Public & Non ProfitShowcase

Investing time in the bakery that is a force for good

Behind every impactful role we place, every team we build and every effort we make to create systemic change for our planet and society by activating people’s potential; lies our team of passionate, sustainability-minded individuals. Our ongoing ‘Faces of Acre’ series helps us take a step back from the day-to-day to shine a spotlight on the people who make us who we are, giving them a platform to share their passions, speak up about important topics and talk about the pro bono initiatives they take part in.

 

This instalment relates to the work conducted by Gloria Mirrione, our Executive Director of Sustainable Finance & Impact Investing, Americas. Gloria has spent more than a decade contributing to the success story of Greyston Bakery as a board member; demonstrating the organisation’s impact (which goes beyond baking delicious brownies) through its ‘open hiring’ policy.

Greyston is a social enterprise, founded by Zen buddhist monk Bernie Glassman in 1974. The bakery has provided brownies to Ben & Jerry’s for inclusion in their ice cream products since the bakery was founded. These brownies are baked by employees who have been given a second chance in life, following various circumstances, from prison sentences to homelessness.

Why did you become a member of the board at Greyston Bakery?

Greyston Bakery is a non-profit B-Corp organisation based in Yonkers, an inner suburb of New York City, and I joined the board 12 years ago. I just loved the mission - Greyston was providing jobs to those who might not be given a chance, a job or pass a background check.

My career in executive search spans more than 20 years, and when I started in the recruitment space, I recognised how important it is to explore opportunity. Greyston utilises an open hiring practice and supports other organisations to implement this.

I went to an inspiring Dress for Success event and listened about the importance of opportunity, which fuelled my passion for this mission. Listening to the women who had gone to shelters to be protected for reasons including domestic abuse and how they were striving to make a better life for themselves, and their children, truly inspired me.

Often, they had to leave everything behind, some of the women didn't even have appropriate clothing for a job interview or know how to write a resume. It made me realise I wanted to be helpful in the acquisition of people who don't have jobs readily available to them, so I reached out to Greyston.

What is Greyston’s mission?

Greyston’s mission is “We bake brownies to employ people”. Most of the staff were unemployable for several reasons, perhaps because they wouldn't be able to pass a background check, they were coming out of incarceration, or they were formerly homeless.

A few of Greyston’s programs today include Pathfinders, the Rangers and the Workforce development initiative which partner with other local organisations who hire those we train outside of the bakery.

We started to train people in functional roles like phlebotomy, janitorial and security and were able to train people to develop their skills. But the main mission was to bake brownies to employ people deemed unemployable elsewhere.

This concept formed a strong partnership that began over 40 years ago between Greyston founder, Bernie Glassman, and the founders of Ben and Jerry’s, who were in a similar community of New Yorkers, focusing on healing the planet.

Ben Cohen and Jerry Greenfield are both very humble and wonderful human beings.

Tell us about the open hiring process

It provides people with a second chance and the data shows that when you give someone that opportunity to become employed without a background check, many will make great strides elsewhere, having built up time at Greyston.

Many have been able to come off government assistance and can provide for their children, taking advantage of an opportunity for greater success.

For the most part there is a Greyston philosophy that fosters and facilitates the environment of an organisation that looks at this as an upside in opportunity. Many positions, even some of the office positions, were from the open hiring process. We also partnered with and helped train some organisations like the Body Shop and IKEA who have dedicated or designed some of their manufacturing or retail jobs to a population of open hires.

Why does Greyston only bake brownies?

When Greyston first started, there were a few other product lines, but because of different economies of scale and the organisation’s structure, brownies became the product of sale.

There have been offshoot products of brownies, and at one point there were brownies included in the meals for overseas flights. They still sell products in Whole Foods and Acre has been kind enough to buy gifts for clients in the past, which has been a great support.

The inclusion of the Greyston brownies in Ben and Jerry’s ice cream is global and I believe a European partner will be added in 2026, due to demand.

What happens when employees leave Greyston?

When candidates disclose details when applying for a position, there are some firms that have a prohibitive barrier but are completely fine with it. Consistent job history is a proven beneficial factor.

One of the board members is a CEO and would allocate a couple of open hires per year, knowing they were hired from Greyston. There is now so much more data about open hiring in the US and how it has influenced other businesses.

These are organisations who recognise that the talent pool and population doesn’t have to look like a homogenous group of people with a degree.

What impact have you made during your time on the board?

I've made an impact in my community, raised the organisation’s profile in my LinkedIn network and brought different ideas, introducing the business to different companies (including Acre) and clients for various initiatives and programs.

I did a search for the executive director of the Detroit Land Bank, and during this time I introduced the former CEO to the General Counsel.

Detroit had, for about 10 years, a significant amount of abandoned properties and at the time, Greyston was looking at a potential overseas bakery. I suggested Detroit because there was also a tremendous amount of unemployed talent we could unlock.

I have spent time chairing several committees and helped facilitate and foster some of the updates and upkeep on some facilities.

When we’ve hosted events for Acre, we've showcased some of the products and provided the CEO with the opportunity to talk about what Greyston does and connect him with people in the sustainability space.

What is next for you?

I've been chatting with different contacts about non-profit boards. I want to ensure that the board I support has connectivity to employment. I feel that putting people to work is core to who I am.

But of course, if there was something more broadly around impact investing, then that would be another opportunity.

Through Acre we pitched for a search with an impact investor and they have asked me to join the board. They are a community-based fund, that brings together IP from different organisations and creates a financial product that they'll be selling.

I love to hear about opportunities, but I really do feel that my next non-profit board will have to be connected to employment in some way, shape and form.

Clean TechnologyNews

The number of renewable energy jobs reaches all-time high, report reveals

New capacity in renewables and an increase in equipment manufacturing has led to the biggest ever rise in renewable energy jobs in 2023, according to a new report. The study ‘Renewable Energy and Jobs – Annual Review 2024’ is a joint effort from International Renewable Energy Agency (IRENA) and the International Labour Organization (ILO).

The data shows an increase from 13.7 million in 2022 to 16.2 million, mostly from the solar photovoltaics (PV) sector which is under rapid expansion and supported 7.2 million global jobs. Close to two-thirds of new global solar and wind capacity, however, were installed in China alone last year and out of the 7.2 million jobs in solar PV, 4.6 million were in China - a dominant PV manufacturer and installer.

China leads with an estimated 7.4 million renewable energy jobs, followed by the EU at 1.8 million, Brazil with 1.56 million, and the United States and India, each with close to one million jobs. Enabled by significant Chinese investments, Southeast Asia has emerged as an important export hub of solar PV, creating new green jobs enabled by large investments from China.

Liquid biofuels ranked second in the largest number of jobs, followed by hydropower and wind. Brazil topped the biofuels ranks, with Indonesia in second place, with a quarter of global biofuels jobs. Direct jobs associated with hydropower were estimated to have decreased from 2.5 million in 2022 to 2.3 million due to a deployment slowdown. China, India, Brazil, Vietnam and Pakistan were the industry’s largest employers. China and Europe lead the way in wind turbine manufacturing and installations, contributing 52 per cent and 21 per cent to the global total of 1.5 million jobs, respectively, while Africa received just a small share of global renewables investments, which translated into a total of 324,000 renewables jobs in 2023, despite immense resource potential.

For regions like Africa, in urgent need of reliable and sustainable energy access, and especially in remote areas, decentralised renewable energy (DRE) solutions – stand-alone systems that are not connected to the utility grids – can both plug the access gap and generate jobs in regions such as Africa which are in desperate need of access to sustainable energy. Removing barriers for women to start entrepreneurship initiatives in DRE can stimulate the sector, improving local economies and energy equity.

This latest edition of the annual review report emphasises the importance of a people and planet-centred approach to ensure a just and inclusive transition. It calls for a holistic policy framework that prioritises local value creation, creates decent jobs, and develops collaboration to shape the energy transition.

Francesco La Camera, IRENA Director-General, said: “The story of the energy transition and its socio-economic gains should not be about one or two regions. If we are all to fulfil our collective pledge to triple renewable power capacity by 2030, the world must step up its game and support marginalised regions in addressing barriers impeding their transitions progress.

“Strengthened international collaboration can mobilise increased finance towards policy support and capacity building in countries that are yet to benefit from renewables job creation.”

A smooth energy transition requires diverse skills and talents, and policies must support wider workforce diversity and gender equity. While women represent 32 per cent of the renewables total workforce, they continue to hold an unequal share despite the rising number of jobs. Education and training must lead to diverse job opportunities for women, youth, and minority and disadvantaged groups.

Gilbert F. Houngbo, ILO Director-General, said: "Investing in education, skills, and training helps reskill all workers from fossil fuel sectors, address gender or other disparities, and prepare the workforce for new clean energy roles.

“It is essential if we are to equip workers with the knowledge and skills that they need to get decent jobs, and to ensure that the energy transition is a just and sustainable one. A sustainable transition is what the Paris Agreement requires of us, and what we committed to achieving when we signed up to the Agreement.”

Consumer MarketsThought Leadership

5 Sustainability Issues Affecting the UK

At our sustainability recruitment agency and in our daily lives, sustainability issues are a subject at the forefront of our minds when we look at the impacts everyday living has on the environment.

 

Ultimately, we are responsible for ensuring we do not deplete our precious supply of natural resources and must work collectively and harmoniously to keep our planet spinning with minimal damage inflicted.

 

From eating less meat to reducing our carbon footprint when travelling, there are many ways we can live more sustainably. But there are many environmental issues in the UK and Acre has taken a look at five of the culprits.

 

 

1. Plastic Pollution

 

Plastic is not fantastic, environmentally, as we’re all too aware. We’ve ditched the plastic straws and gone back to basics with more environmentally friendly retro-style paper versions (which, let’s face it, were good enough for us when we were milk guzzling kids at school) and now many firms are leaping onto the eco bandwagon and using recycled plastic or alternative materials in their products. But currently, it’s not enough.

 

With only a third of the UK’s annual 1.5m tonnes of recyclable plastic waste being recycled, plastic pollution is big news this year and we have a large battle on our hands to protect the longevity of our planet.

 

Why is plastic catastrophic for marine life?

This year’s World Environment Day chose plastic pollution as its theme and it’s no wonder. As much as 40 per cent of plastic produced is packaging, used just once and then thrown away and as we know, the plastic crisis is catastrophic for marine life (eight million tonnes of waste plastic ends up in the sea each year).

 

Plastic is killing mussels, dolphins, turtles – the list goes on. Last year, a report for the Ellen MacArthur Foundation estimated that, by 2050, the amount of plastic in the seas will outnumber the fish.

