartin Jack
This document summarizes Jacobs' mission and work. Jacobs is an engineering firm that works to make the world smarter, more connected, and more sustainable by tackling challenges in areas like urbanization, clean growth, climate change, and digital technology. It discusses several of Jacobs' projects in the UK and Scotland, such as helping to build more resilient infrastructure in Glasgow and advising on major transport projects. The document emphasizes Jacobs' focus on social impact and inclusive growth through partnerships, community initiatives, and supporting STEM education.
Social Impact for Business - Project DevLink - cdvglobal.comStevenCullis1
Our Social Impact Initiatives offer purpose driven outcomes that directly impact some of the most marginalised communities in the developing world, enabling your company to contribute to the United Nations Global Goals 2030 at the community level, where a significant and positive difference to the lives of many can be achieved.
Edison International 2020 Diversity, Equity and Inclusion reportEdisonInternational
Edison International published its 2020 Diversity, Equity & Inclusion Report to share its progress and commitments related to DEI. The report discusses Edison's commitment to listening to employees to understand their experiences and shape DEI priorities. In 2020, Edison conducted numerous listening sessions to gain insights, particularly with its Black employee resource group. These sessions revealed that Black employees feel less included than others and experience issues such as bias, lack of career opportunities, and racial battle fatigue. Edison is increasing its focus on improving the experiences and opportunities for Black employees and communities.
A document was submitted by Aneesha V Mohan, who holds a B.Ed in Natural Science. Her registration number at the institution is 18114300003. The document provides her contact information and academic credentials.
Este poema expresa el gran amor que el autor siente por su esposa Maru. Describe sus sentimientos como un universo y dice que, aunque a veces la hace enojar, él deja salir al niño interior cuando está con ella. El autor pide ser parte del firmamento de Maru y amarla a través de los tiempos, reconociéndola incluso en otra vida por su sonrisa.
The document summarizes the results of processing photos taken from a drone survey. 40 images were taken covering an area of 0.0157831 square kilometers at a ground resolution of 0.0107865 meters per pixel. Over 2,800 tie points and 17,000 projections were identified with an average reprojection error of 1.94 pixels. Camera calibration information is provided for the PHANTOM VISION FC200 camera used. Average camera location error was estimated to be 11.92 meters based on 7.79 and 8.97 meter errors in the X and Y directions and a 0.96 meter error in the Z direction. A digital elevation model was reconstructed at a resolution of 0.043146 meters per pixel with a
This document discusses Indonesia's energy challenges and solutions. It notes that Indonesia has high fuel consumption and is increasingly reliant on imports due to production declines. However, Indonesia has substantial oil and gas reserves that could last over 12 years. The document recommends developing renewable energy sources like geothermal, hydropower, and solar to increase energy independence. It also suggests adopting higher vehicle emission standards to reduce pollution and moving to more sustainable energy can boost the economy. Overall, the document analyzes Indonesia's energy vulnerabilities and proposes developing domestic renewables and cleaner technologies.
Performance Comparison of Rerouting Schemes of Multi Protocol Label Switching...IDES Editor
In this paper, we attempt to present a comparison
through rigorous studies (existing conventional models)
following software based modeling and verifications through
simulations in terms of various traffic parameters such as
packet loss, Recovery Time (Latency), reordering of packets
including recovery time for various widely used path recovery
models for the purpose of end-to-end recovery of LSPs in
MPLS domains using NS2 simulator.
This document discusses motivating salespeople and sales forces. It covers:
1. What motivates salespeople, including intrinsic factors like enjoying their job and extrinsic factors like pay and benefits.
2. Theories of motivation, including Maslow's hierarchy of needs, Hertzberg's two-factor theory, and Adam's equity theory.
3. Ways to motivate salespeople, such as financial rewards, recognition, training opportunities, and balancing work and personal life.
New Testament Survey no.6 : John - His Gospel AccountClive Ashby
As part of the Course on the New Testament, Session 6 provides an overview of the writing of John - His Gospel on the life of Christ. (This is part of the New Testament Survey Course taught at Harare Theological College - 2016)
This document describes a challenge-based training program implemented by a company, Messer, to prepare its 550 employees for a new system called Viewpoint. The program's goals were to shift attitudes towards training, complete training on time before the system's go-live date, and build essential navigation skills. Employees participated in a series of Viewpoint challenges over 14 weeks. For each challenge completed, money was donated to charitable causes in the community. The results included high participation rates, positive employee feedback, and $7,119 donated. The program successfully achieved its goals through voluntary, gameified challenges that appealed to employees' competitive sides and encouraged peer support.
