By Alison Kentish
MIAMI, Florida, USA, May 12 2025 – The Renewable Energy Policy Network for the 21st Century (REN21), a global network that advances renewable energy through collaboration and knowledge sharing, has named Dr James Fletcher of Saint Lucia and Dr Ramón Méndez Galain of Uruguay as its first Renewable Energy Champions.

The accomplished former energy ministers were introduced as REN21 RE Champions on May 9, at the 17th Caribbean Renewable Energy Forum in Miami. They were recognised for their exemplary leadership in driving energy transition in their respective countries and region.

The RE Champions Initiative will connect experienced policymakers with peers globally to share knowledge, practical guidance, and successes and inspire much-needed action.

Fletcher, who led Saint Lucia’s Ministry of Sustainable Development and Energy, described joining the initiative as “one of the easiest decisions I ever had to make.”

He reiterated the urgency of energy reform in the Caribbean, where electricity costs often go as high as 35 to 40 U.S. cents per kilowatt-hour – a major barrier to competitiveness.

“If we can crack that, if we can get that transition to happen quickly, every single economic sector in our region becomes competitive on all of our islands,” he said.

“If we can crack that, if we can get this transition to happen quickly,” Fletcher told IPS, “every single economic sector in our region becomes competitive.”

Dr. Méndez Galain, a physicist who was the architect of Uruguay’s transformation to a grid powered by 98 percent renewables, spoke to IPS about that country’s journey. He emphasised the importance of political consensus in achieving lasting change and said he is happy to share his experience and expertise with peers.

“One of the first and most important things we succeeded in doing was to have a long-term agreement that was backed by the entire Uruguayan political system. This was crucial and allowed us to have continuity in the process,” Méndez Galain said. He added, “We proved that a power system can work only thanks to the complementarity of different resources. It was a technical issue, but it was not rocket science. At the end of the day, it was relatively simple to solve.”

Uruguay’s transition, he noted, slashed electricity production costs by half and created 50,000 jobs, about 3 percent of the country’s workforce. “We proved that energy transition can work, but it would not happen spontaneously. You have to really make changes in the policies, regulations, laws, and institutional framework in the markets. This is what we are trying to share with our current ministers and officials from our region,” he said.

Fletcher, the Caribbean Community’s Climate Change envoy, pointed to Uruguay’s success as proof that even grid systems reliant on intermittent sources like wind and solar can remain stable and efficient. “What Ramón has been able to show is that it can be done with intermittent renewables, because one of the things that keeps being hammered at us is that if you only have intermittent sources of electricity, you cannot do this. He’s shown in Uruguay that he can do it. That it can be done,” he said.

Both champions emphasised the power of South-South collaboration and the need to scale this model to other regions.

“Establishing these partnerships through an organisation like REN21—with its global reach—was a no-brainer,” Fletcher said. “At the end of the day, our goal is to ensure that we see a complete phase-out of fossil fuels.”

Méndez Galain expressed enthusiasm for collaborating with his Saint Lucian colleague and the REN21 network.

“Having the chance to work with people like Fletcher – it’s incredible to me because he is an inspiring guy,” he said. “REN21 is a powerful network that embraces and boosts everything that we can say with tremendous potential links to organisations that can help governments to do their jobs.”

REN21’s Senior Advisor, Laura Williamson, told the launch that the RE Champions Initiative bridges the gap between technology, policy, and leadership.

“It is built around champions who bring real-world experience, who have overcome challenges to achieve remarkable results in their own countries and can offer strategic partnerships to accelerate energy transition.”

“We have the technology; we have the resources. But what is really missing is the exchange of knowledge, the capability of partnerships, and the connections,” she said in a sit-down with IPS. “It’s really to demonstrate how connecting the decision-makers to the data, to the stories, to the experiences, can drive energy transition. Also to demonstrate that this is possible, so let’s do it.”

The initiative is fully funded by philanthropic contributions and champions volunteer their time and expertise. REN21 plans to expand the programme to include experts from Asia and Africa, strengthening cross-regional collaboration and unlocking shared solutions across the Global South.

The REN21 Champions say while a sustainable energy future is within reach, accelerating progress will require greater urgency—and connection and collaboration will serve as the catalysts to drive it forward.

