Corporate Social Responsibility

Renewables avoided $480 billion in fossil fuel costs last year. And those savings will continue year after year. This is one of the standout findings from IRENA's latest Renewable Power Generation Costs report. Unlike coal and gas power plants, wind turbines and solar panels don't need a continuous supply of fuel. Once they're built, they continue generating electricity without the ongoing cost of buying coal, gas or oil. And this has three important consequences: ✅ Every unit of renewable electricity generated reduces the need to purchase fossil fuels for power generation. ✅ Those avoided fuel costs accumulate year after year over the lifetime of the asset. ✅ They also reduce exposure to volatile fossil fuel prices and improve energy security. IRENA quantified these savings by comparing actual renewable generation in 2025 with an alternative scenario in which the same electricity was instead generated by each country's existing fossil fuel mix. The result was an estimated $480 billion in avoided fuel costs – and this is just a single year. The economics of renewable energy are often discussed in terms of the cost of building it, but one of its biggest economic advantages comes afterwards. Unlike a one-off saving, avoided fuel costs repeat every year a wind farm or solar farm remains in service.

Today I would like to talk about a problem affecting many fellow women in my profession: Architecture does not have a pipeline problem. It has a retention problem. Women enter architecture schools in huge numbers. They graduate, enter practice, and build experience. But the further you move toward senior leadership, ownership, and decision-making positions, the fewer women you see. That is not because women suddenly become less talented or less ambitious. It is because the profession still rewards a very specific type of worker: someone who can stay late, travel at short notice, prioritize projects over everything else, and rely on someone else to absorb the unpaid work at home. Add motherhood, unequal care responsibilities, slow salary progression, opaque promotions, and a culture that romanticizes overwork, and the result is predictable. Women do not leave because they cannot handle architecture. They leave because architecture often makes staying unnecessarily difficult. And the industry loses years of education, experience, technical knowledge, client relationships, and leadership potential every time that happens. This will not be fixed by telling women to be more confident. It requires structural change: transparent salaries clear promotion criteria flexible working real return-to-work programs paid parental leave reasonable hours equal expectations of fathers and more women in decision-making positions We already have the talent. We are just very good at losing it. Save this, share it, and ask your office what it is actually doing to keep women in architecture. #architecture #womeninarchitecture #architecturecareer #architectureschool #youngarchitect architectureindustry gendergap genderequality architectureoffice architecturestudio architecturalpractice womenindesign womeninleadership workingmothers parentalleave workplaceculture designindustry architecturecommunity architectlife futureofarchitecture

Wars don’t just destroy nations. They expose how fragile our systems really are. Over the past few years, every global disruption, from conflicts to pandemics to supply shocks, has shown us one thing clearly: We have built a world that is highly efficient… but dangerously dependent. - Food travels thousands of kilometres before it reaches our plates. - Energy systems rely on distant, unstable sources. - Waste is exported, outsourced, and forgotten. And the moment something breaks somewhere in the world, everyone, everywhere, feels it. Maybe the question isn’t: How do we make global systems stronger? Maybe the question is: Why are we so dependent on them in the first place? And what if our cities, towns and villages could: • Grow more of their own food • Generate more of their own energy • Manage their own waste • Create and consume locally This isn’t about isolation. It’s about resilience. Because when systems are decentralised: • Communities recover faster • Livelihoods are created locally • Environmental impact reduces • And people regain a sense of ownership This is where sustainability meets survival. Decentralised production systems are not just a climate solution. They are a risk mitigation strategy for an uncertain world. The future isn’t global vs local. It’s global and local. In fact, its hyperlocal. But the balance has clearly tipped too far. If there’s one lesson from the world we’re witnessing today, it’s this: The strongest communities are the least dependent ones. Time to build local. Time to act resilient. Time to rethink how we produce, consume, and live. What do you think? #Decentralisation #Sustainability #Resilience #ClimateAction #LocalEconomies #CircularEconomy

IndiGo (InterGlobe Aviation Ltd) CRISIS WASN’T IN THE SKIES. IT WAS IN THE LEADERSHIP CABIN. Three things stood out. One: Employees were left alone to face furious customers. No leader should ever let that happen. If you don’t stand by your people in a storm, don’t expect them to stand by your customers in the sun. Customer experience collapses the moment employees feel abandoned. Two: In any crisis, honesty is the only strategy that works. This time, the communication wasn’t transparent. When leaders hide the full picture, years of goodwill can disappear overnight. A crisis can earn trust, but only if you tell the truth. Three: The belief that “we are too big to be ignored” has ended more companies than competition ever has. Customers always have a choice. And if they don’t, they will create one. We shouldn’t watch the Indigo crisis like spectators. This is a reminder for every leader to build their own crisis blueprint. Because crises will come, when they do, your response becomes your reputation. There is more to business than profits. There are people, trust, and how you show up when it matters most.

