Image by Ben Thouard

With Ocean Week upon us, LUX speaks to Karen Sack, a leading voice in the ocean economy, about how only action and investment from the Global North can allay the effects of global warming on the world economy – and its most valued nations

Karen Sack

LUX: What is the fault line between the Global North and the Global South?
Karen Sack: If we look at the world from an ocean perspective, the most biodiverse areas today are in the developing world. They are around the coasts of developing country waters, and, in particular, the waters of Small Island Developing States (SIDS). These are also the countries that have created the most Marine Protected Areas (MPAs). So there is a stress between these countries and those that support other activities, such as subsidising vessels that exploit distant waters, going to faraway places and fishing in destructive ways.

LUX: What about the societal effects of climate change?
KS: This is a growing concern for developed countries, as they see the impact of climate change through the migration of people who are leaving these vulnerable coastal developing states and SIDS. These people are at risk because their livelihoods are compromised – there are no more fish to catch. They move to cities, but the cities don’t have the infrastructure to support them. This leads to international migrations, as we see with Central America up to North America, Africa into Europe, and in Asia, too. Suddenly, these issues are beginning to have international implications. It will be far more cost-effective for developed countries to invest in coastal and ocean resilience in developing countries and SIDS, than to leave it and have to deal with the consequences of the climate crisis.

LUX: How can this investment be driven?
KS: The issue of broader investment is where we at Ocean Risk and Resilience Action Alliance (ORRAA) are focused. There is a huge challenge in driving investment towards a sustainable blue economy into these countries of the Global South. Transactions are often too small for private-sector companies, and there’s risk because of the credit status of the countries or because of climate events. So we’re not seeing the investment that’s needed to help fundamentally shift the way developing countries are able to work. For example, many SIDS in the Pacific have to sell their fishing resources to foreign fleets so they can earn foreign-exchange dollars to pay for diesel fuel, so they can power their economies.

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There’s this constant vicious cycle, and there are huge emissions, both transport emissions and direct emissions from burning fuel. If we shift all those islands to renewable energy, we break existing dependencies, and it doesn’t cost that much money. One Pacific island estimated it will cost $180 million to shift completely to renewables. They cannot find the money because they don’t have the credit rating and they don’t have the in-house resources. You have to break all those cycles to work forward quickly, and I hope that’s what we can do through ORRAA. As a multi-stakeholder alliance, with multilateral banks, private banks and insurers on board with us, as well as civil society, academics and countries themselves, we can get people around the table to solve problems. We can help develop de-risking mechanisms, such as insurance or public-sector guarantees, to incentivise private-sector banks to invest into countries, which could help reduce or eliminate their dependence on fossil fuels.

LUX: Do we in the media have a role to play?
KS: Of course. We all work in silos, where we don’t join the dots between our functions. So we need to join the dots and think about how important it is to shift to renewables from fossil fuels, how that helps to build resilience, and how that incentivises investment and credit ratings, building biodiversity-positive outcomes and climate resilience for 250 million climate- vulnerable people. We must change our mindsets.

LUX: Is government regulation required?
KS: Government action is essential, but for the private sector to wait for that is not in its long- term self-interest. We need to see action now. For example, in the US, the development of a natural-capital accounting methodology is being worked on, so businesses can account for their impacts on natural capital and disclose those impacts, and then investors can think about what that means for investment portfolios. The same is happening in France and China.

LUX: What needs to happen next?
KS: First, we need to get some of the largest banks and asset managers to sit down with the multilateral banks and organisations like the US government’s Development Finance Corporation (DFC), and talk about what is key for them in terms of de-risking their investments. Is it a guarantee, business- interruption insurance or another mechanism? The multilateral banks need to step up and provide those mechanisms, so we can crowd more financing into these sectors. The second thing is building capacity in these countries to enable the establishment of laws and regulations that will create a stable investment environment, so that these types of financing mechanisms can emerge. The third ingredient is for the private sector to recognise that we need to finance the “missing middle” – investments from $2 million to $10 million in small island countries where entrepreneurs are doing all they can to build sustainability, but cannot move from seed funding into product development or into the next stage of evolution of their companies.

