China's Dominance of Renewable Energy

For almost two decades, China has invested considerably in renewable energy development and has long been considered a world leader. However, a report published last week demonstrates just how far ahead they really are.

Research by Global Energy Monitor (GEM), an independent research group, has found that China is set to double its renewable energy capacity and produce 1200 gigawatts (GW) of energy through wind and solar power by 2025, reaching its 2030 goal five years ahead of time. The report finds that China’s solar capacity has reached 228GW, more than that of the rest of the world combined. Meanwhile, China’s combined onshore and offshore wind capacity now surpasses 310GW, double its 2017 level and roughly equivalent to the next top seven countries combined. With plans to address the volatile nature of renewable energy and thereby secure energy supply, it is looking likely that China will entrench its leadership position in the solar industry.

As if hosting nearly half of the world’s operating solar and wind capacity wasn’t enough, China also dominates the renewable technology market, manufacturing an incredible 80% of all the solar panels produced globally. In fact, China dominates every single stage of solar technology production, producing 85% of the global supply of solar cells, 88% of solar-grade polysilicon, and 97% of the silicon ingots and wafers that form the core of solar cells.

The consequences of Chinese dominance in the sector, both for the climate and for geopolitics, are far from insignificant. The country’s progress to date, not to mention their ambitious and innovative projects, could help to lower the cost of electricity and support the global transition to renewable energy. However, this would entail Western governments becoming reliant on a state with whom there are unique diplomatic complexities for their energy provision. Given recent events in Ukraine, this doesn't feel like a feasible solution.

Perhaps then we should use this report and its explicit demonstration of China’s hegemony in renewable energy, as a much needed wake up call. Both the US and the EU have introduced legislation to undermine Sino dominance in clean energy, pouring hundreds of billions into subsidies for domestic manufacturers. However the scale, urgency and complexity of the problem requires much more than reactive legislation.

If we are to tackle something as devastating as the climate crisis whilst managing the risk of over-reliance on China, Western governments must commit themselves seriously to Net Zero targets. We must speed up the development of renewable energy products, invest in critical mineral supply chains and form “green trade alliances” with friendly nations which share our climate ambitions. Note to Rishi Sunak, this does *not* include dropping out of the UK’s flagship £11.6bn climate and nature funding pledge.

UN Secretary-General Antonio Guterres warned the world once again last week of the need for a collective response to the climate crisis, stating “it is time to wake up and step up. It is time to accelerate the just transition to a green economy." Let’s hope that Western nations listen this time.

Navigating Pride Month: How corporations can support social issues with authenticity.

As Pride Month unfolds, and with other important causes such as mental health awareness and Black History Month now cemented as important milestones in any communications calendar, corporations find themselves at a crossroads. The visibility of these causes has surged, leading many companies to publicly lend their support. However, the line between genuine advocacy and opportunistic profit-seeking can often be blurred. With corporations holding considerable influence over shaping cultural narratives and social attitudes, it is crucial that Pride is navigated with sincerity, sensitivity and authenticity. But what does this look like?

Firstly, when supporting Pride corporations need to move beyond superficial gestures and symbolism. Authentic support extends beyond rainbow-coloured logos, a tactic that corporations are often guilty of failing to revert to. Instead, support for Pride needs to begin within the walls of an organisation.

Implementing LGBTQ+ inclusive hiring practices, offering diverse benefits, creating resource groups that amplify LGBTQ+ voices and providing LGBTQ+ sensitivity training are just a few examples of the way in which companies can foster inclusive environments. Tech giant Google is a successful example of this approach, recognised for its LGBTQ+ Employee Resource Group and comprehensive health insurance and family leave benefit policies tailored for LGBTQ employees.

When it comes to showing commitment to a cause - money talks. Partnering with LGBTQ+ organisations and influencers can be a powerful way for corporations to support Pride. Partnerships can take the form of financial support and donations, sponsorship of Pride events, and collaboration on initiatives that promote LGBTQ+ rights and visibility. Notable examples of companies putting money where their mouth is include the MAC AIDS Fund, which donates 100% of earnings from their VIVA Glam collection to helping those living with HIV, and Converse’s annual Pride campaign and collection, with the company donating over $2Million to pride causes since the campaign launch in 2015.

Beyond this, corporations can leverage their platforms to advocate for LGBTQ+ rights, with the purpose of educating the public and raising awareness. By collaborating with credible influencers and charities such as MindOut, companies can amplify marginalised voices and contribute to meaningful change. This can be achieved through targeted PR campaigns, social media initiatives and partnerships with LGBTQ+ advocacy organisations. By actively engaging in conversations surrounding LGBTQ+ issues, companies demonstrate their commitment to long term progress, not just short term profit, contributing to positive change.