A 2022 study [GS1] published in Nature Climate Change found that as much as 90% of marine life are at risk of extinction by 2100 if greenhouse gas emissions are not dramatically reduced. This would impact as many as 25,000 species living in the top 100 metres of the world’s oceans, including fish, plants, bacteria and protozoans.

When you also factor in rising water pollution from the dumping of chemicals and trash into the ocean, which is affecting the health of all water-based ecosystems, the number of marine environmental issues that need to be tackled appears to be ever growing.

How are humans affected by plastic?

But we hardly come out unscathed ourselves. Humans are digesting plastic, via fish we consume (who have eaten the plastic that we’ve discarded). It’s a lose lose situation unless we all ditch the plastic, use alternatives where possible and are mindful about the packaging of the products we buy.

For example, crisp packets are made from a laminate of polypropylene and foil, developed to keep crisps fresh and crunchy by making the packet air tight. The material, which can be multi-layered, is difficult to recycle and slow to degrade. But people will of course continue to eat crisps so the packaging, unless manufactured using alternative materials, will carry on polluting our streets, countryside and sea.

The widespread use of plastic is one of the most prominent environmental issues that needs to be resolved, as it is now estimated that we could be eating thousands of bits of microplastic every year. Data compiled from a series of studies found that we may be consuming as much as 52,000 [GS2] particles a year, a figure that could increase up to 121,000 particles when air inhalation is taken into account.

How are some companies encouraging sustainability?

Adidas has taken a big green stride forward in its sustainability plan by making one million shoes from recycled plastic (retrieved from the ocean) and manufacturers such as Procter & Gamble are introducing recycled plastic to the bottles in their haircare range.

Nearly a million plastic beverage bottles are sold every minute around the world. In 2015, Americans purchased about 346 bottles per person—111 billion plastic beverage bottles in total. Here in the UK, many coffee shops are encouraging customers to buy a reusable cup or pay less for a coffee if they supply their own cup from home. We all need to act on these UK sustainability issues. Isn’t it time we all woke up and smelled the coffee (and then reused the cup, of course)?

2. Water Shortages

We are only a couple of weeks into a proper summer and already ‘water shortage’ are the words on the street. Hosepipes and sprinklers will be made temporarily redundant again if the heatwave continues. Schools have been forced to close as a result of a lack of water already.

Rainfall during summer could also come in the form of shorter, bigger downpours, due to climate change, causing an unusual situation where flooding and drought could exist at the same time.

In recent years, the threat of long-term water shortages has become one of the biggest environmental issues in the UK, although a large proportion of the population are unaware of the full extent of the problem.

Will the water shortage problems worsen?

The Environment Agency has warned that England is facing water supply shortages by 2050 unless rapid action is taken to curb water use and wastage. The agency has said enough water to meet the needs of 20 million people is lost through leakage every day (approximately three billion litres of water).

It is expected that population growth, unsustainable land use and the impact of climate change will add to supply pressures and so people are being urged by the agency to use sensible amounts of water at home and have a personal water target.

In 2016, 9.5 trillion litres of freshwater were extracted from the country’s rivers, lakes, and reservoirs, among others. However, both groundwater and surface water usage were seen to be at unsustainable levels.

Why will England's water supply be under increased strain in the future?

It is expected that by 2026 in England alone (not including the rest of the UK), the population is expected to be made up of 58.5 million people, which will create new pressures in areas where water availability is already under strain.

An Environment Agency report warns: “Projections suggest that if no action is taken to reduce demand and increase supply of water, most areas will not meet demand by the 2050s.

“Even low population growth and modest climate change scenarios suggest significant water supply deficits by the 2050s, particularly in the south-east.”

3. Biodiversity

Plants, sea creatures, bees…these are all crucial to a healthy ecosystem, which is boosted by each species on our planet.

We will enjoy a greater variety of crops if there is a larger number of plant species on our planet but this is only one reason we need to protect biodiversity.

There are many environmental challenges to overcome, according to the Natural Environment Research Council (NERC), which invests public money in world-leading science to help us sustain and benefit from the natural resources. NERC works closely with policymakers and industry to ensure our knowledge can support sustainable economic growth and wellbeing in the UK and around the world.

What are some of the threats to biodiversity?

One such threat to biodiversity is vitamin deficiency in some species of fish and birds which is linked to population decline. Low vitamin B1 can impair their immune system and change reproductive behaviour. Possible causes include low intake due to changes to algae that produces thiamine (vitamin B1), or exposure to pollution.

Another biodiversity threat is the underestimation of soil carbon emissions, that are released as the Earth warms. It is less clear about the effect of warming deeper down, despite loss of carbon in shallow soil being understood, and the fear is that if a substantial amount of soil carbon is missing from the projections, global warming could progress more rapidly than anticipated, with serious impacts on humans and our environment.

How does deep water fishing affect biodiversity?

Deep water fishing with the use of lasers is another problem. This is new technology which could be adopted instead of bottom trawling the sea for high volumes of wild seafood, as the latter damages marine environments and catches unintended animals and plants.

A targeted approach using wider nets and precision lasers could deliver a bigger catch with minimal damage and lower carbon but according to the Marine Conservation Institute, the best policy would be to end economically wasteful deep-sea fisheries, redirect subsidies to help displaced fishermen and rebuild fish populations in productive waters closer to ports and markets.

In a report published in the journal Marine Policy, marine ecologists, fisheries biologists, economists, mathematicians and international policy experts show that, with rare exceptions, deep-sea fisheries are unsustainable.

4. Climate Change

The earth’s temperature has increased noticeably over the past half century and more than nine out of ten climate scientists agree carbon emissions – that we create – are the main cause of global warming.

Some of the hot weather we are currently experiencing is typical of the season, but if it becomes too out of character, we can’t avoid hearing about the perils of climate change. And it’s a real problem.

What unique challenges does climate change present in the UK?

Our UK weather is infamously unpredictable and we are all only too aware of the four seasons in one day possibility. Easter brought snow and warm sunny days almost simultaneously, leaving us unsure whether we needed don Raybans or snowboots. It was a crazy combination of ice lollies and building snowmen, just weeks apart.

Now we are enjoying a “proper” summer but climate change is impacting the timing and nature of rainfall in England, causing hotter summers and warmer, wetter winters. It is a culprit for the water shortage issue we’ve already mentioned.

Why will global warming be so detrimental to our climate?

While it may appear that summer has arrived as normal and we can all enjoy the long, hot days of bright sunshine, the rising temperatures pose a deadly threat to life on our planet. It adds to the long list of environmental problems in the UK and is one of the main causes of concern about how dramatically our day-to-day lives could be impacted in the very near future.

Global warming is expected to be the greatest cause of species extinctions this century. The Intergovernmental Panel on Climate Change says a 1.5°C average rise may put 20-30 per cent of species at risk of extinction. If the planet warms by more than 3°C, most ecosystems will struggle.

We have to take responsibility for this, considering the amount of fossil fuels we have burnt, and the meat we have consumed (cows contribute 3 per cent of Britain’s overall greenhouse gas emissions and 25 to 30 per cent of its methane).

Whilst at first it may be difficult to understand how eating a piece of meat could damage the planet, when you take a closer look at the food supply chain, including growing livestock numbers, storage issues and transportation requirements, it quickly adds up to one of the Earth’s major environmental issues.

5. Air Pollution

Sometimes you just want a breath of fresh air but it’s not always as simple as that. Toxic air is a major cause of many ailments in the UK.

While polluted air doesn’t kill people directly, it shortens the lives of approximately 40,000 people a year in the UK via heart or lung problems and worsens symptoms for asthma sufferers. In fact, analysis by Asthma UK found that poor air quality is responsible for triggering around 337,500 asthma attacks [GS3] in those registered with the condition in London.

How bad is the air pollution in the UK?

Actually, air pollution in the UK has been slowly dropping (excluding ammonia as a result of farming) but nitrogen oxide (NOx) and harmful particulates limits are still being breached in major UK cities like London. Not good, as it causes the environment to be acidic and corrosive. London’s air is one of the dirtiest in Europe and in 2016 the government was ordered by the High Court to come up with a plan to clean up air across the UK in the shortest possible time.

Buses, taxis, machinery and industry are contributors to the pollutants in the air we breathe and the biggest proportion of pollution in UK cities comes from road transport in general.

Why are diesel cars a massive problem for sustainability?

Sustainability has become the new buzz word in recent years, with brands and organisations all seemingly eager to search for new solutions. However, the continued use of diesel remains one of the biggest sustainability issues in the UK, threatening to undermine the good work being done elsewhere, and alternative sources are desperately needed on our roads to reduce our over reliance on traditional fossil fuels.

Diesel car manufacturers were accused of cheating emissions tests, when once upon a time we bought diesel cars because they were believed to be the greener option.

A 2016 study by the Department for Transport confirmed this, finding that all diesel cars tested produced more pollution on the road than in the laboratory – some emitted up to 12 times the EU maximum and Friends of the Earth is calling on the government to phase-out diesel vehicles by 2025.

Diesel vehicles are much more polluting than petrol cars on a local scale and while a more sustainable way to travel is to walk or cycle where possible, this isn’t always doable.

How does air pollution affect the health of the population?

This week a study revealed pollution is to blame for nearly 15,000 new cases of type 2 diabetes in Britain each year. Figures have trebled for the number of people in the UK with type 2 diabetes over the last twenty years, costing the NHS around £14 billion a year. Our sustainability recruiters are world leading. Get in touch to discuss our latest opportunities. 

 ^{[GS1]https://phys.org/news/2022-08-marine-species-extinction-greenhouse-gas.html}

 ^{[GS2]https://news.sky.com/story/humans-consuming-at-least-39-000-microplastic-particles-per-year-says-study-11735661}

 ^{[GS3]https://www.london.gov.uk/press-releases/mayoral/londons-toxic-air-is-triggering-asthma-attacks}

Financial ServicesShowcase

Providing clarity around sustainability and AI for a brighter future

​Earlier this year, Georgina Sell, Principal Consultant, EMEA - Industry & Infrastructure, shared a paper ‘The Green Recovery and Beyond: How exactly are industries working to combat climate change?’, inspired by Project Drawdown’s roadmap.

Recently, Georgie spent time with Lorenzo Saa, Chief Sustainability Officer at sustainable technology company Clarity AI, to learn about the key tech drivers accelerating sustainability and yield a better understanding of AI and the opportunities associated with its ability to address climate change.

Can you tell us a bit more about Clarity AI?

Lorenzo: We provide sustainability data and insights to investors, consumers and companies to bring societal impact to markets.

Our approach is evident in our name: Clarity. The intention is to bring transparency to the traditional black box ESG data and insights offering, to ensure there is a level of traceability regarding data and the underlying methodologies, so investors can focus on driving their own sustainability investment choices. In fact, compared to when I started my career 20+ years ago, investors today are much more competent and knowledgeable on sustainability and make decisions by looking at the underlying data rather than just relying on an external service provider’s ratings.