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By Sinéad Barry and Emma Whitaker
May 12 2025 –  
On April 23, India suspended the Indus Water Treaty (IWT), a 65-year-old agreement that had been a rare symbol of cooperation between India and Pakistan despite decades of hostility. The suspension came a day after militants attacked civilians in Jammu and Kashmir, a disputed region, killing 26 people, most of them Indian tourists. India accused Pakistan of supporting “cross-border terrorism” and responded by halting the treaty. Pakistan denied involvement in the attack and called India’s move an “act of war.”

The IWT, signed in 1960, was a landmark agreement that allowed the two countries to share the water of the Indus River system. It gave India control over the eastern tributaries (Ravi, Sutlej, and Beas), and Pakistan control over the western tributaries (Indus, Jhelum, and Chenab). Beyond water-sharing, the treaty established mechanisms for data sharing, technical cooperation and dispute resolution. For decades, the treaty was celebrated as a triumph of diplomacy and environmental cooperation. But its suspension now threatens to unravel this legacy, with devastating consequences – especially for Pakistan.

Why the IWT Matters

Pakistan’s economy depends heavily on agriculture, which employs nearly 70% of its rural workforce. The Indus River irrigates 80% of the country’s farmland, making it a lifeline for millions. If India were to divert or reduce water flows, it could cripple Pakistan’s agriculture, triggering widespread food insecurity and economic instability. The stakes are high, and the consequences of failing to manage shared water resources responsibly would ripple far beyond Pakistan’s borders.

The timing of the IWT’s suspension couldn’t be worse. Climate and environmental risks are escalating across the Asia–Pacific region, with extreme weather events becoming more frequent and severe. Between 2008-2023, floods displaced 57 million people in India alone. In Pakistan, floods have not only destroyed homes but have also degraded soil quality, leaving farmers unable to grow enough crops to survive. These pressures are driving migration to cities, where migrants face exploitative conditions and often accrue large debts.

Climate Risks and Regional Instability

The link between climate change and regional instability is becoming impossible to ignore. In Central Asia, a 2021 clash over transboundary water resources between Kyrgyzstan and Tajikistan left 50 dead and displaced 10,000 others. In the Pacific, rising sea levels are forcing entire communities to relocate, sparking tensions in countries like Papua New Guinea and the Solomon Islands. Meanwhile, large-scale infrastructure projects, such as hydroelectric dams in Southeast Asia, are displacing thousands and straining relations between countries like Laos, Thailand and Vietnam.

The demand for critical minerals to build renewable energy sources is adding another layer of complexity. Competition between China and the U.S over these resources is heightening global tensions. Critical mineral mining is also fuelling exploitation and violence in mining regions, like the Philippines and Indonesia. These examples highlight a troubling reality: climate and environmental risks are not just environmental issues – they are also security issues.

The Case for Regional Cooperation

Responding to these challenges requires a collective approach. Climate risks don’t respect national borders, and attempting to tackle them in isolation is a losing strategy. Cooperation offers a way to pool resources, share knowledge, and build resilience. For low-income countries in particular, regional solidarity—through climate finance, data sharing and technological transfer—could mean the difference between survival or collapse.

But cooperation isn’t just about survival; it’s also about seizing opportunities. Joint climate action can strengthen regional ties, foster peace and create shared prosperity. Cross-border collaboration on climate and environmental issues can connect institutions, research communities, and civil society, laying the groundwork to tackle future challenges. By working together, the Asia–Pacific region can turn shared challenges into shared strengths.

The suspension of the IWT is a wake-up call. At a time when cooperation is more critical than ever, we cannot afford to let geopolitical tensions derail climate action. The Asia–Pacific region faces immense challenges, but it also holds immense potential. By prioritising collaboration over confrontation, the climate crisis could provide an opportunity for peace, resilience, and shared prosperity. The path forward won’t be easy, but it’s the only path worth taking.

Related articles:
Kashmir: Escalating to War?
Kashmir: Paradise Lost
India’s Climate Calamities
Leaky Roof: Melting Himalayas in the ‘Asian Century’

Sinéad Barry is an Analyst at adelphi’s Climate Diplomacy and Security programme.
Emma Whitaker is a Senior Advisor at adelphi’s Climate Diplomacy and Security programme.