The document provides information on Development Counterpart, a non-profit organization working in Pakistan. It outlines the organization's vision, mission, thematic areas of work which include economic sustainability, civil society and governance, health and WASH, peace and human rights, education, and gender. It also describes the organizational structure, processes, board of governors, chief executive office, partners. Major projects implemented under the theme of economic sustainability are listed.
The UCISA Annual Review highlights the progress we have made as a community in the last year, as we work to achieve the ambitions set out in our Strategic Plan 2022-27 – Building on Success, published in January this year.
The Annual Sustainability Report 2014: Building New Tomorrows!Cognizant
EDUCATION, ENVIRONMENTAL STEWARDSHIP AND EMPLOYEE DEVELOPMENT IN A DIGITAL AGE.
Around the world, organizations are facing a once-in-a-decade shift, driven by digital technologies, that is reshaping businesses and entire industries. At Cognizant, we work with global enterprises to decode the opportunities and master the challenges of this new age of digital business.
In a similar vein, we are applying innovative, data-driven approaches - guided by human inspiration and commitment - to address some of the major sustainability issues of our time.
Read our fifth annual sustainability report, "Building New Tomorrows," which documents the policies, practices & performances implemented in the year ended December 31, 2014.
This document provides an overview of the Sustainable Development Goals (SDGs) and outlines the purpose and audience of the SDG ICT Playbook. The playbook examines how investments in information and communications technology (ICT) can support achievement of the UN's 17 SDGs. It is intended for senior managers, advisors, and leaders of organizations involved in development work who want to understand how to leverage ICT to make progress on the global goals. The playbook provides information on relevant technology areas and makes recommendations.
International Green Gown Awards 2020 Winner's Brochurefgoodwin
The document is a brochure for the 2020 Winners of the Green Gown Awards, which recognize sustainability initiatives at universities and colleges. It highlights 18 finalists in categories like Benefitting Society and Sustainability Institution of the Year. The winners included Ayrshire College for its mental health initiative in the UK and Universidad San Ignacio de Loyola in Peru for its sustainable living lab project partnering with a rural community. The brochure also describes how the awards are administered, judges, support from organizations like UN Environment, and benefits of partnership.
Ifla afli 2017 keynote international advocacy plan and librariesمكتبات اون لاين
عرض لبحث مقدم ضمن فعاليات لمؤتمر الإقليمي الثالث للاتحاد الدولي لجمعيات المكتبات ومؤسساته (إفلا) في المنطقة العربية بالتعاون مع الاتحاد العربى للمكتبات والمعلومات و المعهد العالي للتوثيق بجامعة منوبة في تونس – الحمامات في الفترة 26-27 أبريل 2017 حول موضوع "دور مؤسسات المكتبات المعلومات والأرشيف العربية في التنمية المستدامة".
http://arab-afli.org/main/post_details.php?alias=Ifla_Afli2017
The annual report summarizes the work of the Sinopec-Addax Petroleum Foundation in 2015. The Foundation aims to alleviate poverty by strengthening skills and self-sufficiency. It supports projects in education, health, and environment in Africa, the Middle East, and China. Employee volunteering is encouraged, with staff involved in selecting, monitoring, and fundraising for projects. The report outlines governance structures and grant selection process, and provides examples of successful projects in early childhood education, agriculture, entrepreneurship, healthcare, and secure livelihoods.
the goree project-Program Prospectus_Rev-6-POSTPatra Afrika
The document outlines plans for the Gorée Project, a 10-year initiative to promote sustainability in the African diaspora. It details several programs and activities, including establishing a cultural heritage website, developing a diaspora bond, creating a green school and agricultural pilot program using industrial hemp. It provides organizational frameworks, stakeholder analyses, and funding structures like sponsorship packages to support the project goals over multiple phases of implementation through 2025.
100%Open - Summer Union 2019 Speaker Slides - Innovating for Sustainable Deve...David Simoes-Brown
100%Open's Union Speaker's do an incredible job of providing excellent content on topics of interest. Our theme: Innovating for Sustainable Development Goals (SDGs) was a great way for our Unionistas to share their thoughts on this on-going discussion.
This document discusses sustainable lifestyles and actions that workplaces can take to support shifts towards more sustainable living among employees. It provides examples of initiatives taken by companies like Ikea, SAP Labs, KPMG, and The Guardian to promote sustainable transportation, food choices, working conditions and other lifestyle areas. The document argues that workplaces are well positioned to motivate tangible shifts through offerings like sustainable catering, procurement, investing, mobility options and building green infrastructure. It also stresses the importance of focusing on collective action and systems change in addition to individual choices.