LUX: Aren’t the interests of, say, the Maldives different to Brazil’s?
KS: When we speak about Least Developed Countries and SIDS, I think they speak with one voice. They are all looking for these types of opportunities. When we look at countries further up the development chain, such as Brazil, South Africa, Indonesia, there are different incentives. However, entrepreneurs in those countries have the same challenges, and that is something we need to focus on.

Read more: Markus Müller on the links between the ocean and the economy

LUX: What can happen this year?
KS: There’s a major opportunity, given the change in leadership at the World Bank, to focus on the biggest challenges facing the Global South, and there is no question that the two biggest challenges are the climate crisis and the biodiversity crisis, both underlined by the unsustainable debt crisis. The private sector also needs to focus on investing in sustainable blue- economy opportunities – feeding that missing middle. At ORRAA, we’re working with some of our partners to develop a fund to deploy $150 million into investable opportunities in developing countries to build that sustainable blue economy. The third piece is we have to think outside the box to finance the landmark Global Biodiversity Framework agreed at COP15 in Montreal in December 2022. How do we protect 30 per cent of the planet by 2030? What kind of finances can be mobilised to do that, so that countries are not going into debt to build back biodiversity? We have to break the log jam around the climate-finance issue in terms of loss and damage. And we have to do it now.

Karen Sack is Executive Director of Ocean Risk and Resilience Action Alliance (ORRAA). She was speaking to Darius Sanai

This article was first published in the Deustche Bank Supplement in the Spring/Summer 2023 issue of LUX

Marine biologist Matt Sharp was awarded the Ocean Conservation Photographer of the Year in 2020 for his incredible images, such as this one of a wave breaking in the Maldives in 2019

Marine life is threatened by climate change, pollution and overfishing. And depleted oceans risk collapsing the whole global ecosystem. A new generation of business startups is aiming to reshape the ocean economy, making it both truly sustainable and profitable. Michael Marshall reports

The blue economy is gaining momentum. Hundreds of startup companies around the world are aiming to protect, and even restore, the oceans, while making a profit. They want to get food and other essential resources from the sea in ways that benefit marine life – or at least don’t harm it. What’s more, there are plenty of organisations that aim to support these startups, whether with money or expertise or both.

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“We are not going to save the oceans if we don’t change the economy,” says Tiago Pitta e Cunha, the CEO of the Oceano Azul Foundation, a Portuguese non-profit that supports a variety of initiatives designed to stimulate the growth of the sustainable blue economy. The good news is that the business case for ocean conservation is real and growing. “There’s a wonderful opportunity for startups and new companies to develop business models,” says John Virdin, director of the Oceans & Coastal Policy Programme at Duke University’s Nicholas School of the Environment in Durham, North Carolina.

The ocean certainly needs our help. It faces three big problems – overfishing, pollution and climate change – that “tend to make each other worse”, says Nancy Knowlton, a professor of marine biology and Sant Chair in Marine Sciences at the Smithsonian Institution in Washington, D.C. However, she adds, there have been some real success stories for ocean conservationists in recent years. Take Marine Protected Areas (MPAs), for example. These are regions of the ocean in which extractive industries are either banned or tightly regulated, and they have proven highly beneficial when implemented fully. In 2020, fully implemented MPAs covered 5.3 per cent of the ocean, and this area is growing every year. As a result, some animals that were once considered on the brink of extinction have increased in numbers, including many whale species.

At the moment, the blue economy is dominated by “a few really big fish”, Virdin points out. In 2021, he co-authored a study that found 60 per cent of all revenues obtained from the ocean came from just 100 companies, almost half of which were from the oil and gas industry. Such companies have “rigid processes in place, for good reasons”, says Alexis Grosskopf, the founder and CEO of OceanHub Africa in Cape Town, South Africa, an accelerator for ocean impact startups. Those processes “could not be disrupted smoothly and quickly enough, without blowing up or imploding”.