This article was issued by the Toda Peace Institute and is being republished from the original with their permission.

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By Thalif Deen
UNITED NATIONS, May 12 2025 – As discussions on the restructuring of the United Nations– including a possible merger of UN agencies and staff lay-offs system-wide — continue at the highest levels of the Secretariat—the Staff Union (UNSU) is demanding an active presence in the ongoing talks.

A proposed resolution, which is expected to be adopted at the UNSU general meeting on May 14, is very specific in its demands.

The Staff Council:

1. Calls upon the Secretary-General to formally include the United Nations Staff Union (UNSU) as a full participant in all aspects of the UN80 Initiative, including by having designated representatives of the Union in the UN80 Task Force, notably in its Working Group, with a view to ensure staff representation in the deliberation and decision-making processes.

2. Requests that the Staff Union be granted equal consultative status within the Task Force, including its Working Group, alongside other stakeholders, to provide input on matters directly impacting staff welfare, organizational efficiency and institutional reform.

3. Emphasizes that Staff Union involvement in change management process with such a global scale/impact is critical to provide insights into daily operations and identify potential inefficiencies and challenges for improving the effectiveness of the organization.

Noting further that, this would inherently foster ownership, reduce resistance and ensure smooth implementation that would promote a culture of continuous improvement, driving long term success.

4. Emphasizes the precedent of Staff Union involvement in pivotal institutional decisions during extraordinary circumstances, such as the pandemic, and requests this to be acknowledged as a guiding principle for ongoing and future consultations.

5. Recommends that the Secretariat report to the appropriate administrative and advisory bodies on measures taken to implement this resolution, ensuring compliance with existing staff-management consultation frameworks

UN staffers outside the Secretariat building.

Currently, over 6,400 staffers work in the 39-storeyed Secretariat building in New York, according to one report.

Guy Candusso, a former First Vice-President of the UN Staff Union, told IPS there is value to have staff engaged in the early stages of the reform process.

“I have seen that sometimes staff have come up with better ideas than management. However, over the years, staff consultations have been marginalized to be more like information briefings (after the real decisions were made),” he said.

Meanwhile, the Staff Council:

1. Emphasizes that, as a matter of principle, staff members should not be paid less for work performed at the same or higher level than they are currently performing or have previously performed;

2. Calls upon the Office of Human Resources (OHR) to withdraw the Guidelines and revised versions in light of their unjustified and arbitrary measures and the negative impact on staff that they entail;

3. Requests the immediate reinstatement of earlier guidelines and practices whereas heads of entity are given the discretion to award step-upon recruitment, in line with Staff Rule 3.3(b), in a manner commensurate with a candidate or Staff Member’s experience;

4. Urges OHR to consult with and integrate the perspectives of staff members, hiring managers, heads of entity, and Member States prior to issuing or reissuing any further related guidance;

5. Further urges OHR to immediately inform all Secretariat staff members in a clear and concise broadcast, as well as a town hall meeting, explaining the implications of the Guidelines, should they remain in place for any period following the adoption of this resolution, and to communicate expeditiously about further consultation and revision of the Guidelines;

6. Instructs the leadership to share this resolution with the Chef de Cabinet, the Under-Secretaries-General of the Department of Management Strategy, Policy and Compliance and the Department of Operational Support, as well as the Assistant Secretary-General of the Office of Human Resources and all heads of office/departments represented in the Staff Council; and

7. Further instructs the leadership to circulate this resolution via an email broadcast to all members of the United Nations Staff Union.

Asked for a response on an earlier story on Staff Union demands, UN Spokesperson Stephane Dujarric told IPS last week: “We fully understand that the current situation is a cause of concern, and anxiety, for many of our staff.”

“It is important to note that we are in the initial phase of formulating positions and proposals. Consultations have taken place, and they will continue to do so, as the insights of staff are valued and will be carefully considered.”

At the global town hall meeting in March 2025, the Secretary-General emphasized that the UN80 Initiative is a management-led effort. However, he of course committed to consulting with staff representatives through the Staff-Management Committee (SMC) on decisions impacting the staff.