Jacobs Challenging today reinventing tomorrowMartin Jack
This document summarizes Jacobs' mission and work. Jacobs is an engineering firm that works to make the world smarter, more connected, and more sustainable by tackling challenges in areas like urbanization, clean growth, climate change, and digital technology. It discusses several of Jacobs' projects in the UK and Scotland, such as helping to build more resilient infrastructure in Glasgow and advising on major transport projects. The document emphasizes Jacobs' focus on social impact and inclusive growth through partnerships, community initiatives, and supporting STEM education.
Social Impact for Business - Project DevLink - cdvglobal.comStevenCullis1
Our Social Impact Initiatives offer purpose driven outcomes that directly impact some of the most marginalised communities in the developing world, enabling your company to contribute to the United Nations Global Goals 2030 at the community level, where a significant and positive difference to the lives of many can be achieved.
Edison International 2020 Diversity, Equity and Inclusion reportEdisonInternational
Edison International published its 2020 Diversity, Equity & Inclusion Report to share its progress and commitments related to DEI. The report discusses Edison's commitment to listening to employees to understand their experiences and shape DEI priorities. In 2020, Edison conducted numerous listening sessions to gain insights, particularly with its Black employee resource group. These sessions revealed that Black employees feel less included than others and experience issues such as bias, lack of career opportunities, and racial battle fatigue. Edison is increasing its focus on improving the experiences and opportunities for Black employees and communities.
Leisure and wellbeing strategy 2012 2032Council2016
Delivery of the best core services, renewal and revitalisation of Hutt City’s network of community facilities, the improvement of the quality of life and wellbeing of those in the Northern and Eastern wards and community safety are the four key deliverables here.
Cv active ageing enterprise event long standCSR Europe
This document discusses active aging and outlines plans for a collaborative venture between businesses and the European Union to support the European Year for Active Aging in 2012. The collaborative venture aims to address active aging in employment, social participation, and healthy aging/autonomous living. Planned outputs include launch and closing events, a collection of best practices, and tools to help companies develop policies for an aging workforce. Businesses are encouraged to showcase initiatives and commit to objectives in these areas to contribute to the European Year.
Global challenges in education include developing global competence, lifelong learning, personalized learning, inclusion and equity, partnerships, and digital transformation. Quality improvement efforts also focus on continuous improvement processes, open online learning, sustainability, and well-being. The four pillars of education outlined in the UN's Sustainable Development Goals are people, planet, prosperity, and peace. Lifelong learning is important for addressing modern challenges and can promote active citizenship, employability, health, and community cohesion.
The document outlines the Community Sustainability and Resiliency Special Initiative (CSR SI), which aims to facilitate sharing of urban environmental and societal data, information, and tools. The CSR SI has established an international forum for urban practitioners and policymakers to share best practices. Its expected outcomes within 5 years include building a common knowledge platform, connecting urban professionals globally, increasing capacity to use geospatial data/tools, and providing value to policymakers. Projects under the initiative work on developing frameworks and datasets to support urban planning and management.
Our Playbook ‘Volunteering for All’ is the vision of the National Volunteering Framework which we helped to co-design. We share the ambition of a Scotland where everyone can volunteer, more often, and throughout their lives.
Christ University's mission is the holistic development of individuals to contribute effectively to society. Its vision is excellence and service. Its core values are faith in God, moral uprightness, love of fellow beings, social responsibility, and pursuit of excellence. Aligning with the UN's Sustainable Development Goals (SDGs) would allow Christ University to contribute globally, enhance its reputation, improve student engagement, and increase funding opportunities while also addressing local challenges. The most appropriate SDGs for Christ University to align with are quality education, gender equality, decent work and economic growth, and sustainable cities and communities. Community outreach and stewardship activities are recommended to support these goals. The applicant believes they are well-suited for the SD
The Fifth Pillar Club at VIT organized numerous impactful events in the past year focused on encouraging civic engagement and addressing social issues. They organized 75 events total, exceeding all previous records, on topics such as sustainable development, legal awareness, and substance abuse prevention. The club strengthened its online presence by migrating its blog to a new platform. It also collaborated with 7 external organizations and hosted notable guest speakers. As the year concluded, the club reflected on its continued success in fulfilling its mission of empowering citizens and shaping a more informed society through dedicated work and community support.
Similar to 2020 Strategy Document_FinalExport_JA (20)
2. 2020 aims
2 │ ewb 2020 strategy ewb 2020 strategy │ 3
2 2020 aims
3 contents
4 introduction
8 our culture
9 our vision, our mission, our values
10 our evolution
12 our approach
14 2065 vision map
16 external aims
aim 1: solutions for social change
aim 2: redefining engineering
aim 3: a global movement
22 internal aims
aim 1: investing in our people
aim 2: transforming our systems
aim 3: growing our resources
aim 4: increasing our profile
30 our performance, our people
Engineers Without Borders Australia’s determination
to increase both the size and quality of its impact is the
motivation and intention behind the extensive journey we
have undertaken in creating our Engineering a Better World
2020 Strategy. The story, aims and objectives contained
in these pages reflect our values, mission, culture and
determination as an organisation.
