Peter Fisk

In 1889, Fusajiro Yamauchi founded Nintendo Koppai in Kyoto, Japan, to manufacture hanafuda, a type of Japanese playing cards.

Western-style playing cards originally came to Japan in the 16th century with Portuguese traders, but over the ensuing three centuries a variety of different card games were created in Japan. The most popular in the late 1800s were hanafuda, cards printed with beautiful, colorful images of flowers. The yakuza often used hanafuda in their illicit gambling halls.

The fact that the cards were often used for gambling was reflected in the name Yamauchi gave to his company. “Nin-ten-do” is written with characters that mean, roughly, “luck-heaven-hall,” or the place where you put your fortune in the hands of the gods.

Over the next 60 years, Nintendo became the country’s preeminent maker of playing cards, expanding into making toranpu (“trump,” for Western playing cards) and introducing a number of innovations to the Japanese market. The firm was the first to produce durable plastic-coated playing cards in Japan, and struck a deal to print cards with Disney characters on the backs. This had the effect of widening the market for playing cards, turning a gambler’s tool into a children’s toy.

The Nintendo company stayed in the hands of the Yamauchi family for over a century. Fusajiro Yamauchi’s great-grandson Hiroshi took over in 1949 at the young age of 22.

One of the new president’s first acts was to have all remaining Yamauchi family members fired, so that it would be clear who was in charge. Yamauchi oversaw the expansion of the company out of the playing-card business and into a wide variety of other products, all of which were failures – until the company moved into electronic toys and games.

Forging a partnership with the hardware maker Sharp that has lasted to this day, Nintendo engineers developed unique electronic toys like the Beam Gun, which used solar cells to let kids imagine they were firing a gun and making targets explode. From there, the company expanded into home and arcade videogames.

Nintendo, to this day, is the predominant playing-card maker in Japan, still producing hanafuda decks, although some of them now have Super Mario characters printed on them instead of flowers.

1970s: Entering the Video Game Industry

Nintendo’s pivotal turn toward the gaming industry occurred in the early 1970s:

• 1972: Nintendo first delved into the arcade game market with EVR Race and later Computer Othello. While not hugely successful, it laid the groundwork for future ventures.
• 1977: The company released Color TV-Game, a series of home consoles (similar to Pong), which helped establish Nintendo’s presence in the video game space.
• 1978: Nintendo’s arcade division, under Gunpei Yokoi, introduced Game & Watch (1980), a line of handheld electronic games, which became a precursor to portable gaming.
• 1979: The game Donkey Kong marked a major breakthrough. Created by Shigeru Miyamoto, it introduced the world to Mario, one of Nintendo’s most iconic characters.

1980s: Rise of Iconic Characters and the Famicom Era

The 1980s were pivotal in shaping Nintendo’s legacy, and the company solidified its place as a gaming juggernaut:

• 1981: Donkey Kong (arcade) introduced Mario (originally named “Jumpman”) and established Nintendo as a major player in the arcade market. The success of Donkey Kong and its characters laid the groundwork for Super Mario Bros. in the following years.
• 1983: Nintendo released the Famicom (Family Computer) in Japan, a home console that would later be rebranded as the Nintendo Entertainment System (NES) for the global market. The NES revolutionized home gaming, introducing iconic franchises like Super Mario Bros., The Legend of Zelda, and Metroid.
• 1985: The release of Super Mario Bros. for the NES was a game-changer, solidifying Nintendo’s dominance in the video game market. The game’s gameplay mechanics and character design set new standards for platformers.
• 1989: Nintendo launched the Game Boy, the world’s first widely successful portable gaming system. Its Tetrisbundle proved to be a game-changer, turning handheld gaming into a global phenomenon.

1990s: 3D Gaming and Console Wars

The 1990s saw the gaming industry evolve into a competitive space with cutting-edge technologies, rivalries, and the birth of iconic franchises:

• 1991: The Super Nintendo Entertainment System (SNES) launched, further expanding Nintendo’s global influence. Classic titles like The Legend of Zelda: A Link to the Past, Super Mario World, and Super Metroidbecame staples of the era.
• 1996: The Nintendo 64 was released, marking Nintendo’s entry into 3D gaming. With Super Mario 64, The Legend of Zelda: Ocarina of Time, and GoldenEye 007, the N64 set the standard for 3D platformers and shooters. The console’s use of cartridges, however, limited third-party support compared to Sony’s PlayStation(which used CDs).
• 1998: Nintendo introduced the Game Boy Color, an enhanced version of the Game Boy, offering color graphics and a robust library of titles.
• 1999: Pokémon Red and Blue launched in North America, quickly becoming a cultural phenomenon and establishing the Pokémon brand, which would go on to be one of the most profitable and influential in gaming history.