This is where startup companies come in. Small outfits with radical technologies and new ways of doing things can overthrow existing practices, if they’re successful enough. And in the blue economy there are now hundreds aiming to disrupt a variety of industries, from fishing and aquaculture to renewable energy, pharmaceuticals and waste management. Some want to take an existing industry, such as fishing, and do it better, causing less harm to the ocean ecosystem. Others are aiming to restore and repair, actively improving the marine environment while also making a profit.

As with all startups, the challenge is to survive long enough to build a customer base and break even. A startup company may attract an initial burst of funding on the basis of a good idea, which enables it to start operations. But they then face ‘death valley’, when they risk running out of money before they start earning any.

Intertidal seaweed beds on the west coast of Jersey, UK, in 2020

To address this challenge, a number of incubators and accelerators have been established in recent years to help ocean startups become profitable. These include Katapult Ocean in Oslo, Norway and OceanHub Africa in Cape Town, South Africa. Another is Blue Bio Value, which was set up by the Oceano Azul Foundation and the Calouste Gulbenkian Foundation in 2018 to “help entrepreneurs create commercially viable and sustainable businesses” and thereby “accelerate the transition to a global and sustainable blue bioeconomy”. It is now on its fish set of startups.

Previously, the Oceano Azul Foundation – which owns the Lisbon Oceanarium – had focused on ocean education, but its leaders decided this was not enough. “We thought that, as a credible foundation, we need to also put our money where our mouth is,” says Pitta e Cunha. “We only accept startups that, through their production, will ease decarbonisation of the planet or high consumption of natural resources.” Many of these startups are led by scientists, he explains, who have essential specialist knowledge but little experience of markets or running businesses.

Alongside the accelerator, the team has also created an ideation programme to link academic researchers and business leaders, to encourage the formation of new businesses. “We are trying to manufacture new startups, because they are needed,” Pitta e Cunha says.

With so many funders, incubators and accelerators entering the ocean economy, the challenge for the owners of a new startup is how to navigate this business world. Several organisations have now been set up to organise everything and help startups find their way.

At Investable Oceans, in New York, the co-founder and principle, Ted Janulis, likes to say he was “born with an ocean gene”, which means he “can’t walk past a body of water of any type without jumping in and splashing around”. Several decades in finance convinced him that there were market-based opportunities all over the ocean economy. But the investors were scattered and disconnected. “The people who invested in plastic mitigation weren’t necessarily the people investing in better fisheries or aquaculture,” he says. So he set out to create a single platform where people could come and learn about investment opportunities in the blue economy across all asset classes and sectors. “We’re not an incubator, we’re not an accelerator, we’re not a fund and we’re not a broker dealer,” he says. “Our goal is to connect people.”

Plastic pollution along the beach– knee-deep in some places – in the Maldives in 2019

More recently, an umbrella organisation called 1000 Ocean Startups was launched in May 2021 to accelerate ocean impact innovation by bringing together “incubators, accelerators, competitions, matching platforms and VCs supporting startups for ocean impact”. Its members include Katapult Ocean, OceanHub Africa and Investable Oceans and so far it has backed 168 startups: 115 focused on sustainable use of ocean resources, 33 addressing pollution and 20 tackling climate change. “We’re still in the infancy stage,” says Grosskopf. The aim is to back 1,000 startups by 2030.

The challenge for all these companies will be to compete against existing ocean businesses that are not making efforts to be sustainable, and therefore have lower operating costs. Some consumers are prepared to pay extra for sustainable products, but many will not or cannot, so the startups must compete on price to attract mass-market consumers.

Fortunately, there are many routes to success, says Janulis. “Some of it might be that it’s a standalone company that becomes really big,” he says, but startups can also be absorbed by larger companies that see their methods as an opportunity.

Janulis says there is also “a rising sensibility and more awareness”, a point echoed by many. “I was born as a digital native,” says Grosskopf. People from the generation below, he says, are “sustainable natives”. “The consumers of tomorrow, the employers of tomorrow… they have sustainability in their DNA.”