These pages represent our intent to create a better world.
We ask to be held accountable for our actions. We encourage
feedback and response from our stakeholders and we believe
this strategy articulates our excitement in working with the
sector to engineer a better world.
- the ewb australia team.
external aims
aim 1: solutions for social change
aim 2: redefining engineering
aim 3: a global movement
internal aims
aim 1: investing in our people
aim 2: transforming our systems
aim 3: growing our resources
aim 4: increasing our profile
contents
Image: Live fencing being used by EWB Australia Field Professional
Jack Nugent in Timor Leste.
3. introduction
4 │ ewb 2020 strategy ewb 2020 strategy │ 5
Engineering, infrastructure and technology are fundamental
to a life of opportunity, free from poverty.
The launch of our Engineering a Better World 2020 Strategy
coincides with the United Nations General Assembly’s
adoption of the Sustainable Development Goals (SDGs) –
this generation’s commitment to ending poverty in all forms
everywhere, and a shared, global agenda for sustainable
development.
The implementation of the seventeen SDGs, will be
underpinned by engineering, infrastructure and technology,
from education and health, to clean energy and safe water.
The goals will help faciltate the urgent action required to
combate climate change and its impacts.
It is imperative that individuals and organisations in the
engineering profession respond to this global challenge
using greater leadership and increased participation. It is our
ethical and professional responsibility.
the humanitarian engineering movement
EWB Australia’s growing community believe in the life
changing and life sustaining contribution of our profession
and are taking action to end poverty and create stronger pos-
itive social outcomes for communities. This is what we call
humanitarian engineering.
The 2020 Strategy shares our aims and objectives for the
coming five years (2015 – 2020), and articulates the outcomes
we seek to achieve through our humanitarian engineering
work.
The 2020 Strategy was developed through a series of
reflection and visioning workshops in 2014. Held with EWB
members and volunteers, the staff team and Board Directors,
the workshops had two purposes; to review EWB’s impact
in line with the 2015 EWB Strategy, and to create a vision
outlining EWB’s future contribution to poverty alleviation
and sustainable, inclusive development.
To build this vision our community was asked to imagine the
future they would like to see in 2065, and then reflect on the
role EWB Australia could play in the fulfilling this vision.
EWB Australia’s annual National Council events in July
2014 and July 2015 provided an important opportunity for
EWB chapters and regions to contribute their ideas and
perspectives. This work was complemented by a membership
survey and informal discussions with diverse EWB
stakeholders.
The 2020 Strategy will be implemented through targeted,
strategies for our work with and in:
specific vulnerable and
marginalised community groups
thematic areas and geographies
delivery programs and influence
initiatives
EWB Australia was founded in 2003
on the idea that engineering, along
with complementary skills sets and
aligned organisations, can lift people
out of poverty.
We exist to engineer a better world
through four mechanisms:
We focus on these four areas so
that more people and engineers can
respond to these major humanitarian
challenges:
We work together with communities
to create a better world.
Over one third of the world’s
population does not have access
to adequate sanitation and 650
million people live without safe
drinking water.
Digital access across the Indo Pacific
region is generally very poor. This
prevents people from accessing
information on changing weather
patterns, current events, disasters
and early warning system, as well as
general information on agriculture
and markets to facilitate adaptation.*
About 1.3 billion people worldwide
(approximately 18% of the global
population) do not have access to
electricity, and 2.6 billion people
(38% of the global population) are
without clean cooking facilities.
It is estimated that 100 million people
are homeless worldwide and as many
as 1 billion people lack adequate
housing. Across Australian this is an
estimated 105,237 homeless people.
We engineer new ideas for a
better world.
We curate knowledge to develop
engineers for a better world.
We bring people together to innovate
for a better world.
belong
think
partner
learn
clean water and hygiene
appropriate housing
digital access
clean energy
*References: Available at www.ewb.org.au/about/whyweexist
4. sustainable design
sustainable infrastructure
social impact
community-centred design
inclusive development
social enterprise
peace
community empowerment
non-profit
emerging technology
energy
food
water
hygiene
digital access
population growth
sanitation
globalvolunteering
life-long learning
probono resource competition
conflict
land degradation
natural disaster
poverty
pandemic
pollution
shelter
children
women
biodiversity
urbanisation
opportunities
challenges
thematic areas
e design
able infrastructure
mpact
y-centred design
opment
social enterprise
erment
ogy
energy
ter
hygiene
digital access
ation growth
global
life-long learning
ce competition
ster
pandemic
women
opportunities
challenges
thematic areas
6 │ ewb 2020 strategy ewb 2020 strategy │ 7
Image: Biodigester Project Managing Director Ben Jefferys interviews
community partners about the effectiveness of the Biodigester technology.
