Long-Term Investment Approaches

Climate Risks Are Financial Risks An alarming USD 1.14 trillion in corporate value, linked to the world's largest stock markets is exposed to severe socio-economic impacts from #climatechange by 2050. Data from the Climate Hazard and Vulnerability Index (CHVI) highlights a critical blind spot for many businesses: 📌 48 countries will be highly vulnerable to socio-economic climate impacts by mid-century, double today’s figure. 📌 Major emerging markets are expected to face significant climate-related disruptions. 📌 India alone accounts for over USD 1 trillion of the at-risk corporate assets, dramatically impacting global markets and supply chains. 🚨Companies must place dedicated climate leadership at the highest level to proactively identify risks, anticipate market disruptions, and strategically invest in long-term resilience. 🚨 Businesses should move beyond physical hazards to systematically report and manage socio-economic climate vulnerabilities. Transparent, detailed disclosures help stakeholders understand risks and encourage informed investments. 🚨 Corporates must prioritize investment in resilient infrastructure, diversified supply chains, and sustainable practices, particularly in vulnerable regions. This strategic foresight protects operational continuity and market valuation. The globalized nature of corporate operations means that climate vulnerability anywhere becomes a financial risk everywhere. 🌱 Is your company equipped with climate leadership at board level? Read more here 👇 https://lnkd.in/eFnsnjyY #ClimateRisk #ClimateLeadership #SustainableGovernance #ESG #BoardGovernance #InvestmentStrategy #Resilience #ClimateAction

Today as I complete another revolution around the sun, it has me reflecting on how fortunate I’ve been. I’ve had access to opportunities that so many women are still denied, and I carry that as a privilege. With that privilege comes a responsibility: to use my voice and platform to advocate for equity for women everywhere. The good news is that momentum is building. Around the world, investors and funders are starting to recognise that gender equity is not a “nice to have.” We’re seeing more funds backing women-led businesses, more investors applying a gender lens to decisions, and more institutions realising that equity is not only a moral imperative, it also drives performance. Companies with gender-diverse leadership consistently outperform their peers. But as I wrote recently in Business Today with my co-author, Vidya Shah, we can’t stop at surface-level interventions. Too often, “gender funding” gets boxed into microloans or sanitary products. These matter, but they’re not enough. True gender-lens investing requires us to change the structures that hold women back, shift power, and design capital in ways that create lasting impact. At AVPN, we partner with those who share our vision—that equity must be embedded across philanthropy, investment, and policy—not treated as a side project. AVPN’s Asia Gender Equality Fund is mobilising USD 25 million for women-led organisations across Asia. Now in its third round, it tackles how climate change impacts women, while empowering them as leaders of local solutions. By backing women’s leadership, the fund drives both equity and resilience. So on this birthday, as with every birthday, my wish is simple: that we keep moving beyond tokenism and commit to systems-level change. Equity is not pink. It is not peripheral. It is fundamental. AND it needs to be driven by everyone irrespective of gender. https://lnkd.in/gm3A_mxp #genderequity #genderlensinvesting #genderlens #socialchange #socialimpact EdelGive Foundation