As for AI, which is also reflected in our name, we recognised that it could be a powerful tool for enhancing scale and speed while addressing the complexities of sustainability data. AI is not the end goal but a means to achieve it, complementing a data-driven approach rather than relying solely on analysts.

Why do you think AI could be a significant force in addressing sustainability?

The world has made some big sustainability commitments. However, we're very far from the Paris Agreement goal of 1.5 degrees today as we are currently on the trajectory of a 2.8 degrees world compared to pre-industrial times. Moreover, only 15 per cent of the SDGs achieved. Finally, we are quite behind the Global Biodiversity Framework “30 by 30” conservation target, with only 17 per cent protected area on the terrestrial side and eight per cent protected area on the maritime side.

With all this in mind, we need the right level of speed and scalability to address these complex problems hence the importance of technology and AI.

We believe any consumer, company or investor makes decisions along the ‘knowledge pyramid’. Data is at the bottom of the pyramid and as you move up there is information, knowledge, wisdom and action. We drive action by bringing AI and subject matter experts together at each step of the pyramid.

How can we use AI to help strengthen ESG data?

I think there are four elements - the first is coverage. AI can collect data on web pages or PDF documents and read free text, graphs, and images; combining humans and AI can simplify and expand this process and significantly expand data coverage.

The second element is reliability. Ensuring the quality of the data is still a huge challenge, but machine learning reliability models can perform specific checks to drastically enhance accuracy.

The third one is alternative data sets. When reported data is not available, we have different alternative data sets to leverage on. In this context, AI enables us to transform unstructured data (like satellite data or news streams) into structured data, providing deeper insights.

Finally, estimates play a crucial role. Finally, when data just isn’t there the estimation capabilities of AI are particularly strong: Estimation helps investors move ahead on climate issues which is important from a scope 3 perspective. These indirect emissions represent around 70 per cent of the average corporate value chain’s total emissions. As 42 per cent of companies report on scope 3 and usually on only one of its factors, estimation is a critical element to address a significant part of the transition to net zero.

Where do you feel ESG data estimations and AI may not work?

That's a great question and I think we should be first and foremost encouraging the market to drive the reported data. The fact that companies are still not reporting certain issues is a challenge and I think there's a lot of initiatives to drive that change.

However, when data is not available, you need to ensure that using estimation is appropriate by assessing a few key elements: Firstly, looking at the methodology and how critical that estimation is and secondly, evaluating the assumptions behind the estimation - are they transparent and do you fully understand them?

The third is the confidence level of that estimation. Whether it’s high, low or medium, this will help you determine if using a lower-confidence estimate might be too risky.

The final point is ensuring estimations start from a validated data set for comparison. I think sometimes there's this feeling of ‘let's not do estimations, it's not the right thing’. The reality is estimations are used a lot in financial accounting and we don't see why we shouldn’t look at them from a climate perspective.

Once these aspects are critically reviewed, then we should remind ourselves that the issues that we're trying to address are so significant that an 80/20 rule should be used to move forward. Like we do in financial accounting, estimations are not perfect, but they can still be close enough and practical to take action against them.

How does this fit with the needs of SFDR/CSRD for asset managers and corporates?

As the reporting landscape becomes more complex, with directives such as the CSRD and SFDR, AI can help simplify the process. For example, in the case of the SFDR (Sustainable Finance Disclosure Regulation), which mandates that market participants report on the sustainability impacts of their investments, Clarity AI offers a tool that allows you to automatically generate your Article 8 periodic reports using a simple questionnaire, our data and previous reports.

This is important to us as it allows investors and corporates to focus on the ‘doing’ versus the ‘reporting’.

How do you think AI can make life easier for investors, companies and consumers to help them report and progress on their own sustainability journeys?

Transition plans are critical in climate and require a lot of review to see if they are credible. We are now capable of looking at these reports through AI and assessing if the targets they set are accompanied by quantifiable measures that can achieve those targets.

We recently found for example, that only 40% of the higher emitting companies have these credible transition plans.

Additionally, AI assistants, like the one we’ve developed at Clarity AI, use advanced algorithms to interpret and contextualize ESG data, providing insights and trend analysis. This enables investors to “converse” with their portfolio, finding sources, trends and potential areas of improvements in a much easier and efficient format. These are just two examples of how life can be much easier with the leverage of AI.

How can we counter risks associated with AI?

I like to think there is an ESG of AI. Governance is probably the critical starting point and a good way of looking at it is how we manage our controversy solution. It runs on discriminative AI, not generative AI, to avoid hallucinations, it removes names of companies at the beginning of the process to avoid any bias towards certain names, and any controversy deemed at a high severity level must go through one of our subject matter experts to ensure that we best manage the combination of AI and humans in the loop.

On the environmental side, there's a need to consume electricity to run the algorithms and to cool facilities, which uses a lot of water consumption. These issues need to be addressed, starting by using renewable energy, but also by designing efficient models better aligned to their use cases, and investing in further hardware efficiency innovation.

There are different ways to look at the social aspects, for example in terms of what's going to happen regarding labour. As in climate, AI will also require a just transition, with companies and governments taking their part in addressing it.

How do you believe AI can help empower consumers to accelerate the transition to a more circular economy?

We're working with ING Spain to provide over four million customers with the possibility to see their carbon footprint on their banking app based on their activity.

How you act as a consumer to ensure that your footprint gets reduced will become part of the way we think of our activities, if we have something in our pocket that informs us of our sustainable actions.

What do you foresee as the most essential skills to drive what is needed in AI?

I would argue everyone will need to have a balance of technical, analytical and soft skills, and - depending on the role - the weighting of these will change.

Not everybody needs to know the details of NLP machine learning (cloud computing), but a general understanding will probably be needed by everyone. How to use these tools will be quite critical alongside wanting to continue to learn.

A great quote that I heard was that AI is not going to take your job, but someone that knows about AI will take your job.

And so being open, willing to see where the world is going and wanting to learn new things will make a difference in terms of success.

But you don't all need to be technicians – we have a huge data science team, but we also have a significant number of subject matter expertise. The ability to collaborate between data scientists and sustainability expertise is what we believe drives our success.

Clarity AI recently won the Impact Investing Platform of the Year, you were also selected as technology pioneer by the World Economic Forum and named one of the most innovative companies. Why do you think Clarity AI is so award-winning?

We are very honoured by these recognitions and most recently, we were also named a leader in Forrester's Q3 2024 ESG and analytics provider assessment. We are driven by two things: One is the desire to stay on top of innovation, which is critical in today's world. I think being able to know how to leverage tools and technology to drive scalability is what investors are particularly keen to see. We are creating waves in the sustainability space, and we're excited about that, but we don't just offer data, methodologies or tools, we combine the three which is quite unique in the market, so we find players extremely excited to work with us.

What is your biggest call to action?

Three things spring to mind. The first is we are all a force of change and have a role to play, so it’s important to recognise this, take responsibility, and act.

Secondly, I think the world has this simplistic view of how to address climate change with black and white approaches. I think a more nuanced engagement with companies, governments and people will make the difference.

And the last thing is embracing technology. There's no way we will meet the Paris Agreement target if we don't use our intellect, creativity and innovation to drive change. A lot of the solutions are out there but they need to be scaled.

Instead of thinking of AI as the Terminator that's going to inform us, the way I look at it is that we're all Skywalkers and the Force is with us. But Skywalker had R2D2 with him.

And that's what AI is for us.​

Public & Non ProfitShowcase

Hiring an Executive Director for the International Cocoa Initiative

Did you know that almost half of the children living in cocoa-growing areas in Côte d’Ivoire and Ghana are estimated to be involved in child labour?

 

Despite progress being made within the cocoa sector, the prevalence of this issue continues to be of great concern. One group on a mission to tackle this is the International Cocoa Initiative (ICI); a dedicated Foundation working together with its partners to improve the lives of children and adults at risk of child or forced labour within cocoa-growing communities.

Early last year, we were honoured when the ICI asked us to support with their search for a new Executive Director to provide visionary leadership so that the Foundation can achieve its objectives with emphasis on catalysing a responsible cocoa supply chain, a supportive and enabling environment, as well as a scaled-up, coordinated and coherent multi-stakeholder effort through innovation and learning, technical advocacy and capacity building.

 

So, who is the ICI?

A Swiss non-profit foundation that wants a better future for children in cocoa-growing communities. It is a multi-stakeholder initiative that unites the forces of the cocoa and chocolate industry, civil society, farming communities, governments, international organisations and donors to promote human rights, and to tackle child labour in the cocoa supply chain.

 

Why is the ICI uniquely positioned to drive change in the cocoa sector?

• Its sphere of influence, pool of expertise and network of partners; and

• It has been working in cocoa-growing communities in Côte d’Ivoire and Ghana for 14 years, during which it has helped advance quantified progress in the fight against child labour in cocoa.

 

 

What impact has the ICI had so far?

• Its direct actions have improved child protection for more than 422,000 children between 2015 and 2020;

• Its approaches have led to a 20-30% reduction in child labour in ICI-assisted communities; and

• It has spearheaded a 50% reduction in hazardous child labour amongst at-risk children identified by ICI’s monitoring systems.

 

We’re sure this explains a bit about the importance of this search, and the ICI’s need to find the best person for the position – someone who can bring the ICI’s mission and vision to life, someone who embodies the ICI’s core values, and someone who has the leadership skills required to drive meaningful change and deliver measurable impact.

 

 

How does Acre support a foundation like the ICI to fill such a prominent position?

At Acre, we recognise that our obligations stem far beyond merely placing people in jobs. We work with the most aspirational clients, like ICI, with the potential to make real change; from those who are just starting out to those who are well on the journey to crafting a legacy.

 

 

We start by telling their story.

Regardless of how well-known a client’s brand may or may not be, the sustainability space is evolving at an exponential pace, and the candidate market is more competitive than ever before. With an assignment as important as this one, we needed to ensure that candidates were aware of just how impactful the ICI’s sustainability journey has been so far, and how far it can go.

We offered the ICI a platform to publicise their important work, and our in-house design team created a bespoke information package for prospective candidates. This highly visual document not only allowed us to bring the ICI’s vision to life, but it helped to demonstrate the time and effort that the ICI was putting into finding the right person – particularly during a year where the hesitancy to leave an existing role or re-locate was heightened.

 

Click here to browse the full document.

We assess each candidate's potential to lead.

The ICI’s new Executive Director would be leading a team of 160 people – all with one common goal – so finding a leader who could inspire and maintain broad support to every one of them was of the utmost importance.