With our members
we explored the
opportunities and
challenges faced by
the global community
in order to define
the role of EWB
Australia in future
development.
global
opportunities
&challenges
5. our
culture
our values we act with integrity, upholding
our values of community, sustainability,
respect, learning and quality in all that we do.
8 │ ewb 2020 strategy ewb 2020 strategy │ 9
our vision everyone has access to the
engineering knowledge and resources
required to lead a life of opportunity, free
from poverty
our mission we connect, educate and
empower people through humanitarian
engineering
community
We are a community of people and
organisations who share a common vision
for the future. Through collective action and
community-led change we will learn more,
achieve more and have fun together.
sustainability
We strive to address the immediate needs
of our communities without compromising
the needs of future generations. Along with
our people, our planet is our most valuable
resource.
respect
We build relationships based on mutual trust
and respect. We believe all relationships
thrive on a two way sharing of knowledge and
culture.
learning
We create new opportunities for learning
and lasting change. We have a passion for
continuous learning and seek to embrace and
harness new experiences, wisdom, ideas and
expertise.
quality
We strive for quality, professionalism and
excellence in everything that we do. We
believe we can create positive and long lasting
impact in the world.
EWB Australia brings together passionate
people who are committed to achieve
lasting impact through a holistic approach
to humanitarian engineering.
Our strength is our people – we pride
ourselves on our diversity of skills,
backgrounds, cultures and experience.
We show leadership and take an ambitious
and brave approach to creating and
sustaining change.
We learn together, work together and have
fun together – inspiring collective action.
We contribute our time and resources with
humility and generosity to advance EWB’s
vision.
We are innovative and bold – we imagine a
better future and work together to make it
happen.
Image: EWB Australia Field Professional Hamish Banks works with Lazio Miranda,
Production Engineer for Community Housing Limited in Timor-Leste.
6. our evolution
10 │ ewb 2020 strategy ewb 2020 strategy │ 11
Engineers Without Borders Australia began in 2003 as a
small group of people with a shared passion for making a
positive difference through engineering. Adopting the motto
“know what you don’t know,” they embarked on a journey
together to realise the new organisation’s mission and vision
and created a visible presence through speaker nights,
appropriate technology workshops, stalls at festivals and
book clubs.
Rapidly gaining momentum, EWB and a community of like-
minded people grew a movement of volunteers and gained a
broad support base which contributes over 100,000 volunteer
hours per year. Partnerships, collaborations and chapters
were established across Australia, South Asia and South East
Asia.
EWB Australia’s approach to creating social change is
evolving from a foundation of partnerships and placements
into a sector-based approach to poverty alleviation. We aim
to systematically build the capacity of engineers and relevant
organisations / institutions in the countries in which we
work. This way they can deliver high quality, community-
centred projects with poor and marginalised groups.
EWB Australia’s work in poverty alleviation and development
focuses on programs that improve the livelihoods of
communities in need. This includes poor, vulnerable and
marginalised communities and in geographic regions of
socio-economic disadvantage. EWB doesn’t participate
under the 2015 strategy, ewb achieved
the following outcomes:
>> We built the technical capacity of over 40
community partner organisations in Australia
and across Asia leading to improvements in public
health and nutrition, education, employment and
reconciliation.
>> We worked with universities across Australia and
New Zealand to embed humanitarian engineering
into curriculum, reaching thousands of students
every year.
>> We created diverse leadership and training
opportunities that share knowledge in
humanitarian engineering.
partnerships/
collaborations
sector-wide
industry
institutional
organisational
individual
capacity
building
programs/
projects
people/
placements
directly in disaster relief or crisis response work. In these
circumstances, we refer our members and supporters to
partner organisations and collaborators who specialise in
this field. We are however, committed to building the
resilience and preparedness of our community partners
as part of our development approach. We do not participate in
non development activities as an organisation.
There is the opportunity over the coming five years to deepen
our collaboration with partner organisations and contribute
to and lead a collective impact approach to poverty. There is
also the prospect of leveraging our significant experience to
increase influence on our stakeholders in order to achieve a
greater impact in the sector.
EWB Australia creates change
by building the capacity of
individuals, institutions and
entire sectors.
EWB Australia invests in
people, partnerships and
programs as foundations of
our approach to social change.
7. our approach
what is our model
of impact?
12 │ ewb 2020 strategy ewb 2020 strategy │ 13
For over a decade, EWB Australia has created social change
through the delivery of programs, primarily through
our work with partner organisations. We now have the
opportunity to use our experience and use evidence of our
program impacts to influence stakeholders in new ways.