People sometimes see Acumen raising large amounts of commercial capital and assume we no longer need philanthropy. No sooner had we announced $250M for our Hardest-to-Reach fund — to bring off-grid light and electricity to 70 million people across 17 of Africa’s most challenging markets — than some concluded Acumen must be set. In fact, the opposite is true. First, let me acknowledge how tough this fundraising environment is. I couldn’t be prouder of the team and partners who made our Hardest-to-Reach announcement possible after 2.5 years of relentless effort. And yet it’s worth underscoring: none of this would have been possible without philanthropy. Philanthropy is the first mover. It allows us to place early bets in fragile markets like Malawi and Benin, cover the development costs needed to structure and raise investment across the capital spectrum and provide the technical assistance that builds capacity. To put a finer point on it: of the nearly $250M raised for Hardest-to-Reach, more than $80M is philanthropic. That risk-taking anchor made it possible to prove new models — and ultimately unlock institutional investment. During Climate Week last month, I met philanthropists who see this as the time to pivot from grantmaking toward impact investing. While I understand the instinct, I want to offer a reframing: it’s not either/or. If you want your capital to have lasting impact, there may be no better use than catalytic philanthropy — especially when deployed through blended finance models like Hardest-to-Reach. Philanthropy cannot see itself at the margins. It is catalytic capital — risk-taking, patient, and unabashedly impact-first — creating the conditions for commercial capital to follow. And it's more important now than ever as traditional aid shrinks and many governments shift from grants to investment approaches. At Acumen, philanthropy from donors at all levels remains our bedrock. It enables us to reach the hardest-to-reach, build inclusive markets where none exist, and keep social impact at the center of everything we do. And because solving problems of poverty is Acumen’s mission, raising philanthropic capital will remain essential to our work.

Something VERY cool just happened in California and… it could be the future of energy.   On July 29, just as the sun was setting, California’s electric grid was reaching peak demand.   However, instead of ramping up fossil fuel resources, the California Independent System Operator (CAISO) and local utilities decided to lean on a network of thousands of home batteries.   More than 100,000 residential battery systems (made up primarily by Sunrun and Tesla customers) delivered about 535 megawatts of power to California’s grid right as demand peaked, visibly reducing net load (as shown in the graphic).   Now, this may not seem like a lot but 535 megawatts is enough to power more than half of the city of San Francisco and that can make all the difference when a grid is under stress.   This is what’s called a Virtual Power Plant or VPP. It’s a network of distributed energy resources that grid operators can call on in an emergency to provide greater resilience to our energy systems. Homeowners are compensated for the dispatch, grid operators are given another tool for reliability, and ratepayers are saved from instability. It’s a win-win-win.   Now, this was just a test to prepare for other need-based dispatches during heat waves in August and September. But it’ historic.   As homeowners add more solar and storage resources, the impact of these dispatch events will become even more profound and even more necessary. This was the second time this summer that VPPs have been dispatched in California and I expect to see even more as this technology improves.   Shout out to Sunrun, Tesla, and all companies who participated. Keep up the great work.

“Our messaging is not working” Enrique Ortiz, a veteran conservationist and founding member of the Andes Amazon Fund, has spent decades translating the complexities of ecosystems into action. But in his recent commentary for Mongabay, he issues a striking critique—not of science itself, but of how it’s conveyed. “Facts are not the most important part,” Ortiz writes. “The current narrative needs a re-thinking.” That rethinking, he argues, begins not with more data, but with deeper insight into how people process information, make decisions, and respond emotionally to the world around them. Ortiz’s concern is not that people are unaware of climate change. In fact, the majority of the global population acknowledges it. But many remain unmoved, caught in a web of abstract language, ideological filters, and emotional distance. Scientific accuracy, while essential, often falters in the face of cognitive and cultural barriers. Ortiz points to the findings of cognitive scientists and neuroscientists: facts rarely shift belief systems. Instead, people gravitate toward stories, experiences, and social cues. “When facing uncertainty,” he notes, “humans make decisions that are satisfactory, rather than optimal.” This disconnect, Ortiz argues, is especially clear in environmental communication. Words like “rewilding,” “green,” or “ecological” may have once inspired clarity, but have since become muddled through overuse or conflicting interpretations. Worse, they sometimes trigger skepticism or backlash. In this fog of abstraction, the human connection is lost. What’s needed, Ortiz suggests, is a new narrative strategy—one that harnesses the emotional power of stories and speaks to how people actually think and feel. He draws from his own experience as an educator: while his lectures on plant-animal interactions faded from memory, it was the stories that lingered. This phenomenon, known as “narrative transportation,” isn’t mere sentimentality. It’s a neurological reality that helps ideas stick—and decisions shift. Rather than continuing to warn of catastrophe, Ortiz believes we should share stories of adaptation and resilience. From Andean farmers modifying how they grow quinoa and potatoes, to everyday consumers making environmentally conscious choices, these narratives offer agency and hope. They bridge divides and foster shared values. “Our messaging is not working,” Ortiz writes bluntly. “We need a revolution in narratives—and in how we tell them.” That revolution may begin not in the lab or the newsroom, but in the quiet space where empathy meets understanding—and where change can finally take root. 📰 His piece: https://lnkd.in/gmrWBcc5 📸 Hoatzin. My photo.