New BMJ Global Health Commentary: Governing Health Systems With a Gender Lens I’m pleased to share a new BMJ Global Health commentary, written with my colleagues Aya Thabet and Anna Cocozza, on a topic that urgently needs attention: How health system governance can close—or widen—the women’s health gap. Women around the world experience, on average, nine additional years of poor health compared with men. This disparity is not just a clinical issue. It is a governance issue. For decades, health systems have relied on a narrow definition of women’s health, focusing predominantly on maternal and reproductive care. This has left significant gaps in areas such as chronic disease, mental health, menopause, autoimmune conditions, gender-based violence, and more. Our article argues that governance itself must change if we want health systems to deliver for women. Using the WHO’s Six Governance Behaviours framework, we examine how governments, regulators, and purchasers can integrate a gender lens into the rules, incentives, and decision-making processes that shape health systems. Here are some of the key insights: 1. Deliver strategy with measurable commitments Clear definitions, dedicated budgets, and accountability mechanisms across both the public and private sectors must back equity goals. 2. Build understanding through sex-disaggregated data If systems don’t collect it, they can’t govern it. Mandatory sex-disaggregated data and transparency are essential to closing gaps. 3. Enable stakeholders by aligning incentives Financing arrangements—particularly strategic purchasing—can reward equitable, women-centred care rather than perpetuating neglect. 4. Align structures through gender-responsive regulation Licensing, training, essential medicines lists, and facility standards must explicitly reflect women’s health needs across the life course. 5. Foster relations with meaningful partnerships Women’s organisations, professional associations, and patient groups are indispensable partners in designing governance arrangements that work. 6. Nurture trust with strong accountability systems Women must have access to safe, responsive grievance and redress mechanisms—and regulators must consistently enforce protections. Why this matters Health systems are not gender-neutral. Without intentional design, the rules and incentives that govern them will continue to reproduce inequalities. By applying a gender lens to governance, we can reposition women’s health as a core system priority, not a side issue—and build accountability for equitable, respectful, high-quality care. Governing Health Systems With a Gender Lens BMJ Global Health – Clarke, Thabet & Cocozza https://lnkd.in/dwXNka4a Join the conversation #WomensHealth #GenderEquity #HealthSystems #GlobalHealth #HealthGovernance #HealthPolicy #UniversalHealthCoverage #UHC #DigitalHealth #HealthReform #HealthEquity #Accountability #Regulation #StrategicPurchasing #BMJGlobalHealth

What do Fevicol, Royale, Dabur Honey, Eveready, Bajaj, Dr. Fixit, and Apex all have in common? They are Indian entrepreneur-led brands that have held dominant market share for decades. No government protection. No regulatory barriers. No global giant has been able to push them out. The secret? After three decades of working with and learning from some of these organisations, I can say this with confidence: they operate on a different code. It is not just about size. It is about mindset, decisions, and leadership DNA. 𝗜𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗜𝗻𝗱𝗶𝗮𝗻 𝗰𝗼𝗱𝗲 𝗯𝗼𝗿𝗻 𝗼𝘂𝘁 𝗼𝗳 𝗰𝗿𝗼𝘄𝗱𝗲𝗱 𝗺𝗮𝗿𝗸𝗲𝘁𝘀, 𝗱𝗲𝗺𝗮𝗻𝗱𝗶𝗻𝗴 𝗰𝗼𝗻𝘀𝘂𝗺𝗲𝗿𝘀, 𝗮𝗻𝗱 𝗮 𝗿𝗲𝗹𝗲𝗻𝘁𝗹𝗲𝘀𝘀 𝗱𝗿𝗶𝘃𝗲 𝘁𝗼 𝘄𝗶𝗻 𝗮𝗴𝗮𝗶𝗻𝘀𝘁 𝗮𝗹𝗹 𝗼𝗱𝗱𝘀. Here are eight patterns that consistently set them apart. I call it the 𝗙𝗥𝗢𝗡𝗧𝗜𝗘𝗥 𝗖𝗼𝗱𝗲, because these organisations have always stayed at the frontier of their markets: → 𝗙 — 𝗙𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝘀 𝗲𝗺𝗯𝗲𝗱𝗱𝗲𝗱. No red tape. Agility is protected, even at scale. → 𝗥 — 𝗥𝗲𝘀𝗽𝗼𝗻𝘀���𝘃𝗲𝗻𝗲𝘀𝘀 𝗶𝘀 𝘁𝗵𝗲 𝗻𝗼𝗿𝗺. As one MD once told me when I hesitated on a bold campaign spend: “If you are confident, go ahead. We don’t have to wait for approval to come from Geneva. Send me a note in the evening, I will approve it.” → 𝗢 — 𝗢𝘃𝗲𝗿-𝗶𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗯𝗿𝗮𝗻𝗱𝘀 (𝗮𝗵𝗲𝗮𝗱 𝗼𝗳 𝘁𝗵𝗲 𝗰𝘂𝗿𝘃𝗲). Brand investment