Shigeru Miyamoto, Nintendo’s legendary game designer, created The Legend of Zelda based on his childhood adventures in Sonobe, Japan.  Supposedly, As a young boy, Miyamoto loved wandering through forests, exploring caves, and discovering hidden ponds near his hometown.  His sense of curiosity and wonder heavily influenced the gameplay, practically encouraging players to explore open worlds and uncover secrets. This is a perfect example of how real-life childhood experiences can inspire groundbreaking happenings in the virtual and actual worlds.

2000s: Innovation, the Rise of Handhelds, and Online Gaming

The 2000s saw continued innovation and expansion into new areas:

• 2001: Nintendo GameCube was released, though it struggled against Sony’s PlayStation 2 and Microsoft’s Xbox. Nevertheless, the GameCube was home to beloved titles like Super Smash Bros. Melee, The Legend of Zelda: The Wind Waker, and Metroid Prime.
• 2004: Nintendo DS hit the market and became the best-selling handheld console of all time. Its dual-screen design, with a touch screen on the bottom, was revolutionary, and games like Mario Kart DS, Nintendogs, and Brain Agehelped it become a massive success.
• 2006: Wii launched and became a global phenomenon, thanks to its unique motion-sensing controller. The Wii’s innovative gameplay experience, exemplified in games like Wii Sports and Super Mario Galaxy, attracted a broad audience, including casual gamers. The Wii’s success also marked the beginning of Nintendo’s shift towards a more family-friendly, accessible gaming philosophy.
• 2007: The Legend of Zelda: Twilight Princess became a critical and commercial success, continuing the series’ legacy as one of the most beloved franchises in gaming.
• 2008: Nintendo’s DS and Wii helped to reshape gaming’s target audience, moving beyond traditional gamers to include families, seniors, and non-gamers.

Shigeru Miyamoto says that Mario’s appearance went through some drastic changes because of the technological boundaries of the day.  The hat was used to cover the hair which could not be shown because it would be bland and non-believable. They used white gloves to help the player track his movements and a mustache was added to add at least a facial feature to the character.
All of those features now shape his iconic characteristics which have been used throughout all these years. From different video games to cameos and movies, Mario is everywhere and has brought joy to billions of people.

2010s: The Rise of the Switch and New Business Models

The 2010s marked a decade of bold risks and successful reinventions:

• 2011: The Nintendo 3DS debuted with glasses-free 3D technology, offering experiences like Super Mario 3D Land and The Legend of Zelda: A Link Between Worlds. It became a major success despite a rocky start, thanks to a price drop and strong software lineup.
• 2012: Wii U, a follow-up to the Wii, struggled commercially despite its innovative GamePad controller with a touchscreen. However, it was home to standout games like Super Mario 3D World, Splatoon, and The Legend of Zelda: Breath of the Wild (which was later released on the Nintendo Switch).
• 2017: Nintendo Switch launched, combining the best of home console and handheld gaming into one device. Its hybrid design, ability to play on the go, and accessibility to a wide range of gamers made it a runaway success. Iconic games like The Legend of Zelda: Breath of the Wild, Super Mario Odyssey, and Animal Crossing: New Horizons helped make the Switch one of the best-selling consoles of all time.

2020s: Expanding Influence and Continued Innovation

In the 2020s, Nintendo remains a dominant player in the gaming world, focusing on unique experiences and expanding its impact beyond gaming:

• 2020: Animal Crossing: New Horizons became a massive success, particularly during the COVID-19 pandemic, as it provided a much-needed escape for millions of players worldwide.
• 2023: Super Mario Bros. Movie, a collaboration with Illumination Entertainment, was released, showcasing Nintendo’s broader ambitions in entertainment beyond games, further cementing Mario’s status as a global pop culture icon.
• 2024 and beyond: Nintendo continues to innovate with its hardware, gaming experiences, and expansions into various forms of media, while also preserving its rich legacy of beloved franchises like Super Mario, Zelda, Pokémon, and Metroid.

Nintendo has changed its name various times throughout the company’s history. Back in 1963, the company’s third president (Hiroshi Yamauchi) renamed it from Nintendo Playing Card Co. Ltd. To Nintendo Co. Ltd because they had changed their main business models and approach. But as it is a Japanese company, the name gets its root from Kanji characters. Nin, Ten and Do translate to “leave luck to heaven” which sounds as poetic as it is strange.

Some of Nintendo’s key innovation milestones over the last 5 decades have included:

• Handheld Gaming: With the Game Boy in 1989 and subsequent consoles like the DS, Nintendo helped popularize portable gaming, ensuring it would be a permanent part of the gaming landscape.
• Motion Controls: The Wii’s motion-sensing controllers revolutionized gaming by introducing motion-based interaction, making gaming more active and accessible.
• Hybrid Console Design: The Nintendo Switch’s hybrid concept (play at home or on the go) redefined the console market and proved to be a massive commercial success.
• Innovative Game Design: Nintendo’s games consistently push the envelope with creativity, character design, and world-building, from Super Mario to Zelda and beyond.
• Family-Friendly Appeal: Nintendo’s consoles and games have consistently attracted a wide demographic, from young children to older adults, fostering a diverse and inclusive gaming community.

