达利拉·威尔逊·斯科特（Dalila Wilson-Scott）：利用媒体进行积极变革

詹妮弗·特舍尔（Jennifer Tescher）:
Welcome to EMERGE Everywhere. I’m Jennifer Tescher, journalist turned financial health champion. As founder and CEO of the Financial Health Network, I’ve spent my career breaking down silos by engaging with innovators across industries, and now, I’m sharing those conversations with you. Meet the forward thinking leaders challenging the status quo and unleashing creative new ways of improving financial health by seeing their customers, employees, and communities in 3D.

Comcast is a global media and technology powerhouse. It is the second largest broadcasting and cable television company in the world, the largest home internet services provider in the United States, and the nation’s third largest internet home telephone service provider Comcast has many brands that we all know – NBC, Universal Pictures, Dreamworks – and the company is really known for bringing us great stories.

My guest today, Dalila Wilson Scott, is working to leverage Comcast’s talent, technology, and media assets to make diversity, inclusion and corporate responsibility integral to the plot.

Dalila, welcome to EMERGE Everywhere.

Dalila Wilson-Scott:
Thanks for having me, Jen. It’s been a while.

詹妮弗·特舍尔（Jennifer Tescher）:
它有。我很高兴见到你。我们上次交谈时，达利拉（Dalila），您将领导康卡斯特NBC环球基金会（NBC Universal Foundly），现在，您也是新的EVP和首席多样性官。鉴于我在这次对话简介中描述的康卡斯特资产的范围，您甚至如何掌握自己的机会？

Dalila Wilson-Scott:
我的意思是，我已经在康卡斯特（Comcast）来了大约五年。我觉得随着技术的发展，我仍然在寻找方法，因为人们真正开始以许多不同的方式消费内容，在许多不同的平台中，我仍在学习，并继续学习我们如何接触人。而且我认为我的角色和我感到兴奋的是我有能力影响公司的许多不同方面。有时，多样性可以将其拟合到一个非常孤立的孔中。而且，我很幸运能够将其提供给公司的许多不同领域，同时也可以在我们需要前进的地方造成一些内部压力。

I think what I’m encouraged by is the number of people who are awakening to just the issues that result from systemic racism, and that they can’t be solved quickly. None of this can be solved quickly. As much as 2020 seems like a moment of racial reckoning, the truth is many of those injustices were happening, they just weren’t visible. They just weren’t being seen by everyone. And now you have a different awareness level, and quite frankly, a different attention level, an urgency to addressing these issues. And glad to be at a company that sees that too.

詹妮弗·特舍尔（Jennifer Tescher）:
So regular listeners of the show know that I see interconnections everywhere. I think everything is interconnected, and that if we really want to improve people’s lives, we first need to understand people in all of their complexity by breaking down our mental silos and really seeing people in 3D. And in a way, that idea seems to be at the core of diversity and inclusion efforts, really seeing people in all of their diversity, in all of their complexity.

Tell us a little bit more about your new role as the chief diversity officer. Numerous companies have elevated the diversity function in their companies in the last six to nine months given recent events. Talk to me about how you see both the problem that you’re trying to solve and the solution.

Dalila Wilson-Scott:
当然。I came here to Comcast to lead up our foundation and really set a strategy from that perspective. Many corporate foundation presidents and community impact leads work very closely with diversity teams. That part is not new, but I think kind of combining the portfolio with intention is sort of a great way to be seeing the world, sort of how are we making our mark externally for communities that are underrepresented communities, that are struggling, as well as how are we building this culture?

I mean, I think people forget that core point you made, which is diversity, equity and inclusion practices is all about humanity. People want to be treated fairly. That’s all we’re talking about here, yet there’s a lot of structural racism that hasn’t always made that possible and certainly hasn’t created an environment where those of us in multiple seats can challenge that behavior. Many of us have come to accept it. We hear a lot about bringing our whole selves to work, but people and the numbers would say this, surveys would say they don’t feel like they can do that authentically. You’re sort of living in this culture where you feel like you need to fit, versus you’re being valued for your skill sets and your talents and who you are.