Through our unique behavioural assessment technology, developed and delivered in-house, we understand the types of people, skills and behaviours required to create impact. This added real value to the search for two main reasons:

1. Candidates benefitted from valuable insight into their strengths and development areas via a 1-1 feedback session with our senior development coach, Josh Jeffries.

2. The ICI benefitted from objective insight into each candidate’s potential for success in this role, and were also able to open an honest, transparent conversation around development right from the get-go.

We support the successful candidate from their initial CV to their first day.

We couldn’t be more excited by the ICI’s decision to appoint Matthias Lange as its new Executive Director, and by the impact that he will have in this position. Our European recruitment team supported Matthias at every stage of the interview process and remains humbled by the outcome.

In Matthias’ words:

“I am honoured, and humbled, by the task at hand and the responsibilities ahead. Thanks to Nick’s [previous] leadership, our organisation has a strong foundation and a clear vision for the future, and I am grateful to know that I can count on the commitment of talented staff and of dedicated members and partners, to continue to improve the lives of children and their families in cocoa-growing communities. I look forward to continuing the great work Nick has started, building on these strong foundations, and working towards our collective vision of thriving cocoa-growing communities within a dignified, sustainable and responsibly managed cocoa-supply chain.”

As for his recruitment experience with Harco Leertouwer, Ricardo Pengel and Aysen Naylor, Matthias had this to say:

“Thank you, Harco. It was my pleasure to participate in this process, especially considering the outcome. Thanks again for the support, guidance, advice and professionalism through the steps of what was also for me, an excellent learning process.”

If you’d like to learn more about how a partnership like this could transform your team, please don’t hesitate to get in touch at amsterdam@acre.com or by calling +31 20 808 19 00.

Natural ResourcesShowcase

In Conversation with Fiona Solomon

The WIM 100 Initiative, launched by non-profit Women in Mining UK, has been a core focus for the organisation for more than a decade. It aims to highlight the wealth of female talent within the global mining industry, celebrate women's “above and beyond” contributions to the industry, and identify role models for future generations.

As part of this biennial event, Acre is speaking to senior women in sustainability from the mining industry to discuss the challenges they encounter and celebrate the positive impact they are making.

This quarter, we sat down with Fiona Solomon, Chief Executive of the Aluminium Stewardship Initiative (ASI), to discuss her experiences as a woman in the mining industry and the impactful sustainability work that is being done in the sector.

Fiona has a technical background, with a degree in mechanical engineering and a PhD that explored how to reconceptualise the discipline and its broader impacts on society and the planet. Her research examined the philosophy of engineering and technology, initially focusing on the technical aspects of the mining industry.

How have you seen sustainability change in the industry over your career?

I started my career at CSIRO in Australia, becoming their first Research Fellow in mining and sustainability back in 1997. My research focused on incorporating social and environmental perspectives into scientific and technical decision-making within the industry.

As new mining operations and technologies– whether in mineral processing or exploration– are developed, it’s important to recognise that mined materials provide essential inputs to modern life and are used by everyone, every day. While there is a societal benefit from these materials in use, it is undeniable that the mining industry leaves a large footprint, both positive and negative.

Over the past 30 years of my career, I've witnessed the conversation around sustainability in mining grow, with many dedicated individuals working hard to drive positive change and minimise harmful practices. However, mining is a centuries-old industry with deep-rooted legacy issues, and despite evolving language, we still face the same long-standing challenges, whether social or environmental.

What has been the biggest strategic focus for you around sustainability over the last few years?

At ASI, we've focused on climate, circularity, nature, and human rights as our core sustainability priorities. These priorities extend beyond mining to encompass the entire aluminium value chain. A key part of our role at ASI is to address this broader range of issues and explore areas that companies may not have previously considered.

Our strategic focus now is on preparing for our next standards revision in 2027 and developing the next generation of our standards and assurance system. The landscape for voluntary initiatives like ours is evolving.

In the past, initiatives such as ASI operated in areas where sustainability issues weren’t globally regulated. Some jurisdictions were more proactive on certain issues, while others were not, often not aligning with key regions of mineral extraction. Having a unified international standard that addresses sustainability from a multi-stakeholder perspective is essential. Now, we're seeing a growing push for more regulation, including extraterritorial measures.

What would you say is the most essential skill set in mining sustainability today?

For a long time, sustainability in mining was primarily equated with environmental issues, and that's where the initial investment in skills was focused. Now, there’s growing recognition that a wider range of expertise is needed, including social science, cultural understanding, and diverse perspectives to truly address sustainability challenges.

However, I’m not sure how widely available these skill sets are within the industry, as many companies may not yet fully grasp their importance. Often, diversity is valued more for appearances than for the real benefits it can bring, which can lead to high turnover and retention issues.

For those championing these broader sustainability issues, the work can sometimes feel like an uphill battle, depending on the company. I know of people who have experienced burnout trying to drive change in an industry that can be slow to adapt.

What advice would you give to someone who is just starting their career?

Generally, I emphasise the importance of recognising your existing strengths while also identifying opportunities for growth, as this journey of development is never truly complete. It’s also crucial to develop practical strategies for navigating the organisational challenges that will inevitably arise, particularly when groups need to come together to make decisions, especially difficult ones.

I encourage people to engage fully. Mining can be a challenging industry for anyone, especially for those in underrepresented groups. However, it’s also an industry where individuals can truly make a difference.

Acre partners with companies to create real change by embedding impactful, purpose-driven people in their teams - from sustainability practitioners to CEOs. Get in touch with us to discuss how we can help.

Thought Leadership

ESG and DEI Tensions in a Shifting Political Climate: A Strategic Guide for Leaders

As we consider the next four years under a new Administration; the intersection of corporate sustainability efforts and political dynamics becomes increasingly complex. For businesses, especially those invested in environmental, social, and governance (ESG) initiatives and diversity, equity, and inclusion (DEI), this period represents both a challenge and an opportunity. Companies are weighing up how to proceed: do they continue to publicly advance their ESG/DEI initiatives (e.g. Apple, Microsoft, Costo  and JP Morgan), do they follow the example of Coca-Cola, Walmart, Meta and McDonalds by rolling back their targets and DEI programs or, just keep it all safely under the radar - potentially risking brand reputation and stakeholder trust in the process.

​

The Political Landscape: Implications for ESG Investing

The Trump administration’s attempts to use tools like Federal Antitrust Law to penalise ESG investing signal a contentious environment. Businesses must prepare to defend their ESG initiatives by aligning them with core business imperatives such as competitive advantage, cost reduction, and growth. Demonstrating tangible outcomes will be essential to counteract political and legal scrutiny.

​

Risks of Greenhushing

While some organizations may consider minimising public ESG discourse to avoid political blowback, “greenhushing”—staying silent about sustainability efforts—poses its own risks. Silence can attract criticism from activists, damage stakeholder and customer relationships, and ultimately undermine brand equity. Proactive engagement, when supported by measurable results, remains a more resilient approach.

​

The Rising Role of Government Relations and Communications

The evolving landscape elevates the importance of roles that bridge sustainability with external communication and government relations. These functions will become vital as companies tailor ESG messaging to align with both internal goals and external pressures. Professionals with expertise in managing stakeholder relationships, regulatory concerns, and public narratives will be in high demand.

​

A Framework for Navigating Political Change

Sustainability leaders must adopt adaptive strategies to navigate the trade-offs between economic, environmental, social, and political considerations. Trellis’ “Sustainability Tension Management” (STM) framework provides a pragmatic approach by prioritising impact over terminology or rigid adherence to specific reporting frameworks. The focus shifts to:

• Delivering Impact: Concentrate on results that matter to stakeholders, aligning with business goals.

• Making the Business Case: Use data to demonstrate how ESG initiatives contribute to financial and operational metrics.

• Engaging Stakeholders: Identify and collaborate with allies, from customers to industry groups, to sustain momentum.

​

Impact-Driven Leadership: Strategies for Success

1. Measurement and Communication: Build robust systems to measure and communicate ESG metrics. Transparency fosters trust and supports stakeholder engagement.

2. Risk Mitigation and Resilience: Integrate risk management into ESG strategies. By de-risking supply chains, cutting resource dependencies, and addressing human rights issues, companies can enhance resilience while reducing costs.

3. Innovation and Opportunity:Use ESG commitments as a springboard for innovation. Investing in sustainable practices often uncovers efficiencies, reduces long-term risks, and creates competitive advantages.

​

From Targets to Tangible Results

Recent high-profile examples, such as The Coca-Cola Company scaling back on plastic recycling targets, highlight the pitfalls of overpromising and under delivering. Organizations must shift focus from aspirational targets to demonstrating real-world outcomes. Accurate, realistic goals, underpinned by clear communication, will help rebuild and maintain credibility.

​

Future-Proofing Through Strategic Investments

The rise in climate-related crises underscores the importance of long-term planning. Businesses that invest in resilience—through infrastructure, workforce skills, and operational efficiencies—will be better equipped to navigate disruptions while maintaining stakeholder trust.

Sustainability leaders must take the helm, balancing diverse stakeholder expectations with measurable impact. As businesses navigate this charged political landscape, the path forward lies in transparent communication, strategic collaboration, and unwavering commitment to delivering results. By fostering resilience and demonstrating the tangible value of ESG initiatives, companies can not only survive but thrive in the face of growing challenges.

​

Acre remains committed to supporting organizations in aligning their talent strategies with these pressing needs. Connect with me or my colleagues at Acre to learn more about how we can support your organization in matching purpose-driven companies with the exceptional leaders they need to navigate this evolving ESG and DEI landscape. Whether you’re looking to build resilience, drive impact, or future-proof your operations, our expertise in sustainability and executive search can help you thrive. Reach out today to explore how we can partner to build a sustainable and successful future for your business.

Thought Leadership

The role of HR in advancing sustainability goals

​There are numerous hats worn on the heads of today’s HR leaders. Regardless of which industry the function sits within, HR is at the core of the business, adept at working to combat the rising challenges in the constantly changing landscape. Global environmental hazards have elevated discussions surrounding the climate crisis and the HR department is now firmly wearing the sustainability integration hat to keep up with the demands of both investors and consumers.

 

The department’s remit was more commonly recognised for employee welfare and talent sourcing, but the margins have expanded, and HR leaders are in the prime position to galvanise business operations to meet sustainability targets.

 

According to the World Economic Forum, 90 per cent of executives believe sustainability is important but only 60 per cent have sustainability strategies in place, therefore HR leaders play a key role in amplifying the importance of sustainability.

Are HR leaders sustainability experts?