Ren Zhengfei, Huawei’s founder, established the company in Shenzhen, China, with an initial focus on reselling telephone switches. At the time, China’s telecommunications sector was underdeveloped, and Ren saw an opportunity to build a domestic company that could provide affordable and reliable telecom infrastructure.

The company’s name, Huawei, is derived from the Chinese characters “华” (Hua, meaning China or splendid) and “为” (Wei, meaning action or achievement), which together can be interpreted as “China’s achievement” or “splendid achievement.”

In the early years, Huawei was primarily focused on research and development (R&D) to create telecom products that would be competitive with international giants. Its first major breakthrough came in the early 1990s, when Huawei developed its own PBX (private branch exchange) switches, which were key components for phone systems used by businesses and government agencies. This allowed Huawei to offer products at a lower cost compared to foreign competitors, particularly in the Chinese market.

Global growth

By the early 2000s, Huawei had established itself as a significant player in the Chinese market. However, its ambitions went far beyond China. During this period, the company expanded rapidly into international markets, focusing on providing telecom infrastructure to both developing and developed countries. Key events during this period include:

• Global Expansion: Huawei began selling its telecom equipment to countries in Europe, the Middle East, Africa, and Latin America, offering competitive pricing and technology. Huawei’s global expansion was helped by its willingness to offer financing and flexible terms for developing countries’ telecom operators.
• Strategic Acquisitions: Huawei’s international strategy involved acquisitions to bolster its product portfolio. For example, in 2003, Huawei acquired 3Com’s stake in Huawei-3Com, a joint venture, giving it access to networking hardware technology. Huawei also acquired Nortel Networks’ GSM business in 2009, which strengthened its position in mobile broadband and further opened up North American markets.
• Research and Development: Huawei invested heavily in R&D to differentiate itself from competitors. By the end of 2010, Huawei’s R&D spending had reached billions of dollars annually. Huawei’s R&D strategy focused on developing next-generation telecom equipment and creating a range of consumer electronics products. This approach laid the foundation for future innovations, including in the emerging field of 5G.

Electronics and Telecoms

Huawei’s growth is often attributed to its diverse range of products and services. The company operates in multiple business segments, primarily divided into carrier networks, enterprise, and consumer business.

Carrier Networks

Huawei is one of the world’s largest providers of telecommunications infrastructure, and its Carrier Networks business is the backbone of the company. This segment includes:

• Telecom Equipment: Huawei designs and manufactures telecom gear for wireless (4G, 5G), fixed-line, and broadband networks. Its products include base stations, routers, switches, and core network equipment that telecom operators use to build and maintain their networks.
• 5G Technology: Huawei has been at the forefront of the development of 5G technology, providing equipment for 5G networks worldwide. Its 5G infrastructure products have been praised for their advanced capabilities and cost-effectiveness, making Huawei a global leader in the rollout of 5G networks. Despite facing security concerns in certain Western countries, Huawei has managed to secure deals in Asia, Africa, and Europe, where its technology is deployed in a large number of 5G networks.
• Cloud and AI Solutions: Huawei’s telecom equipment is increasingly integrated with cloud and artificial intelligence (AI) technologies. The company’s Huawei Cloud division is growing rapidly, offering cloud computing services, AI platforms, and software-as-a-service (SaaS) solutions to businesses around the world.

Enterprise Solutions

Huawei’s Enterprise Business focuses on providing networking and ICT solutions for industries such as government, finance, education, and transportation. The company offers products like:

• Data Centers: Huawei builds data center infrastructure, providing servers, storage systems, and networking hardware for large enterprises.
• Enterprise Networking: The company offers a variety of networking products, including routers, switches, and wireless access points, designed for use in corporate and industrial environments.
• Cybersecurity Solutions: Huawei has built a portfolio of cybersecurity products and services to address the growing demand for secure enterprise networks and cloud services.

Consumer Electronics

The Consumer Business is another major revenue driver for Huawei. This segment includes:

• Smartphones: Huawei became one of the world’s leading smartphone manufacturers, competing directly with Apple and Samsung. Its flagship Mate and P series smartphones were known for cutting-edge technology, including high-performance cameras (often developed in collaboration with Leica), advanced processing chips (e.g., the Kirin chipset), and large, high-resolution displays. Huawei became the second-largest smartphone maker globally by market share before facing setbacks due to US trade restrictions.
• Wearables and Tablets: Huawei also manufactures a variety of wearables, such as smartwatches and fitness trackers, as well as tablets. Its Huawei Watch and Huawei Band series gained popularity, especially in markets like Europe and Asia.
• Laptops and PCs: Huawei’s MateBook series of laptops have found success in the high-end consumer laptop market, particularly in Europe and Asia.
• Smart Home Devices: Huawei has ventured into the smart home market with products like the Huawei AI Cube, smart speakers, and home appliances, integrating IoT (Internet of Things) into consumer electronics.