In April, during the annual meeting of the SMC, management briefed the staff representatives on the UN80 Initiative. Also in April, a dedicated UN80 Initiative page was created on iSeek, inviting staff at large to submit ideas via a suggestion box. The responsive was impressive as over 1,400 suggestions have been received. Management will review all of the suggestions, said Dujarric.

A dedicated extraordinary SMC meeting will be held in June to further amplify consultation with staff representatives on the UN80 Initiative, he assured.

Meanwhile the UNSU has also conducted a general survey of its constituents between 11 March and 11 April 2025.

An Executive Summary of the results read:

– A total of 1,271 responses were received, which resulted in a response rate of 15.88 %1 . Overall, the survey has a confidence level of 95% with a margin of error of +/- 2.5%.

From a statistical perspective, those results are considered highly representative. It should also be noted that the majority of respondents (85%) were based in New York, with 33% in the General Service, 60% in the professional and 7% in other job categories.

– Due to confidentiality issues, questions requesting individual comments are not included in the attached document. The top key topics affecting the respondents were career development opportunities (58.5%), cost of living in comparison to salaries and other emoluments (54.6%) and job security (47.6%).

– Only 31% of respondents believed that there were credible mechanisms to ensure accountability within their departments.

– Budget cuts (87%), organizational restructuring (56,8%) and changes in leadership/priorities (27.6%) were seen as the greatest risks to job security for the — respondents. Only 31.6% of respondents felt secure in their current position.

– Only 25% believed that the hiring process is transparent, or merit based (27%). 62% of respondents did not foresee any possibilities for career progression and 60% did not feel there is enough support for career development and support to staff to transition to new roles.

– Of note, 77% of respondents had primary hybrid working arrangements (mix of on-site and remote), with a majority (61.3%) working two days a week from home.

– The main benefits of telecommuting for the respondents are avoiding telecommuting time and/or costs (79.5%), better work-life balance (78.4%) and improved efficiency and productivity (69.3%).

A majority of respondents (60%) believed that the existing flexible open-plan/hot desking and shared workplace arrangements should not be maintained, and that cubicles or private offices are seen as the main optimal on-site workplace arrangement (42%).

On a positive note, 60% of respondents felt that occupational safety and health measures were adequately addressed in the workplace. However, only 34% of respondents felt that existing mechanisms are effective in addressing discrimination based on race in the workplace, with 28% having observed such incidents.

Furthermore, 45% of respondents believed that the workplace is accessible and inclusive for staff with disabilities.

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By Marcos Neto
NEW YORK, May 12 2025 – From environmental degradation to biodiversity loss and mounting waste, we are facing the dire consequences of a reckless economic model that extracts, consumes, and discards. But there is an urgent alternative—one that is not just possible, but essential.

The circular economy is more than an environmental fix; it’s a smarter, more resilient strategy for sustainable development. It has the power to revolutionize how we produce, consume, and thrive within the planet’s limits. This could be the most critical economic transformation of our era.

Today, our global economy remains overwhelmingly linear: we extract, consume, and discard. As a result, we generate more than 2 billion tonnes of waste annually, a figure projected to rise to 3.4 billion tonnes by 2050. Meanwhile, resource extraction has tripled since 1970, driving 90% of biodiversity loss, and 55% of all greenhouse gas emissions. It is responsible for 40% of particulate matter health related impacts, driving us to exceed safe planetary boundary limits beyond which current and future generations cannot continue to develop and thrive.

The current system is not only unsustainable but also unraveling the very foundation of development.

Circular economies grow by reducing resource use. They focus on reusing, regenerating, and minimizing waste in all sectors, like agriculture, energy, and consumer goods. This ensures a fair transition to a low-carbon, sustainable future. Switching to a circular model could bring $4.5 trillion in economic benefits by 2030, cut emissions, create stable jobs, and open new green markets.

To realize this future, five interconnected changes must be implemented immediately.

1. Policy leadership to shift the economic paradigm. Governments and partners must enact bold policies and regulations that move markets from linear to circular. For example, by integrating circular economy measures into their national climate plans, or Nationally Determined Contributions (NDCs), and National Biodiversity Strategies and Action Plans (NBSAPs). NDCs and NBSAPs are sovereign, politically-backed tools that can serve as investment plans – helping not only lower greenhouse gas emissions but also restore and protect ecological systems and drive sustainable development priorities.