doesn’t just mean TV advertising but visibility in channels, amongst influencers and consumers. They take risks with that investment even before achieving scale. → 𝗡 — 𝗡𝘂𝗿𝘁𝘂𝗿𝗲 𝘁𝗵𝗲 𝘁𝗮𝗹𝗲𝗻𝘁. Responsibility and trust create loyalty. Employees become custodians, not just staff. → 𝗧 — 𝗧𝗿𝗮𝗱𝗲 𝗮𝘀 𝗮 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽, 𝗻𝗼𝘁 𝗮 𝘁𝗿𝗮𝗻𝘀𝗮𝗰𝘁𝗶𝗼𝗻. Dealers and distributors are business partners, not numbers. Leaders know them by name and solve their problems hands-on. That is why products reach every shelf from metros to kiranas. → 𝗜 — 𝗜𝗻𝘀𝗶𝗴𝗵𝘁 𝘁𝗵𝗮𝘁 𝗰𝗼𝗺𝗲𝘀 𝗳𝗿𝗼𝗺 𝗹𝗶𝘃𝗶𝗻𝗴 𝘁𝗵𝗲 𝗺𝗮𝗿𝗸𝗲𝘁. It is not a research report. Leaders stay close to the consumer, connect dots, and act on patterns. → 𝗘 — 𝗘𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝗶𝗮𝗹 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆-  is built deep in the organisation. Everyone is trained to sniff opportunities, not just the founder. → 𝗥 — 𝗥𝗮𝗶𝘀𝗶𝗻𝗴 𝘁𝗵𝗲 𝗯𝗮𝗿 𝗰𝗼𝗻𝘀𝘁𝗮𝗻𝘁𝗹𝘆. Wins are celebrated, but never worshipped. Progress never stops. The operating code is simple, but powerful: 𝗧𝗵𝗶𝗻𝗸 𝗹𝗶𝗸𝗲 𝗲𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀. 𝗔𝗰𝘁 𝘄𝗶𝘁𝗵 𝘀𝗽𝗲𝗲𝗱. 𝗦𝘁𝗮𝘆 𝗰𝗹𝗼𝘀𝗲 𝘁𝗼 𝘁𝗵𝗲 𝗺𝗮𝗿𝗸𝗲𝘁. 𝗕𝘂𝗶𝗹𝗱 𝗽𝗲𝗼𝗽𝗹𝗲. 𝗡𝗲𝘃𝗲𝗿 𝘀𝗲𝘁𝘁𝗹𝗲.

If I was the Head of Content of a $50M ARR SaaS, and I was given a $100,000 content budget, here’s the exact content playbook I’d run (broken down by budget): BACKGROUND: Content should be the #1 focus for every GTM strategy. Scroll-stopping, valuable content drives revenue, builds trust, and entertains buyers. Here's my plan (which is similar to what I am running at HockeyStack): 1. Anchor Content - $30,000 Invest in 3-5 high-value pieces of “anchor content” per year. Think: - In-depth research reports (industry benchmarks, original research) - Interactive tools (ROI calculators, diagnostic quizzes) - Long-form guides (20+ pages that prospects bookmark and share) I’d prioritize first-party research over everything else because once you have enough research, it gets exponentially easier to build interactive tools and guides around the report. These gets you backlinks, social shares, and authority. Bonus point: If one of the research reports is controversial enough, it can go viral and bring you an insane amount of traffic. I know from first-hand experience :) 2. UGC/Customer Stories - $20,000 Nobody cares about low-quality Zoom case studies. You need to invest in high-quality customer stories with high production value. Travel to the customer, keep the conversation long, and invest in post-production to have the best clips, blog posts, and social content. Then build a content library with necessary tags like industry and pain point for all your revenue teams to utilize. 2. Fast, Relatable, and Entertaining Content - $25,000 You also need fast, relatable, and entertaining content assets to support this strategy. This category is everything from skits to product launches to TikTok style videos for the feed. These are great to build affinity, stop the scroll, and stay top-of-mind. 3. Distribution Strategy - $25,000 Once you have the content, now it’s time to invest in distribution. Start collecting emails on your website and setup a weekly newsletter Start running ads on everywhere relevant Post from employee profiles, your profile, and company page Collab with influencers And more. BONUS: I would also invest at least $10,000 in experimentation. Tools, new channels, and new tactics. Start small, find what works, and double down. TAKEAWAY 2025 will be the year of moats. - SEO is no longer a moat. - Paid ads aren't a moat. - AI isn’t a moat. If you focus on what others cannot replicate easily in your content and utilize your product’s unique differentiators, you can create a massive moat. Otherwise, in a quarter, all your competitors will copy what you do, This content plan works because it requires a ton of data, takes a long time, and focuses on distribution. If you focus on your moat and build product fast, 2025 will be your best year.