Business Model

Huawei’s business model is based on three key pillars: innovation, cost efficiency, and vertical integration.

• Innovation: Huawei has invested billions of dollars in R&D, resulting in numerous patents, particularly in areas like 5G, semiconductors, and AI. This commitment to R&D has helped the company stay ahead of the curve in telecom infrastructure and mobile technology.
• Cost Efficiency: Huawei has a reputation for offering high-quality products at competitive prices. This cost advantage helped it become a leading player in global telecom infrastructure markets, especially in developing regions where cost is a key consideration.
• Vertical Integration: Huawei’s business model also relies on significant vertical integration. It designs and manufactures much of its own telecom equipment, including chips, networking hardware, and software. This allows the company to control costs and quality while creating customized solutions for clients.

Commercially, Huawei saw massive growth in the 2010s, especially in emerging markets where it became a preferred partner for telecom operators. Despite being placed on the U.S. Entity List in 2019, which severely restricted its access to critical technology such as Google services for its smartphones, Huawei remained resilient. It pivoted towards creating its own software ecosystem (with HarmonyOS), continued expanding its telecom infrastructure business, and focused on high-end markets in Europe and Asia for its smartphones.

Future Strategy

Huawei’s future strategy revolves around five key pillars:

1. Leadership in 5G: Huawei continues to position itself as a leader in 5G infrastructure, with plans to expand 5G networks globally. The company is working on the next-generation of telecom technology, such as 6G, which will be a critical part of its strategy for the next decade.
2. Diversification into Cloud and AI: Huawei is heavily invested in cloud computing and artificial intelligence. Huawei Cloud is positioned as a key player in China and is expanding into international markets, particularly in Southeast Asia, Europe, and Africa.
3. Consumer Technology: Despite setbacks in the smartphone market, Huawei is committed to developing its HarmonyOS ecosystem, which will drive its smartphone, tablet, and smart home device businesses. The company is also investing in AI-powered devices like wearables and smart home technology.
4. Self-Reliance and Semiconductor Development: Due to the U.S. sanctions that have cut off Huawei’s access to foreign chips, the company is focused on becoming more self-reliant in chip manufacturing. Huawei’s HiSilicon division is working on developing cutting-edge semiconductors for use in its own devices and telecom equipment.
5. Sustainability: Huawei has made sustainability a key element of its corporate strategy, particularly in reducing the environmental impact of its products. The company is investing in green technology, including energy-efficient telecom infrastructure and renewable energy solutions for its data centers.

Huawei’s evolution from a small telecom reseller to a global technology giant is a testament to its relentless focus on innovation, cost-efficiency, and adaptability. The company has built a diversified business model spanning telecom infrastructure, consumer electronics, cloud services, and AI. Despite facing significant challenges—particularly the ongoing geopolitical tensions and trade restrictions—it has continued to evolve, focusing on key areas like 5G, cloud, and self-reliance in semiconductor manufacturing

Circles was co-founded by Rameez Ansar, Abhishek Gupta, and Adeel Najam. The trio, who previously worked in companies like McKinsey, BCG, and Temasek Holdings, were frustrated with the status quo in the telco industry and decided to create their own telco. They started out at BLK 71, a startup hub in Singapore, and have since expanded to other countries.

In a quiet corner of south London is the home of the bouncy foam that revolutionised distance running, and the material scientists in white coats who not only created this incredible stuff but are working on new foams that may yet allow Eliud Kipchoge and his main rivals in the marathon to go faster still.

The genesis of the super shoes that have enabled male and female athletes to smash world records on the road and track these past few years amounts to an extraordinary story. A tale of how this century-old British firm, founded by a man who had been mentored in the United States by Thomas Edison, happened almost by chance to develop a foam that transformed a multibillion-pound industry as well as a sport.

Zotefoams plc is recognised as the world leader in advanced technical foams. The company is the direct descendant of Onazote Limited, the company that was founded in 1921 and commercialised the world’s first hard and soft expanded rubber.

Inspired by the work of three Austrian brothers, Hans, Fritz, and Herman Pfleumer, who had conceived the original concept of filling tyres with some form of expanded lightweight material, rather than air, Charles Marshall, patented a process to manufacture expanded rubbers of all kinds – hard and soft.

In the sun-baked deserts of Saudi Arabia lies a treasure trove of liquid gold. This is the home of Saudi Aramco. As the largest oil company in the world, Aramco as it is now known, is a titan whose story is deeply intertwined with the history of modern Saudi Arabia and the global energy landscape.