因此，我确实认为多样性的基本前提是，公平，人性，正在尊重人们。而且我认为这是我们所有人在这一刻都必须认识到的，就像我们的文化一样强大，尽管我们能够创造的尽可能多，但还不够。对于我们来说，这是一个很好的时刻，让我们退后一步，思考一下我们如何在最脆弱的人群中解决外部问题？我们如何确保我们的业务实践，我们的慈善事业与我们作为公司的价值观保持一致，并且我们没有矛盾？当然，我们如何以应有的尊重和应有的价值来对待自己的才能？

无论是一线工人安装Xfinity broadband in homes in our case, even though we’re doing a lot of self-install because we have to take care of our staff, working remotely at home in a call center or working in a corporate office, employees in different functions with different skill sets need very different type of targeted development. But more importantly, they need opportunity and they need people to believe that they can do more.
And that’s a huge issue. I mean, identity is a big issue in diversity overall. You need people to believe you can do more and you need to be positioned so you can do more. And it takes a lot of pieces to align for that to happen, but it is absolutely about basic humanity and respect.

詹妮弗·特舍尔（Jennifer Tescher）:
Right. Well, at a company like Comcast, it’s playing out literally on a stage in front of millions and millions and millions of people. So there’s the internal staff development, staff fairness, et cetera, but your product is so public, let’s put it that way, right? That the way in which the diversity plays out and inclusion plays out, it’s a tricky tightrope to walk because you don’t have the opportunity to just go and make a plan and then go hopefully put it into action. Every day you’re kind of tested on this, I would imagine. How do you manage that sort of every day, what did I watch on TV that day, as an example?

Dalila Wilson-Scott:
Well, I mean, you also have to think about the diversity of our audiences. We have people that will applaud that this is the most diverse cast we’ve had on SNL in a long time, but SNL appeals to a very specific type of audience and not necessarily everybody. We’ve been fortunate to have Cesar Conde take over leadership at NBC News earlier last year. He previously led Telemundo, has had excellent leadership roles across the industry. And he made a pledge to have 50% of our overall news team in front of, behind the camera, all aspects of news, which also includes CNBC and MSNBC, to be 50% people of color. There’s no other pledge of that level in news at all.

And news is one of those areas where we needed to be unbiased and objective and of course fact-based. And there’s so much in our democracy that depends on the integrity of journalism and it’s great to work for a company that promotes that.

I think on the entertainment side, same issues, but different questions for sure. We have lots of different types of entertainment on our platforms, both on the NBC networks and the producing that we do for other companies. It’s great to have new leaders in that space. We have Pearlena Igbokwe who is in charge of all of content under Universal. She’s new to that role. She’s been with the company for a while doing amazing things. She’s making sure we have the diverse content on Peacock as well as NBC, as well as things we produced for NBC, for other networks, for Netflix, et cetera.

We have a platform on the Xfinity side called Black Voices, Black Stories. It’s not just about telling Black stories, but making sure we are supporting and working with Black directors, Black production teams, and making sure that the right people are shaping the stories regardless of what underrepresented population is being talked about.

So it is interesting, although I would say the expectations are different of NBC and of Comcast, quite frankly, of the community, but it is absolutely onstage for everyone to see every single minute of the day.

詹妮弗·特舍尔（Jennifer Tescher）:
But you also just demonstrated how the changes that you all make in terms of how you do your business every day can really have significant systemic change, which is really exciting. Not every company can say that, not every company has the reach that you do.

Now, it really does seem like the company has been on a diversity and inclusion journey because, in addition to creating this chief diversity officer role that reports directly to the CEO, the company also made a hundred million dollar pledge to fight injustice and inequality. Tell us a little bit more about last year and how the company sort of has now arrived at this moment.

Dalila Wilson-Scott:
Of course. I mean, like many of us know, racism didn’t start in 2020. And I would say our journey in the DEI space really got serious about a decade ago when we first acquired NBCUniversal.

So we started off with a number of very specific targeted commitments that we’ve grown in the past 10 years. And we were walking into 2020 with that incredible foundation, and then I think that moment, George Floyd probably the loudest one for many of us, where we had a chance to say, “Well, what do we do now? What should we do now?” was critical for our chairman and CEO, Brian Roberts, and quite frankly, leadership across the company.

And so that commitment, we wanted to do a couple of things. So one, we want it to be incremental to the work that we were already positioned to do. This wasn’t a repackaging. This really was meant to be more, and not more of the same, but more in I would say a targeted way.

