Common Industry Challenges

The European Parliament has officially passed Extended Producer Responsibility (EPR) legislation that fundamentally shifts the responsibility for textile waste management to fashion brands and retailers – with far-reaching global implications. This new law requires all producers, including e-commerce platforms, to cover the full cost of collecting, sorting, and recycling textiles, regardless of whether they are based within or outside the EU. The financial burden of Europe's textile waste now falls squarely on the brands that create it. What are the critical business implications? UNIVERSAL SCOPE: The legislation applies to all producers selling in the EU market, including those of clothing, accessories, footwear, home textiles, and curtains. No company is exempt based on location. FAST FASHION PENALTY: Member states must specifically address ultra-fast and fast fashion practices when determining EPR financial contributions, creating cost penalties for unsustainable business models. GLOBAL SUPPLY CHAIN DISRUPTION: As the world's largest textile importer, the EU's new rules will ripple across global supply chains, particularly impacting exporters from Bangladesh, Vietnam, China, and India who supply much of Europe's fast fashion. TIMELINE PRESSURE: Officially adopted September 2025, this creates immediate operational and financial planning requirements. COMPETITIVE RESHAPING: Brands and retailers will inevitably pass increased costs down their supply chains, fundamentally altering supplier relationships and pricing structures globally. What are the implications for various stakeholders? For CEOs and board members: This represents more than regulatory compliance – it's a complete business model transformation. Companies must now integrate end-of-life costs into product pricing, rethink supplier partnerships, and accelerate circular design strategies. For sustainability and decarbonisation executives: This creates unprecedented opportunities for circular economy solutions, sustainable material innovation, and traceability system development across global supply chains. Link: https://lnkd.in/dTyHtHuD #sustainablefashion #circulareconomy #textilwaste #epr #fashionindustry #sustainability #supplychainmanagement #fastfashion #environmentalregulation #businessstrategy #decarbonisation #textilerecycling #fashionceos #boardgovernance #climateaction #wastemanagement #producerresponsibility #fashionsustainability #textileindustry #greenbusiness

I interviewed 20 sustainability managers 🎙️ That's their #1 pain point 🤕 ➡️ "Reporting is 1st. Impact is 2nd". Challenges that I can see with sustainability in companies: ❌ Competing frameworks confuse. ❌ Data collection becomes more important than actual impact ❌ Disconnect between reporting teams and operational teams ❌ Excessive time spent on documentation. ❌ Risk of greenwashing through selective reporting (I am sure you have your observations to add🙄) 5 secrets to turn this into the biggest opportunity for change: ✅ Use reporting to clarify sustainability vision 100%. ✅ Identify in-company 'spoilers' - and engage them! ✅ Change sustainability reporting from 'a burden' for all, to an 'invitation to do good' for each individual. ✅ Turn deadlines into celebration moments for internal change. ✅ Use data requirements as opportunities to understand the entire value chain (and opportunities for change). You know the pain ?🧐 📲 Ping me to re-write the script on your sustainability reporting ♻️ #circulareconomy #zerowaste #sustainability

If #diversity, #equity, and #inclusion practitioners want to get ahead of anti-DEI backlash, we have to address an elephant in the room: no two people in the same workplace perceive their workplace the same way. I see this every time I work with client organizations. When asked to describe their own experience with the workplace and its DEI strengths and challenges, I hear things like: 😊 "I've never experienced any discrimination or mistreatment; our leaders' commitment is strong." 🤨 "I had a good time in one department, but after transferring departments I started experiencing explicit ableist comments under my new manager." 🙁 "I've never had anything egregious happen, but I've always felt less respected by my team members because of my race." Who's right? Turns out, all of them. It starts to get messy because everyone inevitably generalizes their own personal experiences into their perception of the workplace as a whole; three people might accordingly describe their workplace as a "meritocracy without discrimination," an "inconsistently inclusive workplace dependent on manager," or "a subtly racist environment." And when people are confronted with other experiences of the workplace that DIFFER from their own, they often take it personally. I've seen leaders bristle at the implication that their own experience was "wrong," or get defensive in expectation they will be accused of lacking awareness. It's exactly this defensiveness that lays the foundation for misunderstanding, polarization, and yes—anti-DEI misinformation—to spread in an organization. How do we mitigate it? In my own work, I've found that these simple steps go a long way. 1. Validate everyone's experience. Saying outright that everyone's personal experience is "correct" for themselves might seem too obvious, but it plays a powerful role in helping everyone feel respected and taken seriously. Reality is not a question of "who is right"—it's the messy summation of everyone's lived experience, good or bad. 2. Use data to create a shared baseline. Gathering data by organizational and social demographics allows us to make statements like, "the average perception of team respect is 70% in Engineering, but only 30% in Sales," or "perception of fair decision making processes is 90% for white men, but only 40% for Black women." This establishes a shared reality, a baseline for any effective DEI work. 3. Make it clear that problem-solving involves—and requires—everyone. The goal of DEI work is to achieve positive outcomes for everyone. Those with already positive experiences? Their insights help us know what we're aiming for. Those with the most negative? Their insights help us learn what's broken. The more we communicate that collective effort benefits the collective, rather than shaming or dismissing those at the margins, the more we can unite people around DEI and beat the backlash.