The truth is, the majority are not. However, they understand core sustainability requirements and are in a strong position to spot opportunities where they can influence others and implement robust strategies that align the business with meeting its ambitious sustainability and ESG goals. Even the most talented Chief Sustainability Officer requires company-wide support, regardless of the level at which employees work, and so HR strives to bolster the sustainability team which may be a one-person band in a small start-up or a well-established team in a larger organisation.

How does HR support sustainability strategies in the workplace?

The HR function is the catalyst between the board and the workforce, where robust discussions can be opened and shared among stakeholders. These lines of communication can spark ideas or feedback through the distribution of surveys or focus groups to assess any sustainability concerns that need to be addressed.

Conversations with employees will strengthen engagement with sustainability activities at work and ensure everyone is on board with the programme.

The protection of people and the planet should remain equal key drivers alongside making a profit and HR leaders are primed to ensure this balance is met efficiently.

They can define sustainability goals within the hiring process from the get-go to attract top talent with similar values, which will also demonstrate the company’s sustainability commitments externally.

Development and training courses can also hone in on a multitude of sustainability topics from environmental issues to ethical practices which can be conducted across the entire organisation to upskill employees.

Why is it important for HR to sharpen the lens on sustainability?

HR has in-depth knowledge of culture creation and combines this with the company’s ESG goals to weave sustainability in the fabric of the company.

Businesses can no longer rest on their laurels when it comes to protecting the environment. Climate change is now a stark reality, and governments, leaders, businesses and communities must unite to overcome critical global challenges by driving solutions.

HR plays a vital role in highlighting sustainability due to the increasing pressure from younger consumers which acts as a driving force for businesses to do good. Millennials and Gen-Z are particularly vocal about ensuring the products they purchase are as sustainable as possible.

Their increasing demands are forcing business to step up their sustainability agendas and deliver more sustainable products, from using less plastic to using a transparent supply chain with strong ethical values. The HR function is geared up to guide such a journey.

How can I get a deeper dive into the HR function and sustainability challenges?

Acre recently released a Change Management paper which further unpacks the relationship between HR and the sustainability agenda.

It looks at sustainability from the perspective of building resilience and achieving operational success, while highlighting the importance of collaborative partnership between the Chief Human Resources Officers (CHRO) and the Chief Sustainability Officer (CSO).

The sustainability landscape is constantly evolving and departments are developing new skill sets to keep up.

• How do you see the HR function evolving within your organisation? 
• Is employee engagement with sustainability more successful because of ESG initiatives driven by the HR department?

Industrials & ManufacturingCase Study

Re-defining what effective global EHS development looks like at Amazon

Picture this: you’re working as the Corporate EHS Director for Amazon. You’re leading a rapidly growing Global Real Estate EHS team, and each member is based in a different region. To make matters more challenging, you’re looking to establish a development strategy that enables a consistent approach to EHS across the function that also allows for local flexibility in each region.

 

Four years ago, this was the exact reality that Graham Finn was facing and, four years ago, this was where Acre Frameworks stepped in to equip his team with the skills needed at an individual and group level to drive meaningful change across the globe.

So, what does a four-year development partnership actually look like?

At Acre, we believe that we'd be doing our clients a disservice by assuming that everyone in their team is working with a growth mindset. The simple fact is that not everyone is ready and willing to change. So, we approach development differently.

We started Amazon’s development journey with our Discovery process which required everyone in the team to complete our market-leading non-technical skills assessment. This then formed the basis of reflective discussions where we asked each person to consider their personal and professional motivations, their accountability in their role and what would be in it for them to change. We like to think of this phase of development as helping participants unlock their ‘why.’

Once everyone was in a position where they were ready and willing to learn, we began one-to-one coaching programmes with each team member. This phase, in particular, gave people permission to step back from their ever-growing workloads to really explore how they could leverage their own strengths, and put practical strategies in place to overcome any of their limiting behaviours.

Alongside the individual interventions we put in place, we also delivered a number of in-person workshops to help the team understand how their personal development could contribute to their collective goals, and to help them acquire critical skills to perform more effectively as a group.

How did this change when the team could no longer meet in person?

In 2020, Graham’s team became our first client to roll out Learning Pods which are our solution to more effective virtual training environments. For a team heavily focused on delivery, the pandemic challenged their ability to collaborate effectively and serve the business as well as they wanted to. Being able to set small, frequent pockets of time aside to reflect, collaborate and develop together had a transformative impact on the team at a time where EHS professionals were struggling to find the headspace to think beyond the immediate demands of a rapidly changing work environment.

How far has the EHS team at Amazon come and what impact has this had on them?

We may be biased, but we take immense pride in seeing how much stronger the team has grown since we first started working with them. The benefits of one-to-one coaching and a new approach to team workshops have been undeniable, resulting in multiple promotions throughout the team and clear succession as they continue to grow.

Consumer MarketsCase Study

Hiring the Vice President of Sustainability for Crocs

The simple-yet-cleverly designed, iconic-yet-informal footwear that many people have been wearing for years has a big emphasis on comfort – it is a USP. 

 

In line with the battle against climate change, the comfort now runs deeper than merely how your feet feel when striding out in a pair of Crocs. The company want consumers to step out confidently in the knowledge that their chosen footwear brand is meeting – and even better exceeding – their environmental and social targets, by elevating its sustainability profile.

 

For this to happen, the company needed a passionate, multi-skilled individual to steer the brand towards a strengthened sustainability strategy.

 

Acre was therefore very privileged to be engaged by Crocs to support the extensive search for VP Sustainability of the brand. 

​

 

Why Acre?

Acre was selected by Crocs due to our expertise in sustainability and track record of recruiting both apparel as well as manufacturing businesses across the USA.  

Our 18 years of experience in sustainability recruitment means we have already cultivated an expansive global network of exceptional sustainability leaders; a network of purpose-driven professionals.

 

Determined to create a positive, sustainable legacy for Acre, for our society, and our planet by supporting businesses who are ambitious to create change, it was a natural fit to work with Crocs on this search.

​

​The Role & Remit Required

The globally recognised brand specifically required a highly driven individual with the expertise and confidence to develop and execute the company’s sustainability strategy to steer towards the goal of becoming net-zero carbon by 2030, across the business and supply chain. 

 

The level of bold ambition this VP Sustainability role would encompass to drive impact and change across the business became evident after initial briefings with senior leaders - including Crocs’ CEO, Andrew Rees.

 

It was understood that the successful candidate would report to Andrew in the near future, with a mandate to work closely with - and influence - senior executives across all key business functions. A key requirement when conducting the search was to be able to provide a diverse shortlist of well-qualified and experienced sustainability leaders, where inclusivity and belonging would be vital to success.

 

​

​Why are Crocs Uniquely Positioned to Drive Change in the Fashion Sector?

Crocs have raised the sustainability bar to operate in a way that benefits its customers, the community and the people who work for the company, regardless of their job title because the cornerstone of success is engagement (with internal and external stakeholders), understanding how people feel and what they need, and ensuring inclusivity for all.

 

Crocs have focused energy on scrutinising climate and packaging efforts (selling shoes without shoe boxes is one way the company is reducing its negative impact), as well as paying attention to chemical, biodiversity, and social issues.

​

​What Sustainability Strategy Would the VP Sustainability be Working on? 

By the end of 2021, Crocs announced they would become 100 per cent vegan by focusing on sustainable ingredients for the footwear. Crocs is using a new bio-based version of its Croslite™ material for a lower-emissions shoe (45 per cent of which is recycled).

 

The bio-based material update is created in partnership with Dow, a global materials science company, and Crocs is the first footwear brand to use new ECOLIBRIUM™ technology to reduce its carbon footprint. The technology turns waste, by-products and renewable bio-based feedstocks into the familiar shoe which may provide future recycling opportunities.

 

The results are the same for consumers, they will see a casual shoe that encompasses all the familiarity of the original Crocs, for the same price as before, but with a lower environmental impact. 

 

Crocs also ensure it gives back to the community through its internal giving program ‘Crocs Cares’ and currently donates shoes as part of its sustainability commitment thus avoiding waste and supporting those in need. It has donated shoes to healthcare workers who have put their lives on the line during the pandemic and has recently announced it will donate 30,000 pairs of Crocs to students and staff within the Boulder Valley School District in the wake of the Marshall wildfire earlier this year.

 

The company also relishes the unique attributes of every individual and invites everyone to ‘Come As You Are’, to promote its inclusive culture. 

​

​How does Acre Support a Company like Crocs to fill such a Prominent Position?

At Acre, we recognise that our obligations stem far beyond merely placing people in jobs. We work with the most aspirational clients, like Crocs, who are making an incredible environmental impact, to those who are just starting out on the journey to crafting a legacy.

Catherine Harris, Director Sustainable Business – North America, conducted a retained search for this highly sought-after opportunity which captured the imagination of some of the most talented and accomplished leaders in the business.

Alongside the search, Acre offered Crocs the opportunity to publicise their important work, and our in-house design team created a bespoke marketing campaign to let the market know about this incredible opportunity. Crocs instilled their trust in Acre to narrate their vision, mission, and ethos, while demonstrating the importance of this hire for the organisation. 

The Successful Candidate

The successful candidate for this role – Deanna Bratter – came from Danone North America, where she was VP of Sustainable Development. During her time at Danone, Deanna led their strategy to address climate change issues – not to mention the restoration of natural ecosystems, advancing responsible sourcing, supporting people & communities, and improving sustainable packaging.

"Climate change is an urgent issue that requires meaningful and rapid action. As a brand that invites everyone to be comfortable in their own shoes, we have an equal responsibility to ensure we're doing our part to create a more comfortable world. We are excited to welcome Deanna into this key leadership position and are confident that her deep experience and expertise will help Crocs achieve its ambitious sustainability goals. We are delighted for Deanna and for Crocs and are excited to watch the business’s sustainability agenda flourish under her expert leadership.”- said Andrew Rees, CEO, Crocs.

“Deanna was quick to impress the senior leadership at Crocs with her impressive record of accomplishment, ambition, clarity of vision, exceptional engagement, and communication skills. Deanna has a heart for people and the planet – and this shone through, throughout the interview process.” said Catherine Harris, Director Sustainable Business – North America, Acre

To learn more about how a partnership like this could transform your team, please don’t hesitate to get in touch via usa@acre.com or by calling +1 929 376 3166

Natural ResourcesCase Study

Supporting the Responsible Jewellery Council

"Very receptive and understanding staff. Professional approach to work. They tailor the job match to your background in the short-to-long term."

 

Aygun Kazymova

Responsible Jewellery Council

 

The RJC is a whole-of-supply chain standards initiative for the jewellery supply chain, from mine to retail. It is unique in its participation of organisations at every step in the value chain, each bringing a commitment to a responsible supply chain and implementation of responsible business practices.