So first we started with areas where we knew we had to make a difference and where we brought expertise. So of course, any major commitment like this, you have to be thinking internally. We really wanted to speak to our employees. We’ve had company-wide, over 70,000 people participating in something we called D, E & I Day, which was really sort of a targeted moment to talk differently about implicit bias and how that plays out in the workplace, and I think more importantly, that diversity is a journey. Wherever you are, you have to meet people where they are, but you have to continue to press them forward. No one’s ever finished with their diversity training, right?

詹妮弗·特舍尔（Jennifer Tescher）:
Correct. Correct.

Dalila Wilson-Scott:
It’s something that all of us experts are not, are continuing to build upon. Language that’s used today is quite frankly not language that was used 10 years ago. Even language used now. We all readily use the BIPOC language today. That was not something people said just a year ago. So language and having a common language is something we’ve talked about and trained a lot about too with our audiences.

在过去十年中，我们可能产生最大影响的地区肯定是数字公平。我们一直致力于结束鸿沟。这说得通。我们是该国最大的宽带公司。但是，在这一刻，我们想真正考虑到那里还有什么，它会是什么样？

因此，这一承诺的很大一部分是，再次使我们在数字公平方面的努力加倍，从产品和服务的角度结束了鸿沟，显然设备很重要，但是这种新的承诺确实可以融入经济流动性。这还不足以让某人建立联系。不足以让某人拥有基本的设施。如果人们想从经济角度发挥作用，他们确实需要精通数字技能。当您考虑社会正义时，就最终的核心时，我们正在谈论经济正义。我认为这是有道理的。显然，您知道这已经完成的工作非常好。

小型企业，我们一直在玩的领域，但这并不是我们身份的核心。So we’re doing more in that space, launched a program called Comcast Rise across the country, where we’re bringing media support, technology equipment, networking services, in addition to cash grants to really support the businesses that, quite frankly, were struggling before 2020, but in the midst of COVID, have really been faced with challenges they never seen. And we know that disproportionately affects BIPOC owners as well.

当然，从媒体和意识的角度来加强我们正在做的事情是我们想做的事情的重要组成部分。不用说，我们特别想召集社会正义，我们能在那里做些什么支持像布莱恩·史蒂文森这样的领导人，同等司法倡议等。

So it was those five areas that we felt like we needed to make a difference, but also that we were uniquely positioned to make a difference. And that really was a conversation around our commitment, on top of everybody feeling very different about the moment and what it meant.

詹妮弗·特舍尔（Jennifer Tescher）:
So, as I mentioned, you report directly to Brian Roberts, the chairman and CEO, and we have seen other firms elevate that function to become part of the C-suite. Talk to me about how important you think it is for this work to be successful to be in the C-suite and to be sponsored by the CEO. And then talk a little bit about how that work then gets translated down to the call center rep or the installer, as an example? Given the breadth of the company, the size of the company, I suspect that may be the even harder part than coming up with the plans in the first place.

Dalila Wilson-Scott:
是的。I mean, people do get overwhelmed by the planning, but it is really all about the execution in any work, I would say, but certainly in the diversity space. I think even more important than reporting to the CEO and being part of the C-suite is that second part, which is the sponsorship of the CEO and the ability to have purview and influence across multiple areas of the company. I mean, we’ve, quite frankly, have seen this transition in CSR as well. There was a time where CSR or diversity would only be in HR, would only be in marketing. And by definition, it limited the impact that those teams have that still exist today.

因此，我很高兴看到这个空间中的这个高程，但我会注意到它不会随着C套件的代表而停止。真的可以是那个人，我的团队可以有效地挖掘组织的多层层吗？

And that second piece about working with the different types of employees, especially frontline, frontline employees often feel left out of every major movement that a company can have for any number of reasons. I think that what has been an interesting kind of training in the background for us, or evolution in our practice, that it took a while, but we ultimately are in a good place around it is customer service. We were thoughtful about the way we entered into the space, and there had been several customer service initiatives before this most recent one that our frontline workers didn’t feel a part of. But quite frankly, when you’re in a business like we are and have a large retail presence, you need to be thoughtful about customer service. They are going to make or break what that looks like, and we know that firsthand.

So bringing them in to the planning process, as well as the execution process, answering those tough questions, those tough why questions, in addition to just laying out a plan and telling, like you have a legion of soldiers, this is about making people believe this is possible and giving them the tools to be part of the solution.