Earlier this week, Microsoft shared that we reached our milestone of matching 100% of our annual global electricity consumption with renewable energy. Today, I'm sharing what global progress looks like at a local level. Partnerships are the engine of progress. We work closely with renewable energy developers around the world to help bring new clean power onto the grid. One of the most important tools we use to do this is a Power Purchase Agreement, or PPA. A PPA is a long-term agreement where an organization like Microsoft commits to buying electricity from a renewable energy project at a set price. For us, this provides a predictable source of clean energy. For the energy developer, it provides long-term revenue they can count on. That reliable revenue also helps developers secure additional financing to build new projects, like solar energy, that might not otherwise get built. In this way, PPAs don’t just buy clean power, they help expand new renewable energy capacity. Through these agreements, we’ve contracted 40 gigawatts of renewable energy to date. Each PPA is different, shaped by local geography, regulations, and community priorities. In our latest Source blog, we’re highlighting six examples of these partnerships, from a solar project in Illinois that supports agricultural programs and job training for students, to a women‑run wind farm in rural Brazil. Read more about these partnerships and the communities they support: https://lnkd.in/gmHvrusZ

What happens when African fund managers lead the investment strategy? In a recent CNBC Africa interview, DOROTHY NYAMBI, CEO of MEDA (Mennonite Economic Development Associates) shared powerful insights into how the Mastercard Foundation Africa Growth Fund is reimagining what it means to put African capital in African hands. The Fund demonstrates that capital can be reimagined and redirected to serve African fund managers, entrepreneurs, and especially women, using a gender-lens and locally led investment model that: 1. Rethinks gender-lens investing • It’s not about ticking diversity boxes- it’s about empowering women with real agency to influence investment decisions and strategy. • The Fund emphasizes patience and local context, shaping investment approaches to suit real-world African realities rather than imposing external templates. 2. Builds local ecosystems • Local leadership matters. The Fund invests in and supports African and female-led managers, ensuring they are not just invited to the table- but leading it. • It enables fund managers to spearhead strategy and draw in other stakeholders, strengthening the investment ecosystem from within. 3. Focuses on returns “on inclusion” • The Fund measures more than financial returns. It prioritizes social impact, like job creation and economic empowerment. • The goal: dignified, sustainable employment, particularly for African youth, moving beyond short-term fixes. 4. Is intentional about youth and women inclusion • The Fund challenges outdated narratives that investing in women is riskier, instead proving the financial viability of women-led enterprises. • It applies a holistic, end-to-end gender lens, supporting women as entrepreneurs, fund managers, and drivers of growth across the value chain. Impact so far: • ~US$150 million deployed across 18 African-led investment vehicles • 49 SMEs supported in 12 countries • 2,500 full-time jobs created, with 1,100 held by women • 75% of supported vehicles are female-led • Honored with the DEI Award at AVCA’s 20th Anniversary Conference In essence, African-led, gender-smart capital flows are delivering equity and economic resilience. Fund managers and entrepreneurs are shaping outcomes with a clear focus on inclusion, impact, and sustainability. This is a transformative model where African and female-led fund managers are no longer just recipients of capital, but drivers of it, reshaping the investment landscape to deliver both financial returns and lasting, meaningful change across the continent. Watch the full interview: https://lnkd.in/d9SuiuSj #Africa #GenderLensInvesting #InclusiveCapital #ImpactInvesting #Leadership #YouthEmployment