One image just disrupted a £22 billion fashion empire more effectively than a thousand sustainability reports. 🔥 This isn't an official SHEIN campaign gone wrong. It's artist Emanuele Morelli's AI creation—a haunting visualisation showing what fast fashion's "affordability" really costs us. The image speaks volumes: a SHEIN billboard where the model's flowing dress transforms into a cascade of textile waste. Art communicating what statistics alone cannot. 5 uncomfortable truths this image forces us to confront: 1. The scale of fashion waste is staggering → 92 million tonnes of textile waste produced annually  → The equivalent of one rubbish lorry of textiles dumped every second  → Most fast fashion items designed to be worn fewer than 10 times 2. The business model depends on our amnesia → Constantly changing trends keep us buying  → Ultra-low prices remove financial friction  → Digital marketing creates artificial scarcity and FOMO  → We're trained to forget yesterday's purchases 3. The true cost isn't on the price tag → Environmental damage from production chemicals  → Microplastics shedding into water systems  → Supply chain ethics compromised for speed and cost  → Communities near production sites bearing health consequences 4. Our definition of "affordable" is broken → When clothing is cheaper than a coffee, someone else is paying  → True cost spread across communities, environments, and future generations  → Psychological cost of constant consumption never factored in 5. Solutions exist but require systemic change → Circular fashion models gaining traction  → Rental and resale markets growing rapidly  → Consumer awareness rising but needs to translate to behaviour While SHEIN isn't the only culprit in the fast fashion ecosystem, Morelli's artwork throws a spotlight on an uncomfortable reality we've normalised. What we wear reflects our values more than our taste. What is your wardrobe saying about yours? Image: Emanuele Morelli ♻️ Found this helpful? Repost to share with your network.  ⚡ Want more content like this? Hit follow Maya Moufarek.

🌍 Ten Years After Paris: is the Climate Crisis a Disinformation Crisis? In 2015, the world made a historic promise: to keep global warming well below 2°C, and ideally below 1.5°C. We committed to major emission cuts by 2030, and net-zero by 2050. The Paris Agreement marked a new era of global climate cooperation. But ten years on, we're still struggling with cooperation while the World Meteorological Organization tells us that the Earth’s average temperature exceeded 1.5°C over a 12-month period (Feb 2023–Jan 2024) for the first time. Why? 🔍 A groundbreaking new study, led by 14 researchers for the International Panel on the Information Environment, reviewed 300 studies from 2015–2025. The findings are alarming: powerful interests – fossil fuel companies, populist parties, even some governments – are systematically spreading misleading narratives to delay climate action. 🧠 Misinformation isn't just about denying climate change. It’s now about strategic skepticism – minimizing the threat, casting doubt on science-based solutions, and greenwashing unsustainable practices. 📺 This disinformation flows through social media, news outlets, corporate reports, and even policy briefings. It targets all of us – but especially policymakers, where it can shape laws and delay critical decisions. 💡 So what can we do? 1️⃣ Legislate for transparency and integrity in climate communication. 2️⃣ Hold greenwashers accountable through legal action. 3️⃣ Build global coalitions of civil society, science, and public institutions. 4️⃣ Invest in climate and media literacy for both citizens and leaders. 5️⃣ Amplify voices from underrepresented regions – like Africa – where more research is urgently needed. We must protect not only the planet’s climate, but the integrity of climate information. 🔗 Read more on how disinformation is undermining climate progress – and what we can do about it: https://lnkd.in/eDN9hKAJ 🕰️ The window is small. But with truth, science, and collective action, we can still turn the tide.

This Danish foundation gives away $1.3 billion annually – and their secret isn't efficiency ratios, it's something far more radical: They implement nothing. Behind this Danish foundation's rapid rise is Ozempic – the blockbuster diabetes and weight-loss drug that's generated unprecedented profits for Novo Nordisk. The Novo Nordisk Foundation, which owns about a quarter of the pharmaceutical giant, has become one of the world's wealthiest charitable foundations with assets around $167 billion. Yet rather than hiring armies of staff like other major philanthropies, they've gone the opposite direction. In a recent interview, their Chief Scientific Officer for Health Flemming Konradsen revealed their secret to me: They don't implement – they only work through partners. Zero programs. Zero direct service delivery. The model: ➡️ Find what already works  ➡️ Partner with governments who own the strategy ➡️ Create sustainable markets, not dependency  ➡️ Stay for 15+ years, not 3-year cycles Example: Their school feeding programs create permanent markets for local farmers while training health workers and scaling AI solutions across continents. The hard part? Saying no to putting your name on things. Letting partners get the credit. Trusting that influence matters more than control. For development professionals: This approach creates new opportunities. These ultra-efficient funders skip the usual suspects and source partners who can be trusted with strategy, not just execution. They're looking for implementers who think like owners. If you can demonstrate government relationships, long-term thinking, and the ability to build sustainable systems (not just deliver projects), you become invaluable to this new breed of funders. What could your organization accomplish if it stopped trying to do everything itself? Disclaimer: I’ve edited this post as it’s been flagged that Novo Nordisk Foundation has 250 employees. #Philanthropy #Partnership #Foundation 📷 Novo Nordisk Foundation