It is the world’s largest oil company, one of the world’s largest companies by market cap, generating annual profits equal to the combined totals of Amazon, Nvidia, and Meta.

It is also the single most contributing force behind Saudi Arabia’s rise to power. Its control over global oil supplies has made it a key player in international politics, shaping global energy dynamics through crises and conflicts.

Aramco’s vision is to be “the world’s preeminent integrated energy and chemicals company, operating safely, sustainably, and reliably”. And its mission, “to strive to provide reliable, affordable, and sustainable energy globally while delivering value to shareholders.”

Liquid gold

Aramco’s roots trace back to the 1930s when the Arabian Peninsula was a landscape of nomadic tribes and a few scattered towns. The world was already aware of the potential of oil, but no one was certain of the riches lying beneath the Arabian sands. That was until geologists from Standard Oil of California (SoCal) arrived in 1933 with a bold concession from the Saudi government to explore for oil.

SoCal’s venture into the Arabian Peninsula was far from guaranteed success. The Arabian landscape was harsh and unforgiving, with extreme heat and little infrastructure. The first geologists who arrived faced not only the natural challenges but also the skepticism of many who doubted that oil could be found there. Despite the many skeptics, the team established their base in Dhahran, a small coastal area that would eventually become the epicenter of Saudi Arabia’s oil industry.

Over the next five years, the search for oil was fraught with disappointment. The initial wells drilled by SoCal’s geologists came up dry, one after another. There was a growing sense of frustration and doubt, not just among the workers in the field, but also back in the United States, where SoCal’s management began to question the viability of the entire operation. This situation is reminiscent of the Norwegian government’s discovery of the Ekofisk oil field in 1969 after four years of exploration and setbacks. That discovery eventually led to one of the country’s most valuable assets, which became the backbone of Norway’s sovereign wealth fund – the largest sovereign wealth fund in the world​​.

The first years were met with disappointment. After drilling a series of dry wells, SoCal’s geologists were on the verge of giving up. But in 1938, persistence paid off when they struck oil at Well No. 7 in Dhahran. This well, later named the “Prosperity Well,” marked the beginning of a new era for Saudi Arabia and the world. The company, initially named the California Arabian Standard Oil Company, would evolve into the Arabian American Oil Company, or Aramco, and eventually into Saudi Aramco after Saudi Arabia took full ownership in 1980.

Geopolitics and partnerships

The story of Aramco is as much about geopolitics as it is about oil. The company initially operated as a partnership between the Saudi government and a consortium of American companies, including Standard Oil of California (which later became Chevron), Texaco (now owned by Chevron), and Exxon Mobil. This partnership was instrumental in shaping the modern Saudi state, providing the funds needed to transform the Kingdom from a desert backwater into a modern nation.

Aramco’s operations were not just confined to extracting oil. The company built entire communities from scratch, including the city of Dhahran, which became the epicenter of the oil industry in Saudi Arabia. Aramco introduced modern amenities, built schools and hospitals, and even brought baseball to the desert, reflecting its strong American heritage.

One of the most fascinating stories about Saudi Aramco is the discovery and development of the Ghawar oil field in 1948. Stretching over 174 miles, Ghawar is the largest conventional oil field in the world, producing millions of barrels of oil daily at its peak. For decades, Ghawar has been the beating heart of Saudi Aramco, generating more wealth than perhaps any other single natural resource in history.

The sheer scale of Ghawar is mind-boggling. It is said that if Ghawar were a country, its oil production would rank among the top 10 in the world. The field has produced more than 65 billion barrels of oil since its discovery and is still a critical asset in Aramco’s portfolio. The story of Ghawar is one of engineering marvels, as Aramco’s engineers have employed cutting-edge technology to maintain its output, even as the field matures.

Over the decades, Saudi Aramco has faced numerous challenges, from navigating global oil shocks to adapting to changing geopolitical landscapes. One significant moment was the 1973 oil embargo, during which Arab oil producers, including Saudi Arabia, drastically cut exports to the West in response to U.S. support for Israel in the Yom Kippur War. This event not only quadrupled oil prices but also demonstrated the immense power Saudi Arabia wielded over global energy markets.

As the years passed, Saudi Aramco evolved from an oil extraction company into an integrated energy giant, investing in refining, petrochemicals, and alternative energy sources. In 2019, Aramco made headlines with its IPO, the largest in history, raising $25.6 billion at a $1.7 trillion valuation. This IPO was part of Saudi Arabia’s Vision 2030 plan, an ambitious blueprint to diversify the Kingdom’s economy away from its dependence on oil.

Future growth

O Boticário is a beloved Brazilian beauty brand.

Founded in 1977 by pharmacist Miguel Krigsner, O Boticário began as a small pharmacy driven by the alchemy of cosmetics and human relationships. Miguel’s dream was to create a 100% Brazilian beauty brand with high-quality products, inspired by love and care for people. His vision transformed the small business into an O Boticário store, which is now the most loved beauty brand in Brazil.