So I’m fortunate to have that as part of our own evolution to learn from. We clearly need to evolve from there. There are issues that will face a frontline worker that will never happen in the C-suite. There’s commonality there, but we need to be targeted about the solutions we bring to the table, not just by your function, but also by your gender or ethnicity. People can often aggregate sort of, “These are issues that impact people of color or LGBTQ,” but we have a lot more awareness quite frankly around intersectionality and we know that everybody’s experience is different and we need to be thoughtful about that.

So that reach into the company is key, but you also sort of have to build… When you’re making this type of culture transformation, it’s not about one team, it’s not about one C-suite leader, it’s about your ability to carry that culture. And that’s the inspirational work, the fun work, but it is certainly the hardest work to do.

詹妮弗·特舍尔（Jennifer Tescher）:
是的。幸运的是，该公司一直在为员工提供在管理身体健康方面的大力支持，以及最近的财务状况。我知道，对于一些来自康卡斯特风险投资的企业家公司而言，该公司已经有点不利。我想知道您是否可以谈论一点，尤其是鉴于大流行，您现在对公司需要做些什么来真正支持他们的员工队伍的观点？公司的责任是什么？您正在做一些真正脱颖而出的事情？

Dalila Wilson-Scott:
当然。我的意思是，我认为对于所有公司来说，这都是一个有趣的大规模实验。我的意思是，首先是确保公司具有支持这种类型环境的技术和网络能力。这与我们所有人或大多数人都进入办公室的时候有很大的不同，当然，现在大部分时间都降级为远程工作，您如何使团队受到启发？当您唯一的互动是遥远时，那是什么胶水。

And that culture building has been interesting. And people approach it different ways. I think all of us going in for the most part thought of it as something temporary. So you were kind of making things work kind of real time. And then of course, a few months later, and even more months later, all of us are realizing there’s much more permanent here than not. We’re fortunate to be working with a company that’s always put wellness first, because then I do think we can look at these issues holistically.

I think we also recognize that as many of us are working from home and have been able to work from home, many of our employees don’t have that luxury. And so how do you think about equity in that sort of environment and what that means for a technician?

And we also were interacting with our customers differently, and that sort of forced us to change our practices. We wanted to introduce more people to self-install given the safety of our technicians, as well as the safety of our customers, and customers kind of latched on to that.

在去年，我们还为员工提供了5亿美元的支持，以使人们真正度过这些困难时期，并考虑我们可以进行的发展类型。我确实认为，我们所有人的这个环境都加速了数字化，这意味着它可以加速新的角色和角色，坦率地说，它不会以相同的方式存在。因此，我们如何考虑重新技能，无论是重新杀伤康卡斯特还是重新技能，还是要在10年内看起来与众不同的行业中保持相关性。我们每个人都不知道这种环境将会是什么样子，但是我们知道这将包括对数字技能的强烈依赖。

And so we’ve been looking at both external programs, as well as internal programs to help with that notion, as our customers are demanding more from us digitally, as we’re trying to deliver more digitally.

詹妮弗·特舍尔（Jennifer Tescher）:
是的。现在,你提到的数字化,我想要的to bring the conversation back to what you were talking about earlier around broadband access, because boy, if there’s anything we learned over the last year, it’s that having a device, a phone, a computer isn’t much good without access to broadband from home, and which lower income families, families of color are less likely to have. You’re not new to this. You’ve been working on digital access for quite some time. I wonder if you could tell the listeners a little bit more about the scope of the challenge and what Comcast can do, but then what you think the incoming Biden administration or government needs to do?

Dalila Wilson-Scott:
当然。正如您提到的，我们已经谈论这个问题已有十多年了。而且我认为2020年所有人的眼睛都睁开了这个问题。我认为人们真的认为这是一个孤立的农村问题。他们尚不清楚它对K-12的学校教育会有什么作用，让我们偏僻，在家工作和上学。

So I am encouraged by the number of people and the number of times that digital inclusion was brought to the fore of the conversation. I’m also thrilled at the work we’ve been able to do, and 10 years of learning got us here.