It will soon be impossible for companies to behave unsustainably, Virdin suggests. “These issues of sustainability of ocean ecosystems and communities, they’re not luxury issues,” he says. “These are core issues to the future of the business model, whether it’s social licence to operate or whether it’s risks to your operating environment in the coming decades.”

Duncansby Stacks last year, on the exposed north- east coast of Scotland, where seals and seabirds thrive

Knowlton cautions that it’s unlikely startups alone can fix the marine environmental crisis. “The problem is that we’re kind of in a race against time,” she says, so there will need to be top-down action as well. “The role of government is really important because it can motivate change quickly.” However, she acknowledges, startups are where creative ideas can be brought to fruition quickly. “I think you have to encourage entrepreneurship – and much of it will fail, but some of it will work.”

Read More: Kering’s Marie-Claire Daveu on benefits of the blue economy

In other words, it’s not a choice between buccaneering startups and rules-based government. To save our ocean, both will have to work together.

Savvy Ocean Startups

Pesky Fish: Many of the fish that are caught at sea, particularly by trawlers, are wasted. Because they aren’t fashionable, they are discarded as ‘bycatch’. The British company Pesky Fish aims to change that by allowing fishers to sell directly to consumers. It has a rapidly updated online shop and overnight delivery service.

Recyglo: Plastic waste is one of the biggest problems facing the ocean ecosystem. Today most plastic enters the ocean from east Asia, where waste management systems are poor. Recyglo is aiming to change that by bringing modern recycling to the region. It already has branches in Myanmar, Singapore and Malaysia.

Cascadia Seaweed: Farming seaweed has enormous potential to feed the growing human population, remove carbon dioxide from the air, and restore the ocean by providing habitat for marine animals. Canadian firm Cascadia Seaweed is turning kelp into food for people and farm animals. It is working in partnership with First Nations groups.

This article appears in the Deutsche Bank Supplement of the Summer 2022 issue of LUX

Octopus is one of the largest owners and managers of renewable energy assets in Europe

As the International Energy Agency warns that the worst of the energy crisis may be yet to come, governments around the world are stressing the importance of accelerating the move to renewable energy. We speak to Greg Jackson, CEO of Octopus Energy Group, the technology-to-investment energy platform, about the importance of government intervention in energy policy, the role of technology, and how a greener future could be nearer than we think

Greg Jackson founded Octopus Energy in 2015 with a view to using technology to make the green energy revolution faster and cheaper for consumers. Now worth approximately $5bn, the privately held company supplies renewable energy to three million households worldwide. It is also one of the largest owners and managers of renewable energy assets in Europe, with more than £4bn under management. Jackson credits the company’s success to what he calls the “en-tech” model whereby proprietary technology plays a leading role in the company’s value offering. Here, he speaks to Ella Johnson about why there can be no alternative to radically updating the power grid and large-scale investment in renewable energy.

LUX: How will Octopus innovate the energy sector in the long term?

Greg Jackson: Octopus’ long-term goal is to generate roughly as much as its users use, with Kraken, our proprietary technology platform, matching generation and consumption at any time and location to make the most efficient renewable energy company possible.

A decentralised workforce allows us to greatly increase the pace of innovation and learn from many people with many different perspectives. We are a cloud-native company and have had a very successful remote customer operations team for over four years now. This allowed us to ensure we had processes and communication platforms in place when lockdown hit, and it has been absolutely vital as we’ve grown internationally, building successful Octopus Energy hubs in several countries around the globe.

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So far, we deliberately haven’t made a profit. Instead, we’ve focused on scaling the business, investing in new green technologies and making sure there is enough support available to our customers who are struggling. We are lucky to have investors that believe in our long-term goal and are absolutely committed to help us achieve this, so we don’t have to worry about short term profits to achieve our number one purpose, making green energy cheap energy around the world.

Octopus is working to digitalise the power grid through its proprietary Kraken technology

LUX: When did you realise the energy sector was ripe for a tech revolution?