The EWB Impact Model uses an innovation cycle through
which the EWB team undertake research and generate new
ideas or concepts. An idea then follows a cycle of design,
piloting, delivery and evaluation. Established programs
repeat this cycle, and feedback incremental improvements
in individual programs, in order to increase impacts and the
effectiveness with which they are delivered.
Under the 2020 Strategy, the Impact model will expand
to include a significant focus on influence initiatives. This
aspect of the model starts with the extraction of new
knowledge or innovative practice or processes from EWB’s
programs. Using this new ‘value’ we can then influence
specific EWB stakeholders through a range of possible
initiatives. Examples of influence initiatives include thought
pieces and research papers (as part of targeted advocacy),
movement building (large-scale campaigning), collaboration
through collective action or the ability to scale up existing
programs to a greater level of impact.
Both aspects of the EWB Impact Model (program innovation
and influence) include a feedback loop for evaluation,
learning and improvement. A new expectation has been set
that mature programs will go through an annual evaluation
process to assess the ability of the program to be transformed
for a step change in impact.
The EWB Impact Model is underpinned by four
foundations:
>> people, partners and culture
>> resources
>> operating systems
>> brand.
our core mechanisms:
>> Partnering for greater leverage and accountability.
>> Knowledge sharing.
>> Mobilising great people through volunteer and
probono opportunities.
>> Investing in our people and culture.
>> Systems for effectiveness and efficiency.
>> Resources to allow us flexibility, creativity and the
ability to invest.
>> Sector building.
>> Long-term and inclusive partnerships.
>> Community driven.
>> Capacity building
>> Strengths-based approaches.
evaluate, reflect & evolve
evaluate, learn & improve
ewb australia impact model
innovate
design evaluate
people,partners&culturebrand&profile
resourcesoperatingsystems
pilot deliver
idea &
research
collective
impact
scale up movement
building
thought
leadership
influence
extract
valueimpact
how change happens:
awareness agency
impact sharing repeat
action
The EWB Australia Impact
Model creates social change
through program delivery,
innovation and influence
8. schools
universities
businesses
governments
community
organisations
philanthropy and
impact investors
media
humanitarian
engineering
sector
Schools provide integrated, inspired and
relevant teaching and learning
opportunities for students in STEM
subjects.
Universities provide supportive
environment that builds the humanitarian
capabilities of their engineering students
through integrated, inspired and practical
curriculum.
Businesses deliver their work using
strategies and culture that promote,
reward and expects the creation of
positive social outcomes with every
project and stakeholder engagement.
Community organisations have the
capacity and resources to deliver
appropriate engineering services,
infrastructure & technology as an integral
part of their development programs.
Governments invest in, regulate and
promote growth in the social impact
of the engineering sector.
Philanthropy and impact investors
support the development and
implementation of innovative
engineering solutions and
technologies for social change
Media supports and advocates for
positive reporting and story-telling
about successes and lessons in
humanitarian engineering, mobilising
more people and organisation to
contribute.
14 │ ewb 2020 strategy ewb 2020 strategy │ 15
EWB Australia members created a
series of vision maps for the world
of humanitarian engineering in five
decades time. The use of highly
visual and creative maps helped the
EWB team explore and design the
world they would like to see in 2065.
This process allowed the role of EWB
in the development of this future to
become clear and helped to shape
the design of the Engineering a
Better World 2020 Strategy.
2065
vision
maps
Image: Field Professional Becky Watts has undertaken four of EWB
Australia’s programs before working on placement in Cambodia.
Schools provide integrated, inspired and
relevant teaching and learning opportunities
for students in STEM subjects.
Businesses deliver their work
using strategies and culture that
promote, reward and expect
the creation of positive social
outcomes with every project and
stakeholder engagement.
Media supports and advocates for positive
reporting and story-telling about successes and
lessons in humanitarian engineering, mobilising
more people and organisations to contribute.
Philanthropy and impact investors
support the development and
implementation of innovative
engineering solutions and
technologies for social change.
Community Organisations have the
capacity and resources to deliver
appropriate engineering services,
infrastructure & technology as an
integral part of their development
programs.
Governments invest in, regulate
and promote growth in the social
impact of the engineering sector.
Universities provide supportive
environments that build the
humanitarian capabilities of their
engineering students through integrated,
inspired and practical curriculum.
9. external aims
aim 1: solutions for social change
aim 2: redefining engineering
aim 3: a global movement
aim 1: solutions for social change
we will enable appropriate solutions to
alleviate poverty and accelerate inclusive,
sustainable development through
engineering and technology
outcomes:
>> More poor and marginalised
communities have improved access
to the benefits of engineering,
infrastructure and technology.