I think what we’ve always known is in addition to sort of the lack of availability in cities around the country, urban metros around the country, not just rural areas, is that affordability is an issue, but it often is not the largest issue when it comes to broadband adoption. We’re also seeing that there could be a trust factor. Do I trust someone coming into my home? Am I an immigrant and not necessarily trusting the information I might have to provide? Do I live in unstable housing? Is this not sort of a set apartment, a legal apartment? So I’m not able to have installation. There are many barriers to adoption, and many of them can be addressed through education and broader awareness, but these are the tough issues, right? This is about the last mile.

I think what we’ve been able to do is, throughout the year, we had sort of 60 days of free access for new Internet Essentials customers. Internet Essentials is our low cost broadband product. Also, gave thousands of people access to devices. Internet access is not useful if you don’t have a device from home. We increased speeds last year so that our customers could have high-speed access. So you could have three, four or five kids at home or parents working and schooling remotely with video conference. And I think that’s important. We also work with districts and cities and other foundations to take affordability off the table where it was an issue. So able to stand up a lot of those programs, quite frankly, before government dollars and stimulus dollars were even on the table.

为了您的观点，政府和这些最新的刺激法案，桌子上还有很多强调连通性的重要性和长期资金，我认为这对学校至关重要。我认为，只有学校和高等教育以及K-12能够适应这种环境，您如何有效地提供教育？一位老师在今年必须真正发挥作用，以使人们和年轻人保持坦率的敬业度，这是完全不同的技能。

So there was so much focus on connectivity this year, but I think all of us realized painfully that there was loss in education quality and education delivery. And I think there has to be more attention placed on that on top of the connectivity issues. But I am encouraged by more support on connectivity because I think that’s more long-term support.

We also know that low income families tend to be very mobile, and internet access in the home may not necessarily be the best path. So what does that look like? We’re also investing in what we call lifts zones, a thousand sort of community-based centers and partners that we work with across the country to make sure there’s commercial grade wifi available, to make sure education is available, quality education, quality proctors, and thinking differently about initiatives like working with Sage or working with Get Schooled, a different way we can bring online learning and online support to the table to supplement what’s happening. It’s difficult for adults to be on video conference.

詹妮弗·特舍尔（Jennifer Tescher）:
I will attest.

Dalila Wilson-Scott:
However many hours. You can only imagine if all of us were sitting back as our third, fourth, fifth grade, sixth grade selves and having to sit there and be taught this way. It is certainly not ideal. And I think we’re going to have to move on the education front of that sooner than later.

但是我鼓励有更多资源可用。当然，这总是很棘手的。您如何公平地分配？您如何确保我们都试图看到的影响真的是真正的？而且，我只想确保人们肯定会专注于连接。

詹妮弗·特舍尔（Jennifer Tescher）:
Yeah, that’s helpful. I think the racial awakening of last year, the reckoning has maybe made the things above the water more visible, but there’s still all the things below the water’s surface, and a big part of that is ingrained in our culture. And when I think about culture building and culture shifting, I think about the power of media. I think about television, film. You’re no longer just a deliverer or a distribution channel, right? You’re making your own content. And that feels to me to be such an incredible opportunity.

I think about the new show Bridgerton, which I don’t think is one of yours, my apologies.

Dalila Wilson-Scott:
It’s not. It’s on Netflix. But you can get Netflix on Xfinity.

詹妮弗·特舍尔（Jennifer Tescher）:
绝对可以,但多少buzz,告诉我s getting and how interesting it is to cast historical figures in a colorblind kind of way, to intentionally put actors and actresses of color into roles where they wouldn’t have actually probably had that kind of role, if you will, in real life hundreds of years ago. That’s such a fascinating way to change the way people think or see other people. Talk to me about the power of your storytelling platforms and how do you really fully leverage their power?

Dalila Wilson-Scott:
是的。而且我确实认为Bridgerton是很多事情的案例研究。I think there have been in the past productions where everyone was replaced with a Black character, and that is very different I think than what we’re all seeing in a piece, in a series like Bridgerton, and Shonda Rhimes has done that for many of our productions.

I mean, number one, it starts at who’s actually bringing the pieces to life. So this year has been a great one for us because we’ve been able to talk about new partnerships we have with LeBron James supporting Ava DuVernay and her initiatives to really diversify the industry, all levels of talent, quite frankly, when it comes to directing and production, not just sort of the ones we see on screen, and bringing those diverse voices in to create different stories and to show them in different places. It’s not like all diverse producers or directors only care about diverse stories. It’s really about putting them in places where they can bring different perspective, quite frankly, to things that we know and love that evolve over time.