O Boticário focuses on innovation and sophistication. Their portfolio caters to diverse needs: Innovative and sophisticated products enhance your unique glow, accessible and complete offerings allow freedom in creating desired beauty, leading-edge technology transforms lives through accessible products, and  omnichannel retailing, e-commerce, and distribution.

It is part of the Boticário Group, one of the largest business groups in Brazil. With 4,000+ physical stores across 40+ countries, they’ve become a global beauty powerhouse.

Through their map of the future, O Boticário identifies acting territories and directs innovation projects. They create products and experiences aligned with trends mapped by the Future of Beauty.

The Vegetarian Butcher is a pioneering Dutch company that develops, produces, and markets meat alternatives. Founded by Jaap Korteweg, a ninth-generation farmer, it aims to revolutionize the meat industry by offering plant-based alternatives that replicate the taste and texture of meat.

In 1998, Jaap Korteweg realized the need for change after an outbreak of swine fever and mad cow disease in the Netherlands. He rejected the idea of storing animal carcasses in his cold stores and decided to create a meat revolution.

The Vegetarian Butcher was launched in 2010. Notable milestones include winning PETA’s ‘Most animal-friendly company of the year’ award in 2012 and launching their first vegetarian burger, the mc², in Paris in 2013.

The Vegetarian Butcher aims to provide high-quality meat alternatives that satisfy meat lovers without compromising on taste or texture.

Their philosophy is “no meat substitutes, only meat successors.” They believe in a food uprising, advocating for plant-based nutrition and lifestyle benefits.

The company has developed a range of products that deliver the same taste, texture, and nutrition as animal meat.

In 2018, The Vegetarian Butcher was acquired by Unilever recognizing its potential in the growing trend toward plant-based diets. They continue to innovate and expand their product offerings.

“The strength of The Vegetarian Butcher lies in unleashing a worldwide food revolution that makes the switch to plant-based food as easy and tasty as possible. That has been our starting point since 2010. Talking about impact: the biggest impact we are driving, is removing animals from the chain. However, our commitment goes way beyond that, from sourcing to packaging. We want to have a positive effect on the industry in many ways and make that tangible.

Our Impact Report captures the essence of what we do and how we do it. It is our ode to all The Vegetarian Butchers and our growing community of rebels, pioneers and lovers of the new meat, who make this revolution happen every day. Welcome to the biggest food revolution of all time!”

DNV was founded as a membership organisation in Oslo, Norway in 1864. Norway’s mutual marine insurance clubs banded together to establish a uniform set of rules and procedures, used in assessing the risk of underwriting individual vessels. The group aimed to provide “reliable and uniform classification and taxation of Norwegian ships”.

At the time, the Norwegian shipping industry was experiencing rapid growth and breaking out of its traditional local boundaries. An emerging, nationwide market for marine insurance was needed. Three years later in Germany, a group of 600 ship owners, shipbuilders and insurers gathered in the great hall of the Hamburg Stock Exchange. It was the founding convention of Germanischer Lloyd (GL), a new non-profit association based in Hamburg. In 2013, DNV and GL merged to form DNV GL, which was simplified to DNV in 2021.

Society became an increasingly demanding stakeholder in the predominantly private, liberal maritime industry. Load lines developed by Samuel Plimsoll became compulsory on every British ship from 1891, saving the lives of seamen along the British coasts. Load lines became mandatory in Norway in 1907.

The Titanic disaster in 1912 brought safety at sea to the forefront of public concern. International classification societies played an important part in discussions on ship safety. Nevertheless, GL’s managing director Carl Pagel and Johannes Bruun from DNV were the only official classification industry delegates at the adoption of the first International Convention for the Safety of Life at Sea (SOLAS).

After WWI, the transition from sailing ships to steamers brought a fundamental change in technology and skills needed for the classification industry. The outdated classification rules for construction of ships were no longer in harmony with the shipbuilding methods of the time. Between 1920 and 1940 DNV was technically independent, and established a new culture prioritizing engineering, construction and design.

New vision

When Georg Vedeler was appointed DNV’s managing director in 1951, he introduced a more scientific approach to ship construction. His vision was to build safer ships in a more efficient way, using scientific competencies and skills. New rules based on an analytical and theoretical scientific approach were introduced, and a significant step was taken towards establishing a dedicated research department. This provided opportunities for DNV in the more demanding segments of shipbuilding, which initially involved the new super tankers and later extended to gas and chemical tankers. The fleet was still predominantly Norwegian, but internationalization was taking off.

GL also took a scientific approach in developing the organization after WWII. This led to the introduction of high-powered computer analysis, enabling the design and construction of larger and more modern ships. GL’s research investments resulted in new construction rules for container ships, and the company soon dominated this segment within international shipping.

