What we think

ETHICORE IMPACT UPDATE 2025 

8th October 2025 Posted by: Rachael

As an impact agency, all that we do at Ethicore is about having a positive social and environmental impact. We work with amazing organisations, partnerships and movements, where we can see that our support can meaningfully increase impact for people and planet. Our focus is on supporting transformational change. For example, supporting a movement for structural change, or a new transformational partnership or designing innovative new and sustainable initiatives. We also believe that our impact is not just in the outcomes of our work, but it is also in how we work. Our ESG commitments guide how we manage our time and energy to help maximise our impact. We track our carbon footprint, pro-bono support and donations towards key impact agendas and local charities, to help us learn and improve.  This is our update for 2024-5.   

Carbon Footprint:  

Ethicore is a boutique consultancy and our emissions are directly related to our activity. We have consciously shifted towards virtual engagement of stakeholders, as it is accessible and low carbon. However, there are times when there is no substitute for in-person meetings and workshops. As such, our emissions come mainly from travel, which is as far as possible via public transport or walking, cycling or using electric vehicles. However, there is always as remaining set of emissions that are hard to abate, which we offset with the highest quality internationally certified offsets via Forest Carbon Club. Our emissions are low and as such they vary year on year but we continuously strive to keep these low. 

2024-2025 (12 months to October  2025) 24,06 tonnes of CO2e 
2023- 2024 (20 months) 19, 04 tonnes of CO2e 
2022 (12 months) 18,95 tonnes of CO2e 
Ethicore Carbon Emissions 2022-2025

Pro bono and charitable contributions 

Our charitable donations ensure we contribute to local and national causes, such as Emmaus Oxford, and structural change, including ClientEarth, to complement our own impact agenda. Our pro-bono work is focused on supporting new and young leaders, such as being a Catalyze Change and an RSA mentor of young people.   

Between January 2022 and September 2025, we have contributed the equivalent of £34.320 in pro bono work and have supported other causes with charitable donations (data to follow). We plan to continue dedicating a portion of our time and income to pro bono and charitable work each year.

 Pro-Bono support (Hours/£ equivalent)
2024-202589 h / £10.680
2023- 202468 h / £8.160
2022 -2023 129 h / £15.480
Ethicore Charitable/Pro Bono Contributions 2022-2025

Mid-Term Evaluation for WFP (Private Sector Partnerships and Fundraising)

16th July 2024 Posted by: Ethicore

Report cover, WFP. May 2024.

We provided the expert analysis of the Mid-Term Evaluation of the World Food Programme Private Sector Partnerships and Fundraising Strategy 2020-2025 – the strategy, progress and results to date. The report is now officially published and we look forward to seeing the revised strategy and actions for the remaining strategy period. Collaborating with Universalia and the WFP team has been a pleasure.  

Read the full report here: Mid-term Evaluation of WFP’s Private Sector Partnerships and Fundraising Strategy 2020-2025 | World Food Programme

Spring Inspiration: Exploring Risk, Accountability, and Radical Collaboration

9th May 2024 Posted by: Rachael

“Open your heart because everything will change” (2023) by Frieda Toranzo Jaegar. Modern Art Oxford. Photo by R. Clay.

Oxford in spring is a melting pot of ideas and fresh perspectives. I am feeling re-energised after recent encounters and sessions at Skoll World Forum and Marmalade and find myself reflecting on the abundance of ideas and insights from so many amazing people. Here are some key takeaways that have left a lasting impression: 

  1. Understanding risk could build foundations of strong partnerships. The Risk Pool Fund highlighted: “Funders can under-estimate those obstacles they cannot see for themselves.” Building trust and transparency is essential if partners are to jointly understand the taxonomy of risk they face in their partnerships and if they are to meaningfully assess and manage the real risks. 
  1. Impact investing in system change is developing. There is some great thinking going into impact investment at the system change level and the kind of ‘system health’ indicators we will need – meaningful indicators of the shifts in the system. For example, attitudes to driving cars as an indication of a shift in urban transportation. 
  1. Lessons on scaling with government from practitioners highlights the importance of political will. That means you need technical partnerships, but also to build champions and support the mindset shift to partnership working. I loved the Spring Impact message that “you need to fall in love with the problem, not the solution”, to support co-design between partners. 
  1. Accountability mechanisms are essential to ensure justice for communities affected by impact investments. I was heartened by the work of the Accountability Counsel and aware that many more communities need support.  The Environmental Justice Atlas (EJ Atlas) is another initiative that documenting an incredible volume of social conflicts around environmental issues worldwide. 
  1. Radical collaboration is needed to match the scale of global challenges we face – that’s going to take commitment to Public, Private, Philanthropic Partnerships, but also creative ways to connect grassroots to this large-scale approach.  See also our latest blog post for more reflections on radical collaboration.  

Additionally, I’d like to spotlight a few more inspiring initiatives and resources: 

Amidst the wealth of inspiration, I also took time out to be inspired by the “Frieda Toranzo Jaegar: A future in the light of darkness” exhibition at Modern Art Oxford. This piece above is called: “Open your heart because everything will change” (2023). 

By Rachael Clay

Radical Collaboration

30th April 2024 Posted by: Rachael

“Radical Collaboration – Five Essential skills to overcome defensiveness and build successful relationships” by James W. Tamm and Ronal J. Luvet (2004, HarperCollins)
“Radical Collaboration – Five Essential skills to overcome defensiveness and build successful relationships” by James W. Tamm and Ronal J. Luvet (2004, HarperCollins)

Radical collaboration is essential for those working towards transformation of social and environmental outcomes. I recommend the book “Radical Collaboration – Five Essential skills to overcome defensiveness and build successful relationships” by James W. Tamm and Ronal J. Luvet (2004, HarperCollins) for those interested in delving deeper. They focus on building collaborative intention, truthfulness, accountability, self-awareness and problem solving with negotiation skills. All critical for productive relationships. They share some great research too.

So, I was drawn to a session on Radical Collaboration recently. It was an excellent discussion, with social entrepreneurs and their enablers, such as Acumen, sharing their pain and learning. The discussion focused on system challenges and opportunities, including:

  • Leadership for people and the planet is needed.  
  • Public, private and philanthropic partnerships (PPPPs) may be complex, but they can be key to achieving long-term sustainability.  
  • Blended finance and blended business models don’t need to be so complex – you can keep it simple, for example using convertible grants.  
  • Take the opportunity to monetise impact where possible, particularly around climate funding.  
  • The main challenge highlighted is to enable the many grassroots organisations to collaborate in large scale change and funding approaches.  
  • Finally, there’s a plea for realism as well as radical ambition for collaboration. 

My concern is that organisations are not building the skills and capacities for radical collaboration. The growing importance of PPPPs is such that the stakes are high. Radical collaboration needs commitment, but it also needs investments in people and systems. We need to pay more attention to the essential skills required to build these successful relationships that can enable transformation. Let’s see some radical collaboration funds to support transformation. 

By Rachael Clay