Thinking of entering defence? Good. But read this first, or get crushed. You’re not building a startup. You’re entering a war zone with Excel sheets instead of bullets. And here’s the first landmine: Defence doesn’t care about you. Not until you matter. And by the time you matter, it might be too late. So here’s your brutal, field-tested playbook 👇 🔻 1. Run a Dual-Use Strategy or Die Trying Don’t “pivot into defence.” Don’t “add military as a target customer.” Build something with teeth in both markets — or you’ll starve while waiting 24 months for a MoD reply. Dual-use = survival. Omni-use = dominance. 🔻 2. Your Actual Competitor? Paper. You're not fighting primes. You're fighting outdated workflows, 94-page requirement PDFs, and evaluation committees who’ve never used the tech. You’re not selling innovation. You’re selling the idea that innovation should exist. 🔻 3. Never Ask for Feedback — Ask for Budget Lines Everyone will “love” what you’re doing. They’ll invite you to panels, workshops, incubators. None of that pays your team. Ask: “Which budget pays for this in Q4?” If they can’t answer, walk. 🔻 4. Find a Uniformed Insider, or You’re Screwed No matter how good your pitch is, you need a believer inside the system. Someone who speaks procurement and can say, “This solves my mission.” Without that: enjoy limbo. 🔻 5. If You’re Not Testable, You’re Not Real Defence doesn’t buy PowerPoints. You need a testable MVP fast. No test = no traction. No traction = no procurement route. No route = you're just theatre. 🔻 6. The First Deal Will Break You It’s slow. It’s painful. It’ll take months, maybe years. But once you break the wall once, you become “pre-approved.” Then the real business begins. 🔻 7. Ignore All of This If You're Building Slideware This advice is only for builders. For founders ready to live in uncertainty, raise from niche VCs, and get 50 no’s before one test flight. If you're not all-in: stay in SaaS. This is the most misunderstood opportunity of our time. Europe is waking up. The U.S. is doubling down. And the next industrial revolution will wear camouflage. Startups who learn the terrain will dominate. Speed. Testability. Dual-use. Insider access. That’s your survival kit. Use it. #DefenceStartups #DualUse #InnovationInDefence #OmniUse #MilitaryTech #InsiderIntel #BoldMovesOnly #WakeUpEurope

Nonprofit folks, let’s talk. Every time I talk to nonprofit teams, I hear the same thing: “We’re exhausted.” “There’s so much to do.” “We’re constantly in survival mode.” And I get it - this work is demanding. But let’s be honest. Most times, the problem isn’t just workload. It’s the absence of structure. Here’s what it looks like: • The programs officer is writing grant proposals and doing comms and managing vendors… because “we’re a lean team.” • There’s no content calendar, so everyone’s scrambling the night before a major campaign. • The founder wants “more visibility” but hasn’t approved a budget or strategy, so the team is just guessing. • There’s no onboarding process - new hires are dropped in the deep end and told to “figure it out.” It’s not sustainable. It’s chaotic. You don’t need more passion. You need a plan. You don’t need to hire more people. You need to clarify who’s doing what first - then know the skill gaps you need. You don’t need to work more hours. You need a rhythm that supports deep, focused work. Let me paint a simple contrast: Chaotic org: • Weekly check-ins that feel like therapy sessions • No shared folders - just scattered WhatsApp PDFs • Everyone is cc’d in every email because no one knows who’s responsible • Events planned in 5 days. Outcomes unclear. Structured org: • Documented roles and reporting lines • A quarterly content + program calendar • Shared folders. Shared language. Shared expectations. • Time to plan, space to execute, and data to improve Structure isn’t fancy. It’s foundational. If your team is always reacting, never resting, and constantly “managing somehow” - you’re not in a high-impact organisation. You’re in a burnout cycle with a good mission. If your organisation keeps depending on “passion” instead of structure, here’s what will keep happening: • Your best people will leave. • Your funders will quietly ghost. • And the impact you care about? It’ll stall. Or worse, disappear. Want to fix it? • Create internal systems (even if it’s just a shared Google Sheet to start). • Document responsibilities - no more “everyone is doing everything.” • Plan quarterly, not weekly. • Build culture, not codependency. • Stop celebrating burnout as “dedication.” It’s not. Structure is how we protect the mission and the people behind it. Let’s normalize asking: • Do we have clear processes? • Are we prioritising or just surviving? • Can this system run without one person burning out? Nonprofit work is heart work. But heart without structure leads to frustration, fatigue, and frequent turnover. You’re not tired because you care. You’re tired because the system isn’t holding you. Let’s fix the system - Because structure doesn’t slow you down. It sets you free. Laura Temituoyo Ede Helping nonprofits build structure that actually sustains the mission.