>> More service organisations have
the capacity to deliver and maintain
appropriate engineering services,
infrastructure & technology.
>> More high-quality engineering,
infrastructure and technology-based
projects will be delivered through
a community-centred approach,
creating the strongest possible
social outcomes and community
empowerment.
>> New knowledge, innovation
and transformative engineering
solutions will be created to improve
livelihoods.
>> More people from poor and
marginalised communities will
participate in and have leading roles
in decision-making that affects
them and their communities, and
access new income and employment
pathways.
16│ ewb 2020 strategy ewb 2020 strategy │ 17
objectives:
>> Facilitate access to appropriate and
community-centered engineering
services, infrastructure and
technology for poor and marginalised
communities.
>> Strengthen the capacity of individuals,
community organisations, institutions,
governments and businesses
to access, deliver and sustain
transformative engineering solutions
and technology for the benefit of
poor and marginalised communities.
>> Influence the institutions and systems
through which engineering solutions,
infrastructure and technology are
delivered to maximise the positive
social outcomes for communities.
>> Innovate, implement and scale
transformative engineering solutions
and technology-based ventures
that reduce poverty and accelerate
inclusive development.
>> Create well-connected and supported
education and employment pathways
in the engineering sector for poor and
marginalised communities.
10. aim 2: redefining engineering
we will redefine engineering as a
community-centred profession that
provides leadership in the creation of
a more sustainable and inclusive world
18 │ ewb 2020 strategy ewb 2020 strategy │ 19
objectives:
>> Inspire, educate and train students
and practitioners in the local and
global application of engineering and
technology for positive social change.
>> Embed a culture of community-
centred design and practice in the
engineering professions in which we
work, through all aspects of business
including shared value creation, pro
bono work and volunteering.
>> Improve transparency and
accountability regarding the social
impact of engineering services,
infrastructure and technology,
facilitate sharing of effective practice
and celebrate the positive impact the
profession has on society.
outcomes:
>> More individuals and organisations
are inspired, capable and well-
supported to deliver their work with
the best possible social outcome.
>> More individuals have a strong
community service ethic and
incorporate pro bono work and
volunteering into their careers.
>> Companies are strategic and
committed to the delivery of strong
social outcomes.
>> More communities in which we work
(including general public, clients)
expect that engineering services,
infrastructure and technology will be
delivered for the public good and hold
the profession to account.
Image: In partnership with Google and Live and Learn, the EWB
Australia Biodigester project aims to provide 15,000 Cambodians
with clean energy, water and fertiliser by 2018.
11. aim 3: a global movement
we will inspire and mobilise
a global community in engineering
for social change
20 │ ewb 2020 strategy ewb 2020 strategy │ 21
objectives:
>> Inspire, connect and empower
engineers and their organisations
around the world to participate in
a global movement based on the
shared vision that “Every engineer
can be an agent of change to create
a just and sustainable society.”
>> Mobilise the engineering professions
in which we work to play a leadership
role in ending poverty and creating
inclusive, sustainable communities.
>> Learn from, work with and build the
capacity of like-minded organisations
around the world to contribute
towards ending poverty and
accelerating inclusive, sustainable
development.
outcomes:
>> Individuals and companies in the
engineering profession identify as
part of a global community that
creates a positive, lasting social
legacy.
>> The global engineering profession
makes an exceptional contribution,
and provides a strong and valued
voice, in the creation of positive
social change.
>> EWB Australia is a part of a
connected, innovative and
high impact global network of
collaborators, working together to
create lasting social change through
engineering and technology.
Image: EWB Australia Member and former Field Professional Bianca
Anderson worked with the Covenant Centre of Development (CCD)
in India.
12. internal aims
aim 1: investing in our people
aim 2: transforming our systems
aim 3: growing our resources
aim 4: increasing our profile
22 │ ewb 2020 strategy ewb 2020 strategy │ 23
aim 1: investing in our people
we will invest in our people and build our
culture of passion, purpose and impact
objectives:
>> Lead, empower and grow the size
of the EWB membership base,
as enablers of the humanitarian
engineering movement.
>> Strengthen and create new, diverse
and well-supported pathways for
volunteers to contribute towards the
EWB mission and vision.
>> Build the skills, experience,
knowledge and diversity of our
volunteers, staff and Board to
effectively implement our work.
>> Proactively foster a diverse EWB
community that includes people of
varied age and experience, gender
and ethnicity.
outcomes:
>> More EWB Australia members
will champion the humanitarian
engineering movement, inspiring and
engaging others.
>> EWB volunteers deliver high quality,
sustainable programs of more
significant impact.
>> More EWB volunteers and staff
have an enriching personal and
professional development experience
with EWB and feel valued and
supported.