This is not to say that supporting Pride can’t help corporations turn a profit. Taking these measures is especially important in today’s society as consumers are becoming increasingly conscious of social responsibility. Nonetheless, taking a genuine, credible, and thought through approach is vital. Many corporations have been called out for mishandling Pride support, and often their actions result in negative publicity and loss of consumer trust. For example, companies such as Vogue and Mercedes-Benz have been accused of hypocrisy this year for adopting rainbow logos for Pride month in the US but not in the Middle East, sparking a major backlash on social media.

Ultimately, by celebrating Pride through meaningful action, companies have the opportunity to showcase their commitment to social responsibility, inclusion and equality. These values are often included in brand statements, but they must also be present in policies and behaviours. Truly supporting causes such as Pride requires year-round commitment, and the responsibility rests on corporations to uphold ethical standards and to contribute to positive societal change.

Can Gen Z Solve the UK’s Productivity Crisis?

The UK is facing a unique problem. Since the 2008 financial crisis, our productivity has consistently lagged behind our European counterparts: for every hour worked, the UK generates £46.92, compared to £58.88 in the US, £55.83 in Germany, and £55.50 in France. The media has been quick to take aim at younger generations as the source of these productivity woes with stark headlines such as “Gen Z is the most difficult to work with”.

While it’s a rite of passage for the media to criticize the productivity and usefulness of the young, it’s important to remember that Gen Z has come of age during a period of multiple integrated crises: a global pandemic which prevented Gen Z from partaking in educational, professional, and social opportunities; the cost of living crisis, with the highest rate of inflation in over 30 years and record-shattering home prices; climate change; Putin’s war in Ukraine; the list goes on.

It is clear that the younger generations are dissatisfied with the status quo. When asked about their attitudes to the UK, a minority of young people are positive about the UK’s future: only 17% feel positive about the future of UK politics, 20% feel positive about the future of the UK economy and 26% about the environment.

How can the UK unlock the productivity of Gen Z? In order to solve this productivity puzzle, we must first understand the root causes of Gen Z’s pessimism.

Firstly, many young people are experiencing a skills gap: that is, a mismatch between the skills acquired through education and the demands of the job market. Despite investing in higher education, many young people find themselves in underemployment or unable to secure well-paying jobs. Research from Open Study College shows that Gen Z is entering the workforce as the most qualified generation in the UK, but despite this, a quarter of Gen Z struggle to find their first job even though they are overqualified. This skills gap not only erodes confidence but also undermines the value of higher education. When skilled individuals are unable to find suitable employment, productivity suffers, and innovation is stifled. The NHS presents a particularly stark example: In a recent survey by the British Medical Association (BMA), a third of respondents said they plan to take their skills abroad in the next 12 months.

Second, the high cost of living, particularly housing, places significant financial strain on young people. House prices have increased by 73% over the last 10 years whilst wages have stagnated. This creates the perfect cocktail for young individuals to delay important milestones such as getting on the property ladder and starting a family. This financial burden limits their ability to invest in education, entrepreneurship, and the local economy, whilst also handing the youngest generations additional financial burdens as pension and welfare costs soar for the UK’s ageing population. Meanwhile, the government continues to insist the UK will preserve the triple lock – at any cost to the young.

Finally, another aspect contributing to youth disengagement and the productivity puzzle is the mental health crisis among young people. Long-term illness has skyrocketed with a quarter of 18-to-24 year olds who were out of work last year blamed ill health, almost three times as much from just a decade earlier. Mental health concerns were behind almost two in three young people being unable to work. These mental health challenges can lead to reduced productivity, increased absenteeism, and difficulties in sustaining employment. The impact is not only felt at the individual level but also ripples through the economy, hindering overall productivity.

Addressing the link between the UK productivity puzzle and youth disengagement requires a multi-faceted approach.

Firstly, policymakers must prioritise investments in education and skills training to bridge the gap between what young people learn and the needs of the job market. Promoting valuable apprenticeships, internships, and vocational training can provide valuable hands-on experience and increase employability, giving an early competitive edge in the workforce.

Secondly, efforts to improve mental health support systems, both within educational institutions and the workplace, are also crucial. Creating an environment that fosters emotional well-being and resilience among young people can enhance their productivity and overall engagement, encouraging them back to the workplace.

Despite their pessimistic outlook, we can find reasons to be optimistic about how Gen Z will positively affect the UK’s economy and society, as one British student wrote: “Perhaps counterintuitively, one of the healthiest things we can do is recognize that the world is absolutely falling apart right now. … This is not to say that I advocate for misery or detest hope. I firmly believe that we as a generation have the power to fix the problems we face, and to do so will require more than a little faith and belief in ourselves.”