 

Acre were selected to conduct the search for two roles, an Assurance Manager and a Certification Manager. Our mission was to support the organisation through a significant change in structure and delivery, responding to increased pressure and legislation through jewellery supply chains, from mine to retail.​

 

After a careful consultation period, we responded quickly, with focused shortlists, giving an overview of the market with a range of experience.

 

This resulted in a quick process, and two senior placements, one from responsible sourcing within a retailer exposed to significant high-risk supply chains, the other from a well-known consultancy responsible for the certification and assurance of audit data throughout relevant sectors.

 

By understanding the organisation thoroughly, we were able to support not just the technical elements of the role, but the important qualities around culture, long-term vision and motivations to reflect the internal changes within the client.

 

To discuss similar positions, or how we can help you find the right people for your organisation, please contact Dan Bond from our Corporate Responsibility and Sustainability team via dan.bond@acre.com.

Industrials & ManufacturingThought Leadership

University hubs to boost sustainability in manufacturing processes

New research hubs have been created to improve environmental sustainability in manufacturing processes.

The university-led hubs, which have leveraged significant co-investment, are expected to address challenges of commercialising early-stage research in key areas of manufacturing such as semiconductors and medicines.

The five hubs, which will each receive £11m are supported by the UK Research and Innovation Engineering and Physical Sciences Research Council (EPSRC) and will utilize expertise and access to facilities to achieve accelerated industrial impact.

The economy will be strengthened through more sustainable manufacturing through improved efficiency, waste reduction, lower emissions and less pollution.

They are situated at Cardiff University, University of Oxford, University of Huddersfield, University of Strathclyde and University of Birmingham. They aim to make advances in sustainability across the manufacturing industry, for example through exploring the full potential of renewable energy, and the reuse and repurposing of materials and processes.

Andrew Griffith, Science Minister, said: “Manufacturing accounts for almost a tenth of the UK’s economic output, but for the sector to keep growing and sustaining jobs nationwide, it has to tackle challenges ranging from reducing emissions to cutting production costs.

“These new hubs will support UK researchers with the cutting-edge facilities they need, to help our manufacturers seize the benefits of technologies such as robotics and AI. Harnessing these innovations will cement the UK’s position as a global leader in sustainable manufacturing.”

Solutions include reducing waste, sourcing alternatives to materials that negatively impact the environment and speeding up manufacturing processes.

Alan Mak, Minister for Industry and Economic Security, said: “Thanks to our Advanced Manufacturing Plan, we’re helping businesses take advantage of the twin transitions of digitalisation and net zero, along with tax cuts, faster grid connections and more, helping grow the green industries of the future.

“This investment will help keep the UK at the cutting edge of research in key sectors like semiconductors and medicine and help secure a sustainable future for our innovative manufacturing industry.”

Professor Charlotte Deane, EPSRC Executive Chair, said: “Given the scale and importance of the UK’s manufacturing sector we must ensure that it is able to benefit fully from advances made across the research and innovation ecosystem.

With their focus on innovation and sustainability the advances made by the hubs will benefit specific sectors, the wider manufacturing sector and economy, as well the environment.”

The total cost of financial support to the new hubs amounts to more than £99m, considering partner contributions, cash and in-kind.

Financial ServicesThought Leadership

Insurers, thematic and impact funds drive sustainability hiring

^{Featuring Acre's Paddy Balfour for} AsianInvestor, published on 10.06.2024, Original Source: Insurers, thematic and impact funds drive sustainability hiring, Author: Indira Vergis

Some roles in the sustainability arena are seeing demand even amid broader economic and job market uncertainty, according to recruitment and investment industry experts.

Demand for sustainability-focused hires is growing in some parts of the financial services industry in Asia, even as sustainability became a politically charged term in other parts of the world such as the US.

Hiring for certain sustainability roles remains robust in Asia even amid broader job market uncertainty, according to recruitment and investment industry experts.

“Insurance as a sector is experiencing significant growth having been slower to develop adequate levels of expertise internally and now seeing both the imperative and opportunity”, Paddy Balfour, Singapore-based executive director for Asia Pacific at Acre, a sustainability hiring consultancy, told AsianInvestor.

Insurers such as AIA, Ping An and Prudential have told AsianInvestor over the past six months that they are actively increasing their sustainability investments.

“We are also seeing huge growth in specialist funds. This includes thematic funds around decarbonisation, sustainable infrastructure, energy transition, natural capital and climate, as well as more specialist impact funds,” he added.

RISING REGULATORY PRESSURES

The main driver of ESG [environment, social and governance] adoption in the Asia Pacific, nevertheless, is still an increasing web of regulations.

“Financial institutions now have mandatory disclosure requirements in various jurisdictions across the region,” said Jules Bottlaender, Head of Sustainable Finance for APAC at BNP Paribas Securities Services.

“Most of them are related to climate financial disclosure aligned with TCFD, which require specific teams to collect climate data and analyse the related risks and opportunities.”

This has resulted in the creation of numerous reporting roles, although mostly for traditional buy-side clients.

“The alternatives can often avoid those regulatory requirements by justifying non materiality of these risks due to their strategy (high frequency, FX, long-short, derivatives, etc). There is no sign of easing as new regulations coming in will extend to broader sustainability topics (ISSB) or other reporting requirements (taxonomy, fund labelling, etc),” Bottlaender told AsianInvestor.

He also noted the emergence of specific investment strategies such as thematic investing and impact investing, both of which require investment managers with sustainability expertise.

The world’s largest climate finance fund, Green Finance Fund, also told AsianInvestor recently that it plans to invest in up to 40 investments in 2024, and Asia is expected to play a key role in that.

Other specialised entities focused on decarbonisation and nature-based solutions operating in the region include GenZero and Pentagreen Capital.

Family offices have also emphasised the importance of impact investing and how they see that as investing for profit and doing good.

TRADITIONAL INVESTOR’S DEMAND

Many financial institutions are increasingly also integrating ESG factors into investment decisions.

“This is driven by fiduciary duty and other frameworks such as the UNPRI [United Nations Principles of Responsible Investment]. This task requires both ESG data roles and ESG analysts.

“Traditionally, ESG factors have been integrated for equity investments since the relationship with risk/return is more obvious. However, the practice has been broadening to other asset classes such as corporate bonds, real estate, infrastructure and private equity,” Bottlaender said.

Gabriel Nam, partner leading the ESG, strategy and transformation practice in Asia for Page Executive, said the recruitment consultant recently helped a private equity fund find a sustainability expert for the real estate portion of the fund’s portfolio.

While the market is a little uncertain right now, companies continue to hire at junior levels for data crunching and data analysis or some reporting and coordination/alignment work (which is also a core part of sustainability function).

“Many people are starting to show a passion for sustainability and the barriers to entry are lower at this point,” said Singapore-based Nam.

Shortlisted candidates for sustainability roles can have very different backgrounds – from communications and accounting to marketing research, Nam said.

“Picking up the skills required for reporting is not considered very hard so it’s not a must to have prior functional background in finance, accounting, compliance or legal (that are traditionally strong in compliance, reporting) etc.”

Increasingly they also have a certification qualification, which can range from a CESGA [Certified ESG Analyst], CFA ESG Investing, Master’s degree in sustainability related subjects or at least some short-term sustainability-related courses offered by renowned organisations, he added.

“However with certain specialised topics like climate change or nature-based solutions, candidates tend to have a stronger academic background in certain subjects like environmental science, environmental engineering, geography etc.”

TALENT SHORTAGE AMID GREENWASHING

All three experts that AsianInvestor spoke to said there is an ongoing talent shortage in this space.

The financial sector is seeing a proliferation of ESG-related roles, such as sustainable finance investment bankers, green bonds specialists, and ESG portfolio managers and chief sustainability officer, said BNP Paribas’s Bottlaender.

He noted that due to the talent gap, some companies are offering premiums for individuals with ESG expertise.

Negative publicity around greenwashing has resulted in organisations in some cases reducing their sustainability commitments, yet “the regulations, risk and opportunities are only increasing and therefore we don’t see a reduction in roles,” said Acre’s Balfour.

“Teams are undoubtedly being asked to deliver more with less as part of the challenges experienced more broadly in the economic outlook.”

“The key trend that we are seeing in sustainability hiring in Asia-Pacific is a focus on value.

“Large, costly, centralised teams are being repositioned to be better aligned with business needs resulting in a smaller number but a higher value of hire.”

This includes professionals that can generate alpha through research, coverage and sector bankers who can drive deal flow through as part of the transition, and product specialists who can bring knowledge and expertise to the LP discussion.

“If anything we are seeing more specialised senior hiring from firms looking for real commercial value from their sustainability teams that they weren’t getting from larger but less qualified teams,” Balfour added.

Energy & InfrastructureCase Study

The Value of a Growth Mindset at CBRE

​If you don’t often find yourself immersed in the professional development space, you may not be overly familiar with the concept of a growth mindset. So, you might be wondering, what exactly is this?

 

Think: Someone who is not only open to new ideas and concepts but actively makes decisions and achieves outcomes based on them.

 

Enter: Dave Dite, QHSE Director at CBRE.

 

Dave is no stranger to the idea of a growth mindset. Having worked with him here at Acre for the better part of the last 8 years, we’ve seen him continue to raise the bar for himself and those around him when it comes to abandoning ‘the way we’ve always done things’ and opting for new ways of achieving the desired outcomes.

 

When he was tasked with building a team at CBRE, the UK leader in commercial property, he recognised that the traditional professional development programmes that had historically been delivered within CBRE were a little dated, and he wanted something more innovative.

 

Then, by coincidence, Dave had two separate interactions in quick succession with the Acre Frameworks team and these showed him that he’d found what he’d been looking for - engaging content and delivery, focusing on impact and change in purpose-driven roles.

 

As we all know, in business, the bigger and more complex an organisation is, the more difficult it can be to get key stakeholders to engage. Over the following months, Dave strove to get the right people onto his team. He decided to take more ownership of that process and used Frameworks initially as a programme for his team which worked incredibly well.

 

The process began with everyone in the team undergoing our ‘Discovery’ process. This involves the completion of our market-leading non-technical skills assessment, followed by a 1-1 feedback session with an Acre Frameworks development coach to discuss the findings of the report; a process that Dave found fascinating.

 

After his original team had completed Discovery, Dave spent the afternoon with a couple of the Frameworks coaches going through all the results and they then mapped the results to gauge how the whole team worked together. “What really startled me was a couple of things - firstly, when you mapped the data together, it formed quite a nice picture. In other words, it said to me that the team is actually quite strong as a group because their strengths and weaknesses seem to counterbalance each other.”