North Sea oil boom

DNV was well prepared in terms of competence and impact when commercial oil was discovered in the North Sea. The firm came to play an important role in this new industry within Norway as an advisor for both authorities and oil companies. DNV used its experience and technological competence within the maritime industry to develop and introduce oil and gas verification, inspection and risk management services.

The world’s first pipeline rules were published by DNV in 1976, setting a global standard. From the early 1970’s, DNV was offered most of the building supervision and inspection assignments on the Norwegian continental shelf. Offshore floating rigs and supply vessels also became a strong new segment for DNV in traditional ship classification.

Emerging industries

In 1977, wind energy was introduced as a new business segment. This, and other climate-friendly service areas represented new opportunities for organizational growth from a strong, research-driven technology base. New rules were developed, and certification of land-based and offshore turbines became an important growth area for DNV.

In the late 1980s and early 1990s the new industry of management system certification based on ISO-standards emerged, and both DNV and GL took global positions in the expanding Testing Inspection and Certification (TIC) industry.

Age of alliances

Alliances, mergers, and acquisitions became a strong strategic driver in the late 2000s. The acquisitions of Advantica (UK) in 2008 and Trident (Malaysia) in 2009 broadened GL’s service scope to consultancy services in the oil and gas sectors. The merger with Noble Denton in 2009 further expanded its activities in offshore technical services. This was supported by the acquisitions of PVI (Canada) in 2007, MCS (US) in 2008 and IRS (Singapore) in 2009, which advanced the inspection business.

In 2009, GL acquired the world’s largest wind energy consultancy, UK based Garrad Hassan. GL had already acquired the Canadian wind energy consulting and engineering company Hélimax and the German company WINDTEST, experts on measurements for wind turbines and wind farms. This, coupled with the offshore wind expertise of Noble Denton, meant that GL was able to deliver a full service approach with a comprehensive service portfolio towards the wind energy sector.

In 2005, DNV acquired CCT (US), a specialist in corrosion control and pipeline and plant integrity analysis. It followed up with the acquisitions of US-based Global Energy Concepts in 2008 and Behnke, Erdman and Whitaker (BEW) in 2010. To support prevailing strategies within the new climate-friendly service fields, DNV established its Sustainability Centre in Beijing in 2009 and a Clean Technology Centre in Singapore in 2010.

In 2012, DNV and KEMA joined forces to create a world-leading consulting, testing and certification company for the global energy sector. KEMA was established by the Dutch electrical power industry in 1927, and had subsequently developed into a high profile international brand that provided services to the global energy sector. These included renewable energy, carbon reduction and energy efficiency, power generation, transmission and distribution. The company operated a number of state-of-the-art laboratories, including high-power and high voltage labs, one of which was extended in 2017 to become the world’s first facility capable of testing ultra-high voltage electrical grid components.

On September 12, 2013 DNV and GL merged. GL was owned by the private equity firm Mayfair, who became a minority owner (36.5%) of the merged company, while the remaining 63.5% was owned by the Foundation Det Norske Veritas, an independent, self-owned foundation. In 2017, the Foundation Det Norske Veritas became the 100% owner of the merged company, which in 2021 changed it name from DNV GL to DNV.

Today DNV is a globally leading quality assurance and risk management company operating in more than 100 countries. With over 100,000 customers across the maritime, energy, food and healthcare industries, as well as a range of other sectors, DNV empowers its customers and their stakeholders with facts and reliable insights so that they can make critical decisions with confidence.

Climeworks empowers people and companies to fight global warming by offering carbon dioxide removal as a service via direct air capture (DAC) technology.

At Climeworks’ new “Mammoth” DAC facility in Iceland, the CO₂ is permanently removed from the air by capturing and geologically storing it for thousands of years with Climeworks’ storage partner Carbfix. Climeworks’ DAC facilities run exclusively on clean energy, and our modular CO₂ collectors can be stacked to build machines of any capacity.

In October 2024 I got to visit the newly opened site, around 30km from Reykjavik. The ambition is certainly impressive. Approaching, I see the steam of the nearby On geothermal power plant, the main reason why Climeworks has come to Iceland, and then the huge V-shaped suction pipes of Mammoth.

Mammoth is the world’s largest carbon capture and storage plant, with over 200 engineers working there. It has a lifetime of around 25 years, and will be at full capacity by 2025 with 72 collector containers, and with a capture capacity of 36000 tonnes.

Surrounding the Climeworks site are small white domes, where the captured carbon is pumped 700m underground, and mineralised into rock. They are operated by Climeworks’ local partner Carbfix, an Icelandic company that dissolves the carbon in water, then injects it into the basalt rock below.

Climeworks business model is to seek funding from business and individuals, who then fund the process. It has already sold a third of Mammoth’s lifetime capacity (to companies including Microsoft, JP Morgan, Stripe, BCG and PwC, plus individuals like Bill Gates, and the band Coldplay).