Other regulatory measures are instruments such as extended producer responsibility (EPR) and standards to ensure that products are durable, repairable, recyclable and safe. In Viet Nam, the Government has integrated circular economy principles into national policies, with the promulgation of a National Action Plan on Circular Economy, the promotion of eco-design as well as EPR mechanisms for electronics, plastics, textiles, and science and technologies for agriculture.

2. Data and metrics to guide decisions. Many countries lack sufficient data needed to advance a circular economy transition. We need better quality data – more robust, complete, and consistent – to track progress, align incentives, and inform policy. With better quality data, we can assess, prioritize, and monitor circular interventions for greater impact. For this, a stronger case needs to be made for a global baseline on material use in line with work led by the International Resource Panel and findings from the Global Environment Outlook.

In the Dominican Republic, the Rescate Ozama (“Rescue the Ozama”) project conducted extensive research on plastic pollution in the Ozama River, collecting data on waste types, volumes, and local management practices to support informed decision-making and develop targeted interventions.

3. Incentives that reward circular innovation. Financial systems need to recognize, incentivize, and reward circular business models—from the development of bio-based materials to reverse logistics. Such incentives have a direct impact on the investment and policy decisions made by both public and private sector stakeholders engaged in productive sectors, key to circularity.

In Serbia, the ‘Circular Communities’ project, with the support of UNDP, awards grants to innovative ideas that contribute to the development of national and local circular economy strategic frameworks. More than 60 innovative initiatives were supported in the last 3 years, ranging from producing interior design materials from waste glass to involving informal waste pickers in the film industry’s waste management.

4. Infrastructure for circular ecosystems. Continued investment is needed in infrastructure. This includes more convenient reuse, refill and repair logistics, more reliable waste collection and sorting facilities, safer and more effective recycling plants, and renewable energy systems. With this infrastructure, circular systems can become more viable and scalable. Without the physical systems to support reuse, recycling, and regeneration, however, circular principles will remain theory rather than practice.

In many developing countries, the lack of infrastructure remains a major barrier, with over 2 billion people without access to basic waste collection. To address such challenges, India’s Plastic Waste Management initiative is developing a replicable model for cities that integrates innovation, social inclusion, and environmental leadership to reduce waste, enhance resource efficiency, and establish closed-loop recycling systems through Material Recovery Facilities.

5. A cultural shift toward regenerative consumption. Citizens must become active agents of change—buying less in contexts of over-consumption and reusing more. This requires not only transparency about a product’s contents but also traceability of where materials are extracted and products are made, under what conditions, and by whom. Studies have identified over 13,000 chemicals associated with plastics, many of which are known to be harmful to human health and the environment. Greater transparency can empower not only policymakers but also consumers to make more informed decisions. Education and awareness are as crucial as infrastructure and investment incentives.

These shifts are not abstract ideals: they are already taking root, often led by countries in the Global South demonstrating bold vision and practical solutions. In fact, Indigenous Peoples have implemented circular solutions for millennia, whereby nothing is discarded but instead embraced as raw material for the next cycle of growth and renewal, drawing on lessons from ‘nature’s economy’.

This month, the World Circular Economy Forum 2025 will gather forward-looking thinkers and doers and present the game-changers in the circular economy sphere in São Paulo, Brazil. Not only to reflect on progress and share best practices and experiences but to forge the partnerships that will carry this vision forward. We stand at a crossroads: a throwaway economy on one side, and a circular, inclusive, resilient future on the other. Let us choose wisely. The future is not linear—and neither is the path to a better world.

WCEF2025 is organized jointly by the Finnish Innovation Fund Sitra, FIESP (Federation of Industries of the State of São Paulo), CNI (Brazilian National Industry Confederation) and SENAI-SP (Brazilian National Industrial Learning Service), in close collaboration with international partner organizations, including United Nations Development Programme (UNDP). Free of charge, open to all online.

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Excerpt:

Marcos Neto is UN Assistant Secretary General and Director of UNDP’s Bureau for Policy and Programme Support.