 

 

"The second thing I found really interesting was that I could recognise quite a few members of my team from their Discovery results - so essentially, I could look it on the screen, and say ‘That's Person A. And that's Person B’ - but not for every single one of them. I’d probably say I recognised 60 per cent. But strangely enough, the one person that I didn't recognise from Discovery was myself.”

 

Dave then started a journey into his own personal development with Frameworks, which he says uncovered some fascinating high-level things about himself. Prior to his coaching, he states that he used to put on an avatar to come to work. i.e. get ready to leave the house, find his keys, grab his wallet, walk out the front door. At that point, he assumed the character of Dave the QHSSE lead. “That was why I didn't recognise myself on the Discovery map - and that is what the coaches at Frameworks and myself have been working on for the past couple of years. At that point, I felt able to throw the avatar in the bin and it was like a breath of fresh air.”

 

Dave has moved around quite a bit within CBRE since the avatar was discarded. Not only is he personally happy, but he is also professionally fulfilled which not many people can genuinely say. It’s been a great process for him to be part of but it has been hard work, and has kept Dave on his toe for five years.

 

Dave has built a team over the past couple of years that complement each other, who meet regularly, and whom he believes are now confident in their own skin. However, none of that would have been possible without the group working together as a team, and that is a direct result of them being part of the Frameworks product.

 

“Ultimately, it's been a fantastic journey.”

 

At Acre Frameworks we are passionate about facilitating the non-technical growth of purpose-driven professionals within the realms of health, safety and sustainability - we know that each journey is unique but equally as rewarding to the teams that embrace the process. 

 

 

Interested in how we might assist you with a people development strategy? Get in touch with us today. 

Consumer MarketsCase Study

Developing a High Performing Team with Siemens

Most people know a high-performing team when they see one and broadly speaking, it is one which shares a vision, end-goal and a collective ambition to achieve great things. The way in which a team navigates this journey has a number of different facets – for example, it might be the collective development of a growth mindset, empowering opinion and thought diversity through a sense of psychological safety, or embracing each other’s differences through trust and vulnerability.

 

The EHS team at Siemens, under the leadership of director Louise Harry, has been a great working example of this process. Siemens is a technology company focused on industry, infrastructure, transport and healthcare. Crucially, the company places an unrelenting focus on empowering its people to make key decisions to create the greatest impact possible with a multitude of stakeholders, in often high-pressure situations.

 

The Siemens EHS team began their journey with the Acre Frameworks ‘Discovery’ programme. Using our unique psychometric tool, we give each participant feedback on their personal preferences mapped against our own specific competency framework. This approach aims to inform the individual of their key areas of strength and growth to inspire their development journey.

 

The second stage of our Discovery programme is to bring teams together to explore individual preferences as a group, we call this part of the programme the ‘Team Data Review’. We encourage the exploration of thought diversity and how having similar and/or opposite preferences can really shape a team to become a high-performing unit.

 

For the third phase in our development programme, we start to work on new skill acquisition. We get the team together each month for a 90-minute team coaching session. We call these sessions ‘Learning Pods’. Each month we explore a different topic with the team while encouraging mixed opinions, debate and the practical application of these new skills, with relatable challenging tasks to complete during ‘the day job’.

 

“For us, the power has been in investing in the learning pods month-on-month with the team because they feel like they've all got to know each other. They all understand each other’s style…and for some of them it's been utterly transformational”. 

 

Louise Harry, 

EHS Director

Siemens

 

We understand that not everyone has an automatic willingness to change or to adopt new skills, as nobody is born with a growth mindset – it’s like a muscle you need to exercise. Acre works hard to make sure each individual understands their learning style and that new skills take time to polish and perfect. Each participant learns at their own pace within a supportive and psychologically safe space.

 

It is very typical within a team for some to have a strong growth mindset, and others to be more fixed or static. Initially, some members of the team were slightly resistant to the concept of exploring new ways of working, but once they understood the process and embraced it, they really blossomed within 12 months. Now, we are collectively moving to the next stage of the process where we look at impact and influence.

 

At Acre, we are passionate about facilitating the non-technical growth of purpose-driven professionals within the realms of health, safety and sustainability - we know that each journey is unique but equally as rewarding to the teams that embrace the process.

 

Interested in how we might assist you with a people development strategy this year? Get in touch with us. 

Financial ServicesShowcase

Exploring Sustainable Finance Talent: Acre x The Sustainable Finance Podcast

Acre has partnered with The Sustainable Finance Podcast to deliver a thought-provoking six-episode series that provides deep insights into the evolving sustainable finance talent market. Hosted by Paul Ellis, the podcast features expert voices from leading global organisations—including Schroders, FTSE Russell, The London Stock Exchange Group, Gitterman Wealth Management, and more.

 

Each episode unpacks critical challenges and opportunities in sustainable finance, covering themes like the transition to a sustainable economy, nature-based solutions, and climate risk management.

 

 

Meet the Experts

 

The series features some of the most respected professionals in the field, including:

• Andy Cartland – Founder & Interim Managing Director, APAC at Acre

• Gloria Mirrione – Executive Director, Sustainable Finance & Impact Investing, Americas at Acre

• Ellen Rutherford – Managing Director, Americas at Acre

• Paul Ellis – Host of The Sustainable Finance Podcast

 

Together, they discuss the latest trends shaping the sustainable finance industry and the skills required to drive meaningful impact.

 

 

Episode Breakdown

 

Episode 1: Talent and the Sustainable Economy

 

Talent is at the core of the sustainability transition. In this opening episode, Andy Cartland and Gloria Mirrione explore the vital role that financial services—and the professionals within them—play in accelerating a more sustainable economy. They discuss:

• How organisations can attract and develop top sustainability talent

• The skills needed to lead change in the financial sector

• The increasing importance of sustainability expertise in investment strategies

 

“We know that the more impact we can catalyse, the more successful we are going to be. We also know that to succeed commercially in this market, you have to be passionate.”

– Andy Cartland, Founder, Acre

 

 

Episode 2: Nature-Based Solutions Combine Science & Investment Strategy

 

Nature-based solutions (NbS) offer significant opportunities for net-zero strategies and climate resilience. In this episode, Gloria Mirrione speaks with:

• Charlotte Kaiser (Head of Impact Finance, BTG Pactual Timberland Investment Group)

• Chris Larson (CIO, Alder Point Capital Management)

 

They discuss the intersection of investment and conservation, focusing on how NbS can provide financial, social, and environmental returns.

 

 

Episode 3: Investing in Water Propels Prosperity and Climate Resilience

 

Access to clean water and sanitation is a global challenge—but could financial markets be the key to a sustainable solution?

 

This episode features Paul O’Connell, President of WaterEquity, and Gloria Mirrione, as they explore:

• How capital markets can drive water infrastructure investments

• The importance of sustainable finance in ensuring global water security

• The role of investors in tackling one of the world’s most pressing issues

 

 

Episode 4: Leadership in Sustainability Joins the C-Suite

 

Sustainability leadership is becoming a core component of corporate governance. In this episode, Paul Ellis speaks with:

• Chrissa Pagitsas, a strategic advisor and author on ESG & sustainability

• Gloria Mirrione, Acre’s Head of Sustainable Finance & Impact Investing

 

Together, they discuss how sustainability has moved from a niche concern to a boardroom priority, influencing corporate decision-making, risk management, and long-term business success.

 

 

Episode 5: Capital Meets Purpose in Community Economic Development

 

Financial inclusion is a critical part of sustainability. This episode explores how Community Development Financial Institutions (CDFIs) are playing a crucial role in ESG-aligned investments.

 

Paul Ellis is joined by:

• John Holdsclaw IV (President & CEO, Rochdale Capital)

• Harold Pettigrew, Jr. (President & CEO, Opportunity Finance Network)

• Gloria Mirrione, Acre

 

They discuss how CDFIs are enabling economic growth, reducing wealth inequality, and driving impact investment strategies.

 

 

Episode 6: Ownership Works & Private Equity Join Forces for Employee Opportunities

 

Can shared ownership models create financial security for employees while driving better business outcomes?

 

In this final episode, Paul Ellis speaks with:

• Anna-Lisa Miller (Executive Director, Ownership Works)

• Gloria Mirrione, Acre

 

They explore how private equity firms and corporations are integrating ownership models to empower employees, improve productivity, and enhance financial well-being.

 

 

Why This Series Matters

 

The world of sustainable finance is rapidly evolving. Businesses and investors alike are facing increasing pressure to align financial strategies with ESG principles—and finding the right talent is crucial to making this transition a success.

 

At Acre, we understand that people drive impact. Our expertise in sustainable finance recruitment ensures that organisations can find and develop the leaders, strategists, and innovators needed to shape a more sustainable world.

 

👉 Listen to The Sustainable Finance Podcast and gain insights from industry leaders today.

This article is optimised for Acre’s website, providing a professional and engaging breakdown of the podcast series. Let me know if you’d like any refinements!

Financial ServicesNews

HSBC partners with sustainable farming charity for food supply chain resilience

HSBC UK has joined forces with LEAF (Linking Environment And Farming) to launch an initiative to support farmers and help combat sustainability challenges in the sector.

The HSBC Sustainable Farming Pathway is a joint venture between the bank and the sustainable farming charity to encourage a smoother transition towards more sustainable farming practices, enabling eligible LEAF Marque certified farm businesses (or those in the process of applying for LEAF Marque certification) to access discounted loan arrangement fees when applying for applicable products.

The bank found that 70 per cent of UK farms are taking up DEFRA approved agri-environmental schemes, to support nature and biodiversity enhancements.

Approximately one third (38 per cent) of farmers are regularly testing the soil in their fields to inform NPK applications (the three major nutrients required by plants are nitrogen, phosphorus, and potassium) while 28 per cent of dairy clients have undertaken a carbon audit.

Farmers have identified the areas of sustainability that they would like to invest in, such as renewables (54 per cent), slurry storage (22 per cent) and energy efficiency (20 per cent).

Grace O’Dwyer, Interim Head of Agricultural Banking at HSBC UK said: “We are delighted to launch the HSBC Sustainable Farming Pathway to help farming businesses transition to more sustainable techniques.

“HSBC UK is a significant lender to farms in the UK and our research shows around two-thirds (70 per cent) of farms are currently making commitments to transition to sustainable practices. By working with LEAF and future partners, we have the opportunity to directly support farmers who want to make sustainable choices.”

Canace Wong, Senior Recruitment Consultant (Professional Services) at Acre, said: “In the UK, many banks are seeing year-on-year growth on revenue in sustainable finance. The banking sector has a big part to play in unlocking sustainable practices, through providing capital to facilitate decarbonisation, nature and biodiversity, and social sustainability goals.”

“At Acre, we noticed that there is an uptake of opportunities in nature and biodiversity within the banking sector in 2024, with several banks recently hiring senior nature and biodiversity specialists, as well as amping up their nature and biodiversity teams.