The Dark Side of Hospitality Nobody is talking about how it silently worsens over time. Why Burnout is a Growing Crisis "I used to love this job, but now I dread every shift." This is a painful reality for many professionals in the hospitality industry, particularly in the food & beverage sector. Behind the smiles and seamless service, a silent crisis is unfolding—burnout. Long hours, high stress, and relentless pressure are driving talented individuals to exhaustion, severely impacting both personal well-being and business performance. The passion that fuels this industry is also what burns many out. The Hard Truth: Hospitality Has a Burnout Problem A global study found that 80% of hospitality workers have experienced burnout. The industry has one of the highest turnover rates, with many quitting within the first year. Mental health struggles in hospitality are higher than in most other industries, yet rarely talked about. Why is Burnout So Common in Hospitality? • Demanding Work Schedules – Long shifts, late nights, weekends, and holiday work with little time for rest. • High-Pressure Environments – The need for speed, perfection, and dealing with demanding customers. • Low Work-Life Balance – Many struggle to maintain personal time, leading to stress and fatigue. • Underappreciation & Low Pay – Many feel overworked and undervalued, with little recognition for their efforts. The Hidden Cost of Burnout for Businesses • High Staff Turnover – Constant hiring and training costs drain resources. • Declining Customer Service – A disengaged team struggles to provide great experiences. • Toxic Work Culture – Burned-out employees spread negativity, affecting team morale. • Loss of Industry Talent – Many leave hospitality altogether, taking their skills elsewhere. What Can Be Done? For Leaders: • Rethink Scheduling – Implement fair rotations and rest periods. Consider 4-day workweeks or shorter shifts. • Encourage Open Communication – Employees should feel safe discussing their stress without fear of consequences. • Invest in Wellness Programs – Mental health support, stress-relief initiatives, and career development can help. • Recognize & Reward Hard Work – Appreciation improves morale and retention. A simple “thank you” goes a long way. For Employees: • Set Boundaries – Saying “NO” to excessive workloads is not a weakness. • Prioritize Self-Care – Exercise, hobbies, and mental breaks are essential. • Seek Career Growth – If a role is draining you, consider shifting to a different position within the industry. The hospitality industry thrives on energy, passion, and dedication—but it shouldn’t come at the cost of well-being. It’s time we acknowledge burnout as a real issue and take action to build a healthier work environment. Have you or someone you know experienced burnout in hospitality? What needs to change? Let’s talk.

The Rise of AI in China's Culinary and Delivery Industry: A Double-Edged Sword 🤖🍲 In China, we are witnessing a revolutionary shift with robots replacing chefs and AI taking over food delivery services. While these innovations bring undeniable benefits—faster service, consistency, and reduced human labor—they also pose a series of challenges that must be addressed: 1. Job Displacement: The widespread use of AI and robots may lead to job losses, especially for those working in kitchens or delivery services. How do we balance innovation with job security? 2. Ethical Concerns: Relying on AI for food preparation and delivery raises questions about accountability and the ethical use of technology. Who is responsible when something goes wrong? 3. Quality Control: While robots ensure consistency, they may lack the creativity and intuition that human chefs bring to the table. Can AI truly replicate the art of cooking? 4. Tech Dependency: Over-reliance on technology could make businesses vulnerable to cyber threats or system failures, disrupting services. As we embrace AI and robotics in food production and delivery, it’s crucial to consider the broader impact on employment, ethics, and quality. What are your thoughts on this shift? How can we strike a balance between technology and human touch? #AI #RobotsInBusiness #Innovation #TechnologyChallenges #FoodIndustry #Sustainability