>> EWB achieves its strategy,
demonstrating effectiveness,
efficiency and innovation in its
governance and operations.
>> EWB has a more creative, engaged
and vibrant community with the
capability and capacity to deliver the
organisation’s mission and vision.
13. 24 │ ewb 2020 strategy ewb 2020 strategy │ 25
aim 2: transforming our systems
we will improve the impact of our work
and the systems and tools we use to
support our operations
objectives:
>> Improve our monitoring, evaluation,
reporting and communication of the
impact of our work.
>> Develop and hold ourselves
accountable to performance
indicators (measures) for each of our
aims & objectives and each program
we deliver.
>> Invest in integrated business
systems, technologies and processes
that improve our effectiveness and
efficiency.
>> Integrate learning processes into
program delivery and operations,
including strategic sharing of lessons
learned and communication of
failures.
>> Improve the transparency and
accountability of our management
systems (policies, processes and
practices).
outcomes:
>> EWB Australia has a stong evidence
base that clearly demonstrates the
impact of its programs and activities.
>> EWB undertakes continual
improvement based on measurable
performance indicators.
>> EWB is effective and efficient in the
delivery of its work and is supported
by simple, resilient and accessible
systems.
>> EWB’s strategic direction and
program delivery is informed by and
improved by reflection, analysis and
learning.
Image: The EWB Australia community meets annually at its National
Council for conversation on the role of EWB in creating social change.
14. 26 │ ewb 2020 strategy ewb 2020 strategy │ 27
aim 3: growing our resources
we will increase our financial
and social capital
objectives:
>> Grow our current sources of income
and find new and creative ways to
generate untied income that align
with our mission and vision and
enable us to increase the impact of
our work.
>> Increase and diversify the capability
(skills, experience, knowledge) of the
EWB team.
>> Leverage meaningful pro bono and
volunteer opportunities to maximise
the impact of our work and the
efficiency with which we use our
resources.
>> Priortise our programs, renew
and reposition our resources and
practices to increase our impacts.
outcomes:
>> EWB Australia has a sustainable
and resilient income base. The
organisation is able to invest in new
programs and ventures, and respond
to new and emerging challenges, in a
way that is flexible and dynamic.
>> EWB fully engages the breadth and
depth of expertise in the engineering
profession and other relevant sectors
to deliver high quality programs
and undertake effective influence
activities.
>> EWB delivers on its aims and
objectives through the systemic
engagement of volunteer and
probono expertise and capacity.
>> EWB has clear program priorities
and uses its resources for maximum
impact.
Image: EWB Australia Design Summits trips to India, Cambodia
and Nepal provide leading practice educational experiences for
Australian engineering students.
15. 28 │ ewb 2020 strategy ewb 2020 strategy │ 29
aim 4: increasing our profile
we will build our profile, influence
and support base
objectives:
>> Grow the recognition of the EWB
brand in Australia and the regions
in which we work with a focus on
the organisation’s impact through
systemic change and innovation.
>> Build the capacity of EWB people to
undertake influence activities.
>> Expand the EWB community and
network of supporters who champion
the organisation’s mission and vision
and influence others to support the
humanitarian engineering cause.
outcomes:
>> EWB Australia increases its brand
recognition, support and influence.
>> EWB leverages the outcomes from its
program delivery work and expertise
to influence key stakeholders and
accelerate implementation of the
EWB strategy.
>> EWB increases its support base in
Australia and in the sectors within
which it works internationally.
Image: EWB Australia’s Link Festival promotes the role of design
and technology in creating social change.
16. 30 │ ewb 2020 strategy
our performance
We strive to be accountable and transparent in all
aspects of our work. We will assess our performance
against this strategy on an annual basis and share the
outcomes of the review with our stakeholders.
The whole of EWB Australia’s monitoring, evaluation,
reporting and improvement plan includes a common
set of evaluation questions that assess our performance
against specific factors, including but
not limited to:
>> Effectiveness
>> Efficiency
>> Relevance
>> Innovation
>> Learning
>> Leverage (of resources, networks)
>> Volunteer engagement
our people
EWB Australia nurtures, recruits and retains superstars
- people who are passionate about engineering for
social change, deeply understand our approach and
deliver exceptional work. EWB Australia’s superstars
are highly responsible and thrive on freedom, self-
discipline, learning and innovation. They are attracted
to us because the organisation presents a unique set of
ambitions and achievements, and has a distinct culture
that provides the space to fulfill personal values and
create long lasting positive social change.
for information on how to contribute to
ewb please visit www.ewb.org.au or
email info@ewb.org.au
Image: Long Sokhon of Pursat Province in Cambodia is one
of the beneficiaries of EWB Australia’s Biodigester Program
in Tonle Sap.