“HSBC’s new partnership with LEAF is another example of latest financial schemes to support enhanced nature and biodiversity outcomes from the agricultural sector. We look forward to seeing more similar initiatives in the sector.”

If you are a financial institution and currently reviewing your talent needs for sustainable finance professionals, please get in touch with Acre.

News

The list of planet-saving actions revealed at Climate Week NYC

An ambitious global action plan, launched at Climate Week NYC, proves some ‘to-do lists’ are more critical than others.

The largest annual climate event of its kind – second only to COP – sees a mass gathering this week of governments, businesses, climate leaders, action takers, civil society and innovators to uncover the latest drivers in climate action and spark discussions for future achievements.

The Global To-Do List to implement climate action, was launched via video at the opening ceremony in New York, and included insights from Professor Tim Lenton from the University of Exeter and Eugenia Kargbo, Chief Heat Officer & Senior Heat Strategist Africa, Freetown City Council.

Tim Lenton said: “Our response to climate change is sluggish, and we need to go a lot faster. That's why a 12-month timeline for climate action is so important: it accelerates change and brings us closer to positive tipping points that propel unstoppable emissions reductions. We have to embrace change because it's become a matter of life or death. Every year of delay is a year of counting more body bags.”

Eugenia Kargbo said: “The impact of climate change is very extreme. Temperatures are rising at an exponential rate, and so are humidity levels. We see flooding happening, people are dying. It’s time to stop talking and start taking action at a scale that matches the urgency of the climate crisis.”

Climate Week NYC is run by The Climate Group, the international non-profit organisation, in partnership with the United Nations and the City of New York.

The theme for this year’s Climate Week NYC is It’s Time, which underscores the urgency for robust measures to start reducing emissions almost immediately and address the emissions gap between the scientific requirements to combat climate change and the actual delivery from governments and businesses.

The US, with its most ambitious administration on climate in history, only reduced emissions by 1.9 per cent in 2023.

Two years ago the IPCC calculated that greenhouse gas emissions (GHGs) would need to drop by 43 per cent by 2030 to stay on course, but global emissions remain high despite the increase in renewables and sales of electric vehicles.

Helen Clarkson OBE, CEO at Climate Group, said: “It’s time for a reality check. We can’t keep making ambitious commitments but then only half implementing them. We can’t afford to waste another year. One year, seven actions - this is our call to arms.

“Climate discussions often focus on targets we need to reach by 2030, or even 2050. These are important milestones, but when it comes to the results we need right now, we’re still collectively failing. Governments and business could start taking these steps, this month, right now.”

The Global To-Do List calls for seven climate actions across key sectors and systems. They are:

1. Support workers to power down coal - Bolder policies are needed to enable a faster plan to replace more coal by 2030

2. Unleash renewables - The Climate Group is urging for governments to break down barriers this year, to reach goal of tripling global renewable energy capacity by 2030

3. Ban relining of coal-based steel furnaces - Electric furnaces and production of green hydrogen should be the norm from now on

4. Get serious on methane - The Climate Group is calling for governments to build a more powerful and authoritative global agency to audit fossil fuel companies’ declarations and delivery and tackle the biggest leaks

5. Stop ignoring energy efficiency - Every business should set a target to become 5 per cent more efficient in 12 months’ time and governments need to be bolder. The G20 should agree a minimum investment incentive, following the lead of the US

6. Buy clean - Every government and large business should be buying healthy, lower carbon food, setting targets for lower carbon steel and concrete, and buying 100 per cent renewables and EVs

7. Tax oil and gas companies to fund the transition - The G20 should agree a minimum new import tax on oil and gas

Climate Week NYC provides a platform for around 900 bigger and smaller events across the City of New York, led by organisations that want to push the needle on climate

Consumer MarketsNews

Insects to whet Singapore’s appetite for more sustainable grub

Singapore is renowned for its cuisine, and particularly famed for dishes such as chilli crab and fish head curry. But there will soon be the addition of more unusual dishes on the menu.

 

Sixteen species of insects - including grasshoppers, crickets and giant rhino beetle grubs - have been listed by the Singapore Food Agency as food items for humans and animals, in a bid to boost food security.

But before you turn your nose up at the prospect of locust laksa or silkworm stir-fry, regulations state all insects deemed edible under the new listing must be farmed under strict food safety conditions and not harvested in the wild.

Health certificates must be submitted for insects and insect products which are imported for direct human consumption (such as fried insect snacks or protein bars with insect powder). This will certify that the products have been subjected to sufficient heat treatment, or an equivalent bactericidal process, to kill pathogens and ensure they are safe for consumption.

The Singapore Food Agency (SFA) said on its website: “SFA’s priority is to ensure the safety of food consumed in Singapore. As the insect industry is nascent and insects are a new food item here, SFA has developed the insect regulatory framework, which puts in place guidelines for insects to be approved as food.

“In recent years, the commercial farming of insects for human consumption and animal feed has been promoted by the Food and Agriculture Organization. There is also commercial interest to import insects as food or animal feed.

“SFA has developed a regulatory framework following a thorough scientific review to safeguard food safety while insects are allowed as human food here. The framework encompasses guidelines which businesses should meet if they intend to import, farm or process insects into food for human consumption or animal feed.”

Valerie Lim, Senior Recruitment Consultant - Sustainable Business APAC at Acre, said: “Sustainable food sourcing is crucial as our planet becomes ever more populated and safeguarding our supply of food prompts greater urgency.

“Singapore is working towards its ‘30 by 30’ goal to sustainably produce 30 per cent of the country’s nutritional needs by 2030. This target is featured in the Singapore Green Plan 2030, under the Resilient Future pillar, which helps support sustainable development.

“The SFA’s regulatory framework ensures these 16 insect species are safe for consumption and will not only help fight against food scarcity but provide more sources of nutrition for both humans and animals, which is an interesting - and hopefully effective - solution. However, the pressing question remains: are we comfortable with experimenting with this new ingredient, and when does it transition from an innovative food source to a staple?”

Clean TechnologyThought Leadership

Europe to focus on building water-related resilience

Europe focused on building resilience towards water quality and availability during 2024 EU Green Week for a stronger, more sustainable economy.

The annual conference which ran at the end of May spotlighted the recurrent water-related crises to better understand how to tackle the challenges surrounding it, for both society and the environment, to create a water-resilient continent.

Organised by the European Commission’s Directorate-General for Environment, the event brought an opportunity to discuss the European environmental policy and was expected to attract policymakers, leading environmentalists and stakeholders from across Europe and the rest of the world.

What challenges is Europe facing?

Climate change has contributed to the surge in extreme weather conditions across the globe, such as floods and droughts, which has had a huge negative impact on those living in Europe.

Years of pollution, ecosystem degradation and structural mismanagement have also exacerbated the problem not only in the EU but worldwide.

Virginijus Sinkevičius, Commissioner for Environment, Oceans and Fisheries, said: “We need it, we take it for granted – but right now, Europe’s water needs our attention.

“The EU faces challenges with water quality and quantity, and things will only get worse with climate change.

“It’s a limited resource and we keep on increasing our demand. If we don't address these issues today, we’re creating bigger problems for the future.”

“So, Green Week will help start a broad, society-wide conversation about water, making people more aware of the challenges, and of the immense advantages there are in building up our water resilience with concrete solutions.”

The 2024 EU Green Week forms part of a wider water resilience campaign, #WaterWiseEU, aiming to drive an EU-wide conversation around its water, build greater awareness and promote positive, collaborative solutions.

Guest speakers discussed various aspects of integrated water management, including fostering a water smart EU economy, addressing the challenges of restoring and protecting the disrupted water cycle, ensuring widespread access to clean, affordable water and sanitation, and promoting international water cooperation.

Clean TechnologyNews

Innovation Zero sustainability heroes gather to fight climate change

Sustainability innovators and changemakers flocked to London this week for a major net zero conference, where there was a heavy focus on solutions for a low-carbon future.

 

The Innovation Zero event (30 April - 1 May) is the UK’s largest net zero industry event in the capital, hosting thousands of attendees to discuss the acceleration of climate change solutions for a net zero future.

Innovative solutions presented over the two days spanned the full breadth of the sustainability landscape, including energy, transport, finance and advanced tech, carbon markets, food and agriculture, oceans and water and industrial.

The event, at London Olympia, showcased hundreds of expert speakers spanning the sustainability sector including:

• The Rt Hon Claire Coutinho MP, Secretary of State for Energy Security and Net Zero

• Mike Pitts, Deputy Challenge Director, Innovate UK 

• Greg Jackson, CEO, Octopus Energy

• Rhian-Mari Thomas, Chief Executive, Green Finance Institute

• Sweta Chakraborty, CEO North America, We Don’t Have Time

​

What is Innovation Zero?

Innovation Zero provides a major platform for discussion on key sustainability issues, bringing the innovations and tech to the forefront that will help the UK meet its net zero goals over the coming years.

Hundreds of exhibitors highlighted their cutting-edge solutions and technologies that are helping businesses and organisations reduce their emissions and progress net zero targets.

A new addition is the Innovation Gallery, where more than 20 leading green tech start-ups and sustainability businesses demonstrated their latest inventions to tackle the climate crisis. These include Adaptavate, Carbonplace, Chimney Sheep, Climatiq, Exiger, HeatHorizon, Hubl and Last Energy.

The Innovation Zero Awards was also launched at the event, officially supported by the Department for Energy Security and Net Zero. The awards showcased ground-breaking solutions and low carbon technologies to help fight the climate crisis by reducing or eliminating businesses’ carbon footprint.

Paul Dunne, Innovation Zero CEO and co-founder said: “The introduction of this years’ awards, showcase, and Innovation Gallery features are aimed at enhancing networking and discovery among innovators, corporate sustainability leaders, investors and policymakers and we’re looking forward to seeing the positive impact these additions will have on our collective journey towards achieving net zero.”

What else is new at this year’s event?

Innovation Zero joined ranks with tech start-up Ideaonomy, enabling attendees to use an AI-enabled portal to view, rank and publish sector challenges and share solutions with industry peers.

Matt Hastings, founder and CEO of Ideaonomy, said: “An Ideaonomy is essentially an interconnected, collaborative cross-sector innovation ecosystem enabling companies and organisations to share resources, communicate, collaborate and also compete at the same time.

“We facilitate new innovations connecting in really unusual and interesting ways so that organisations can collaborate, solve problems and ultimately try and get ourselves out of the hole that we have found ourselves in as a species.”

If you attended Innovation Zero, we would love to hear from you to discuss some of the more robust innovations that will fight climate change and boost a greener economy.

Did you showcase your innovation at the event?