Decarbonization Journey 🌎 Effective decarbonization begins with establishing a comprehensive and accurate emissions baseline. This involves measuring direct and indirect emissions using standardized methodologies and ensuring third-party verification to provide transparency and credibility. Without a reliable baseline, it is not possible to track progress or prioritize action effectively. Once emissions are measured, science-based targets must be set to provide direction and accountability. Targets aligned with the 1.5 degree Celsius scenario create a clear benchmark for action and support alignment with international climate commitments. These targets serve as the foundation for long-term planning and investment decisions across business units. Identifying and prioritizing abatement levers is the next critical step. This requires a detailed analysis of emissions hotspots across operations, supply chains, and product lifecycles. Prioritization enables the allocation of resources to the most material reduction opportunities and supports integration into operational planning. With priority areas defined, organizations must build decarbonization pathways that translate targets into practical trajectories. These pathways combine technology options, operational changes, and supplier engagement strategies into structured plans that outline when and how reductions will be achieved over time. Implementation depends on effective resource allocation and internal coordination. Teams must be equipped with the tools, guidance, and incentives to execute the plan. Success also relies on embedding emissions reduction into core decision-making processes, including procurement, logistics, and capital expenditure. Communication plays a critical role in supporting both execution and accountability. Internally, it ensures alignment across departments and leadership. Externally, transparent updates on progress and challenges help build trust among stakeholders, from investors to regulators and customers. Regular disclosure reinforces transparency and continuous improvement. Emissions reporting should follow established frameworks and cover Scope 1, Scope 2, and relevant Scope 3 categories. These disclosures inform stakeholders of current performance and provide a basis for tracking alignment with climate goals. Understanding emission scopes is essential for comprehensive decarbonization. Scope 1 covers direct emissions from owned sources. Scope 2 includes emissions from purchased energy. Scope 3 spans upstream and downstream activities, such as supplier operations, transportation, and product end use. Addressing Scope 3 requires collaboration across the value chain and the integration of sustainability criteria into procurement and product design. Source: Terrascope #sustainability #sustainable #esg #business

“Isn’t everything we do already gender-inclusive?” Well — not necessarily. A well-meaning question from a colleague during a recent internal discussion on #gender and #mobility is one worth considering. Gender inclusion doesn’t happen by default. It needs intent, design, and action. Here are two examples — one where we are intentionally weaving inclusion in, and another where we discovered a powerful opportunity to do better. 🔌 Electrification of auto-rickshaws: A gender lens in action   In our ongoing work to implement Chennai’s EV policy, we saw the electrification of auto-rickshaws not just as a clean mobility solution — but also as a strategic lever for advancing gender equity. Chennai has over 100,000 autos on the road. Fewer than 500 are driven by women. Let that sink in. This disparity isn’t due to a lack of interest — it’s rooted in systemic and social barriers: lack of gender-responsive training, complex licensing processes, safety concerns, societal perceptions, and limited welfare support. Interestingly, one health-related barrier we heard from women was the vibration of ICE autos, which EVs eliminate. A small but telling example of how technology, when paired with intent, can improve gender outcomes. 