Climeworks was founded in 2009 by the mechanical engineers Jan Wurzbacher and Christoph Gebald. During their PhDs at the ETH Zurich, the two founders conducted research on direct air capture technology to remove carbon dioxide from the air. Based on that scientific research, Climeworks was founded as a spin-off from ETH Zurich, the 150 year old Swiss science and engineering university.

Gebald and Wurzbacher are on a journey to deliver positive climate impact at scale. To do so, the company strives to inspire 1 billion people to act and remove CO₂ from the air. Since 2009 it has developed 15 DAC facilities around the world, including 6 locations in Switzerland, plus the UK, Germany, Austria and Belgium, operated by 500 “Climeworkers” .

Here’s how Climeworks works:

• Direct Air Capture (DAC): Climeworks employs direct air capture technology, which captures CO₂ directly from the atmosphere. Their modular and scalable DAC plants use air collectors to draw in carbon and trap it on specialized filters.
• Mammoth Facility: Their new Mammoth facility in Hellisheidi, Iceland, is a game-changer. It can capture 36,000 tons of CO₂ annually at peak capacity—about 10 times larger than their existing Orca plant.
• Patented Technology: Climeworks intends to capture a megaton of CO₂ by 2030 and an astounding gigaton by 2050 using their patented technology. This commitment is crucial for achieving net-zero emissions globally.
• Global Recognition: Carbon removal has transitioned from a niche concept to a globally recognized solution. The U.S. Department of Energy even awarded funding to Climeworks and its partners to build the country’s first large-scale direct air capture facilities.
• Underground Storage: Climeworks combines DAC with permanent underground storage (DAC+S). They inject the captured CO₂ deep underground, where it reacts with basalt rock, transforming into stone and remaining safely stored for over 10,000 years. This ensures it no longer contributes to global warming.
• International Expansion: While Iceland offers ideal conditions, Climeworks is expanding globally. They’re exploring projects in the U.S., Canada, Norway, and Kenya to remove CO₂ on a megaton and gigaton scale.

By actively removing CO₂, Climeworks plays a vital role in our fight against climate change.

A few photos from my recent visit to the Icelandic site …

Approach the site, the nearby On geothermal power station provides huge amounts of clean, free energy to power the DAC process:

Climeworks’ new Mammoth plant is far larger than its initial Orca test facility, and is distinctive for its V shaped wings:

Up closer, the vents open, sucking carbon dioxide from the air, recognising the challenge is not just to reduce emissions but to clean up historic emissions:

Iceland was chosen as the location for the Swiss company’s plant as it is not only an excellent source of geothermal energy, but also to store the carbon underground, in partnership with Carbfix:

The “Mammoth” DAC facility, is currently the largest in the world, and was opened in April 2024, and now in full production:

Strava was founded in 2009 by Michael Horvath and Mark Gainey who first met in the 1980s as members of Harvard University’s rowing crew. It is backed by Sequoia Capital, Madrone Partners and Jackson Square Ventures.

The online application tracks your runs, rides and swims, and adds a social networking feature to share your workouts, best times, or to workout together. It started out tracking mostly outdoor cycling and running activities using GPS data, but now incorporates several dozen other exercise types, including indoor activities.

The app records data for a user’s activities, which can then be shared with the user’s followers or shared publicly. If an activity is shared publicly, Strava automatically groups activities that occur at the same time and place (such as taking part in a marathon, or group ride).

An activity’s recorded information may include a route summary, elevation (net and unidirectional), speed (average, minimum, maximum), timing (total and moving time), power and heart rate. Activities can be recorded using the mobile app or from devices made by other companies like Garmin, Suunto and more. Activities can also be entered manually via the Strava website.There is also Strava Metro, a program marketed towards city planners, uses cycling data from Strava users in supported cities and regions.

Strava incorporates social media features which allow users to post their exercises to followers. Alongside a GPS map of their exercise users can also post pictures and videos. Followers can then comment on posts and give ‘kudos’ in the form of a like button. Beacon is a feature that allows Strava users to share their location in real time with anyone they choose to, and nominate others as a safety contact for their workout. Other premium features include access to custom route-building tools and access to map segment leaderboards.

Strava maintains a system of leaderboards that show the most frequent runners or riders on a segment, as well as the fastest times by activity type. These fastest segment times (also known as KOMs (King of the Mountain) for cycling segments, or CRs (Course Record) for running segments) have been widely criticized for including times by athletes banned for doping, as well as fake times logged by motorized vehicles and other forms of cheating. In response, Strava released tools for users to report suspicious activities.

Strava uses a freemium model with some features only available in the paid subscription plan. It initially became popular with cyclists and then runners, and by 2017 over 1 billion activities had been uploaded to the service.

• 120M+ athletes across 190+ countries.
• 40M uploads every week.
• 6B activities recorded.