GJ: I had built digital platforms for e-commerce and other sectors before to digitise and increase efficiency, and I quickly realised that applying the same technology to energy would greatly improve the way things are done in the sector.

LUX: What makes Octopus’ operating business model unique?

GJ: Our operating model is unique thanks to Kraken, our technology platform which we built from scratch. Where other suppliers rely on convoluted solutions for different functions, Kraken integrates them all into one giant robot, offering efficiency, better customer service and end-to-end management of the whole supply chain to allow us and our licensees to save costs, take better care of customers and drive the green energy revolution.

But we know we can’t drive change quickly enough if we’re on our own. So we’re licensing Kraken to other large energy companies across the globe who share our vision of a cleaner, better energy future, including E.ON, EDF and Origin Energy.

Octopus has licensed its Kraken technology to support over 20 million customer accounts worldwide

LUX: How must existing infrastructure be adapted to accelerate this shift?

GJ: We need to digitise the power grid so that we can use it more efficiently, cutting bills and making the most of green electrons when they are abundant. The current grid was built to manage a few hundred fossil fuel power plants. We need to make it fit for a decentralised energy world in which millions of electric cars, rooftop solar panels and home batteries will be connected to it, importing and exporting energy from the grid.

LUX: How does Octopus overcome the unreliability of wind and solar sources?

GJ: The key to unlocking a cheap green energy future is to build a digital system that is interconnected and flexible. The sun doesn’t always shine and the wind doesn’t always blow where we are – but they always do somewhere in the world.

Read more: Dimitri Zenghelis on Investing in the Green Transition

Working with other countries and layering different sources of green energy and ways of storing it (like batteries) will allow us to create a system in which we can make the most of solar and wind energy where they are abundant. For example, we invested in Xlinks, the company building the world’s largest subsea power cable. Once built, it will deliver 3.6 GW of green power from Morocco to the UK for an average of 20 hours a day – enough energy to power about 7 million homes. We need more large-scale renewables projects like this.

Renewable energy is the only way to increase our energy security and stop climate change, says Jackson

LUX: One of your tariffs provides carbon neutral gas. What do you say to those who argue carbon offsets are not a real substitute for climate action?

GJ: We have carbon offset our Super Green customers’ gas usage in a few different ways over the years: helping reforest and conserve vast areas of the Amazon, and working with our main offsetting partner, Renewable World, to bring innovative renewable energy technology to fuel-poor communities worldwide.

But while it has very worthwhile applications and can help a lot of people, carbon offsetting is only part of the puzzle in helping fight climate change. It cannot decarbonise the whole energy system and move us away from fossil fuels. For that we need more innovative technology to make energy greener and cheaper for everyone.

LUX: Is natural gas an adequate transition fuel?

GJ: In the short and mid-term, we still need natural gas as a backup energy source for renewables. But in the long term, we will have to wean ourselves off gas completely if we want to increase our energy security and stop climate change – and we can only do that if we go hell for leather for renewables now.

Greg Jackson, Founder and CEO of Octopus Energy Group

LUX: How can policy speed up the mass uptake of renewable energy?

GJ: Historically, the creation, testing and licensing of a vaccine took around 15 years. With Covid, we managed to get the 15-year process of developing a vaccine down to one year. We need to do the same with wind energy. Due to planning approvals and grid connections, it currently takes on average 5-7 years to build and connect a wind farm. This could be done in one year. Do that now and we will literally start seeing bills come down next winter.

Read more: Inside Konstantin Sidorov’s London Technology Club

LUX: What role can renewable energy procurements play in corporations’ broader net zero goals?

GJ: Through our Renewables investment arm, we sign a number of agreements with large energy users to switch to green energy. Those making the choice to go green are taking massive steps forward for decarbonisation agendas across Europe – they are the trailblazers of their industries, and soon the rest will follow their lead.

Greg Jackson is founder and CEO of Octopus Energy Group

Find out more: octopusenergy.group