Blackrock just took a big write-down on its Global Renewable Power Fund III. Because of two ill-fated investments in Northvolt and SolarZero. Surprisingly, a $4.8 billion fund saw its internal rate of return plummet due to just two portfolio companies faltering. This fund was BlackRock's third flagship GRP fund, part of its bet on the energy transition and a push towards renewable energy and infrastructure. Many of the funds’s assets are early-stage climate infrastructure investments in: EV charging, renewable generation, and power storage and transmission. Are they simply making bad investments or is this a prequel to what to expect? What this tells me about climate tech investing: 1. The significant impact of two companies on a $4.8 billion fund suggests that traditional risk models needs reevaluation. The conventional playbook for diversification doesn't quite work in climate tech. When companies in your portfolio are all betting on similar technological advances or regulatory shifts, they tend to sink or swim together. Traditional risk models might be missing these hidden correlations. 2. The Northvolt situation is a wake-up call - throwing money at climate tech isn't enough. These companies need investors who roll up their sleeves and get involved. We're seeing a shift from passive to active investing, where deep operational expertise is just as crucial as the capital itself. 3. SolarZero, a major player in New Zealand Energy Sector, was far from an early-stage startup when BlackRock acquired it in 2022. Despite its 50-year history , something went wrong. It hints at a broader challenge: global funds rushing into new markets might be overlooking local market dynamics and regional complexities in their eagerness to deploy capital in the renewable space. As this sector matures, we need a new framework for resilient investment strategies that can better weather the failures of individual companies while capitalizing on the overall growth trend in clean energy. #climatetech #VC #investment #newbook #fundclimatetech #blackrock Link for the news in the comments.

A report by NERC warns that over half of North America faces a significant risk of energy shortfalls within the next 5-10 years due to surging electricity demand driven by data centers, electrification, and industrial growth. This increase, coupled with slow infrastructure development and accelerating generator retirements, creates a critical challenge for resource adequacy. Key findings from NERC’s 2024 Long-Term Reliability Assessment (LTRA) include: Demand Growth: Summer peak demand is projected to rise by 122 GW in the next decade, a 15.7% increase, while resource additions lag behind. Generator Retirements: Up to 115 GW of capacity may retire by 2034, with many retirements being replaced by variable generation sources. Regional Risks: MISO, SPP, New England, and Texas face elevated to high risks of energy shortfalls, particularly during extreme weather. Policy Needs: Industry leaders urge federal action to expedite infrastructure development, prioritize reliability, and address natural gas supply challenges. The report calls for urgent collaboration and policy shifts to ensure grid reliability and manage escalating demand effectively.

People often suggest the amount of curtailed ("discarded") #wind and #solar in #China 🇨🇳 is very high due to poor grid management. Is that the case? While curtailment rates were high some years ago, they have now fallen to much more reasonable levels. The latest data from the first 11 months of 2023 shows that they have maintained these low levels: 1.9% for solar and 3.1% for wind. How was this fixed? The issue was institutional rather than technical. Coal plants were not required to ramp down when output from wind and solar was high. Operators were unwilling to surrender market share. Incentives were fixed - making the grid pay the developer even when power is curtailed - so that coal would ramp down. (It sounds like wind and solar aren't/weren't treated as "must run" in China.) In China, things can be fixed very quickly once someone sufficiently high up decides it's time to do so. The target to bring these levels of curtailment down to a reasonable level was set in the 13th Five Year Plan (2016-20) and that's exactly what happened. Of course, curtailment will happen at higher penetrations of wind and solar, over building is a way to reduce the need for more expensive storage. The thing here is that curtailment rates were higher than they should have been given the penetration of wind and solar in China at the time. The current issue is grid connection delays, which is a problem the world over. Long distance #transmission lines running from west to east need to be completed, but recent new generation was added quicker. And in the distributed segment, more incentives for storage are required to avoid bottlenecks in the distribution network. Plenty for the grid operator to work on! H/t to Lauri Myllyvirta #energy #renewables #sustainability #energytransition