🅿️ Parking management: A fresh lens for inclusion  This month, a progressive parking policy was adopted in Chennai. It includes provisions for professional parking fee collection and enforcement. During a conversation, a gender rights advocate made a striking point:  "What if the policy mandated that at least 50% of parking management staff were women?" That one clause could change perceptions of safety, unlock new jobs for women, and set the tone for inclusive implementation. It was a moment of clarity: 𝐞𝐯𝐞𝐧 𝐰𝐞𝐥𝐥-𝐦𝐞𝐚𝐧𝐢𝐧𝐠 𝐩𝐨𝐥𝐢𝐜𝐢𝐞𝐬 𝐜𝐚𝐧 𝐟𝐚𝐥𝐥 𝐬𝐡𝐨𝐫𝐭 𝐰𝐢𝐭𝐡𝐨𝐮𝐭 𝐚 𝐠𝐞𝐧𝐝𝐞𝐫 𝐥𝐞𝐧𝐬. 𝐈𝐧𝐜𝐥𝐮𝐬𝐢𝐯𝐢𝐭𝐲 𝐚𝐧𝐝 𝐞𝐪𝐮𝐢𝐭𝐲 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐛𝐞 𝐛𝐮𝐢𝐥𝐭 𝐢𝐧 — 𝐧𝐨𝐭 𝐚𝐬𝐬𝐮𝐦𝐞𝐝. 🎙️ I had the opportunity to share these reflections during a panel discussion hosted by the Tamil Nadu Sustainable Development Goals Coordination Centre (SDGCC)-UNDP and the Tamil Nadu State Planning Commission, focused on boosting women's workforce participation. It was heartening to see intent turning into conversation, and conversation turning into commitment. We're seeing signs of progress.  But to truly transform our cities and systems, we must incorporate the gender lens into every space—from auto stands to policy tables. We at ITDP - India are excited to collaborate with all departments and partners we work with to advance inclusion. How are you intentionally designing inclusion into your projects? We would love to know more. Grateful to: Alagappan Ramanathan, Sivasubramaniam Jayaraman, Sooraj E M, Vaishali Singh, Bezylal Praysingh, Aditya Rane, Jagdish Temkar Ravneet Goraya #GenderEquity #WomenInMobility #InclusiveCities #UrbanPolicy #EVPolicy #ParkingPolicy #SustainableTransport

🚨 A new era for nuclear energy is emerging 🚨 Multiple signs point to this:   · Nuclear is set for historic high output in 2025 · The number of projects under construction is near its highest level in 30 years · Over 40 countries aim to expand nuclear · SMRs are coming   But challenges remain. Read more in the International Energy Agency (IEA) Energy Agency’s new report 👉 https://iea.li/4fX4b9L The global map for nuclear is changing. Most of the nuclear power fleet today is in advanced economies, but the majority of projects under construction are in China. China is set to overtake the US & EU in installed nuclear capacity by 2030. Our analysis shows #nuclear market leadership could shift again. A new wave of construction in advanced economies for both large & small reactors opens the possibility for Europe, the US & Japan to reclaim market share. But the industry must start delivering new projects on time & on budget Small modular reactors (SMRs) can be a gamechanger for nuclear energy. They can be quicker to build with greater scope for cost reductions, driven by innovation. IEA projects that in the next 25 years, over 1,000 SMRs could start operating with a combined capacity of 120 GW.   Appetite for SMRs is especially strong in the rapidly expanding data centre sector as it seeks to meet its power needs. Up to 25 GW of SMR capacity for data centres has been announced, almost all in the US. Tech companies' strong credit ratings can facilitate financing for SMRs. Global investment in nuclear #energy doubled between 2010 & 2023 and needs to double again to $120 billion to reach countries' goals. Public funding alone will not be sufficient to build a new era for nuclear: private financing will be needed to scale up investments. Long permitting & construction timelines can push breakeven points for new large nuclear reactors to 20-30 years after the project start, making it a tough proposition for commercial lenders. SMRs can bring the breakeven point forward, making the investment case more promising. Explore IEA’s full report on the Path to a New Era for Nuclear Energy, freely available on our site → https://iea.li/42lijGV Read the key findings in the press release → https://iea.li/4fX4b9L   To learn more, join our Director of Energy Markets & Security Keisuke Sadamori & me for the LIVE launch event from 10:30 CET → https://iea.li/4jb8pgZ