所以我们当然不闲逛htly. I think that we have a number of programs, in fact, that are industry leading that helps to support underrepresented directors, because it really is difficult. Everybody’s a content producer at the end of the day, especially these days, but many people still yearn for the distribution that you can get when your film is on Focus or Universal or on a network channel. And that sort of dream still exists for a lot of directors and storytellers. And I think to be able to give people sort of that coaching and direction and bring them onto our platform sooner than later is one of the great ways that we can help change the narrative, if you will.

再一次,有多个故事up our culture, and there are many people that depends on NBC to deliver that at so many different levels. And it is one of the more exciting things we get to do, and it certainly doesn’t happen overnight. But I think when you think of productions like This Is Us and what that story has meant to so many people and how so many different types of people can see themselves in that story, that at the end of the day, it’s universal, right? It’s a family that’s come together, struggles, ups and downs, but different levels of conversation and touch points on race, on gender, on economic mobility that’s kind of interesting for us all to witness and not see that as a Black story, but to see that as my story.

We’re on the heels of Black History month, and for so many years, that’s been their story for so many people. We really need to get to this place where it’s our story and people embrace that, and that’ll help create a better fabric for future stories as well.

詹妮弗·特舍尔（Jennifer Tescher）:
Right. It’s a human story.

Dalila Wilson-Scott:
Absolutely.

詹妮弗·特舍尔（Jennifer Tescher）:
是的。因此，您之前说过，我不同意，对，这些挑战在制造中已经有数百年了。他们不会在一夜之间发生变化，但是显然您必须让自己和您的同事负责。因此，在短期到中期，您选择时间表，成功是什么样的？您怎么知道它是否有效？

Dalila Wilson-Scott:
There’s a couple of things that I keep pointing to. I think number one, for the most part, everybody in America and many people around the world, there was no one who was immune to message and to the awakening. You might have different reactions to it, but everybody knew something was different. I think if we get to the end of 2021 and that’s faded to the point of acceptance, and yes, that was then and we’re all back to the P&L and not caring about humanity, that will be a big failure for our society, quite frankly. And I think that’s something that all of us need to be focused on. We cannot let up on the momentum and we should be doubling down in this moment. And I think sometimes the further away you get from some atrocity, the further away people get from that urgency, that momentum they have felt as you think about the solutions.

So that’s one. The other is there absolutely should and can be more transparency. You can’t hold people accountable for something you don’t know. And I do think having more transparency around these issues and the way that so many corporations and CEOs are stepping up in moments of crisis that aren’t necessarily core to their business. We saw a number of CEOs, including our own, speak out and denounced the violence against the Capitol, suspend contributions to Republicans that were a part of that vote. I think that’s important that corporations are taking a stand that would have been, quite frankly, unheard of, and not that very long ago. So that already reads that the accountability is there in a way that it hasn’t been before.

And for private sector, for the most part, I would say that usually the accountability and transparency levels only increase. That doesn’t typically pull back, which is great. But I do think in times, especially diversity, there’s a healthy amount of skepticism out there about will this be different? Rodney King was not long ago.

詹妮弗·特舍尔（Jennifer Tescher）:
哦，哇。

Dalila Wilson-Scott:
But you remember. All of us witnessed that moment. Everybody felt something different, and yet and still things didn’t change at the pace they could have and should have.

我想这一刻是不同的吗?我想要,但是我think every moment like this runs the risk of being just that moment, as opposed to the movement that we’re all seeking. So I think that increased transparency and accountability will get us there. But I do think that momentum is the biggest thing. We have to maintain focus on this.

詹妮弗·特舍尔（Jennifer Tescher）:
All right. That’s a great way to end our conversation. Dalila, thank you so much for joining us on EMERGE Everywhere.

Dalila Wilson-Scott:
Thanks for having me, Jen.

詹妮弗·特舍尔（Jennifer Tescher）:
This has been EMERGE Everywhere, a Financial Health Network production. I’m Jennifer Tescher, and I’d love to hear your ideas for future guests and your reactions to the show. You can connect with me on Twitter@JenTescher。如果您喜欢这一集，请查看节目并在任何播客的地方订阅。要了解有关我们从事的工作和研究的更多信息，请访问emerge.www.hamroaawaz.com。下次见。