The Complex Reality of Green Technologies: Unveiling the Environmental Impact of Electric Cars and Solar Panels


In recent years, there has been a growing global movement towards embracing green technologies as a means to combat climate change and reduce our carbon footprint. Electric cars and solar panels have gained significant popularity among environmentally conscious individuals seeking to make a positive impact. However, as I delved deeper into the subject, I was confronted with a disheartening realization: the environmental and social impact of the raw material sourcing required to create these technologies is often far from sustainable. In this article, we will explore the complex reality of green technologies, shedding light on the challenges and controversies surrounding the production of electric cars and solar panels.

The Rise of Electric Cars:

Electric vehicles (EVs) have been hailed as a cleaner and more sustainable alternative to conventional gasoline-powered cars. With zero tailpipe emissions, EVs offer the promise of reducing air pollution and combating climate change. However, the production of electric car batteries, which primarily rely on lithium-ion technology, raises concerns about the extraction and processing of raw materials.

The extraction of lithium, cobalt, and nickel, key components of EV batteries, often occurs in regions where environmental regulations are lax and labor practices are questionable. Irresponsible mining practices can lead to deforestation, habitat destruction, and water pollution. Additionally, the demand for these minerals has raised ethical concerns, as workers in some mining operations may face hazardous working conditions and meager wages. It is essential for governments, corporations, and consumers to demand and support responsible sourcing practices, ensuring that the environmental and social impact of raw material extraction is minimized.

The Environmental Footprint of Solar Panels:

Solar panels have emerged as a symbol of renewable energy and a promising solution for reducing reliance on fossil fuels. However, their production also involves a complex supply chain that can have adverse environmental consequences. The most common type of solar panel, known as photovoltaic (PV) panels, relies on the use of materials such as silicon, silver, and rare earth metals.

The extraction and processing of silicon for PV panels can result in the emission of greenhouse gases, including sulfur hexafluoride, a potent greenhouse gas. Additionally, the mining of rare earth metals, such as indium and tellurium, required for some types of solar panels, has been associated with environmental degradation and human rights concerns in certain regions.

The Need for Responsible Practices:

While it is disheartening to discover that the production of green technologies can have unintended negative consequences, it is crucial not to abandon our efforts towards sustainability. Instead, we must focus on pushing for responsible practices throughout the supply chains of these technologies.

Companies involved in the production of electric cars and solar panels should prioritize transparency and accountability, ensuring that their raw material sourcing aligns with strict environmental and social standards. Governments should enforce regulations that encourage sustainable practices and responsible mining, while also promoting research and development of cleaner alternatives.

As consumers, we have the power to drive change through our choices. By supporting companies that demonstrate a commitment to ethical sourcing and sustainability, we can exert pressure on the industry to adopt greener practices. It is crucial to educate ourselves about the environmental and social impact of the products we purchase, and to demand greater transparency from manufacturers.


While the environmental benefits of electric cars and solar panels are evident, it is important to acknowledge the complexities of their production processes. The raw material sourcing required for these technologies can have adverse environmental and social consequences if not managed responsibly. As we strive for a more sustainable future, it is imperative that we hold companies accountable and advocate for responsible practices throughout the supply chains. By doing so, we can ensure that the green technologies we embrace align with our values and truly contribute to a cleaner, healthier planet for future generations.

How to Make the Most of Your Time Between Jobs and Boost Your LinkedIn Profile

Losing your job or quitting your current one can be a stressful and uncertain time. You may feel anxious about finding a new opportunity, or unsure about what direction to take your career. However, you can also use this time as an opportunity to grow, learn, and improve yourself. Here are some tips on how to make the most of your time between jobs and boost your LinkedIn profile.

1. Update your resume and cover letter

The first thing you should do when you are between jobs is to update your resume and cover letter. Make sure they reflect your most recent achievements, skills, and experiences. Highlight the value you can bring to potential employers and showcase your accomplishments with numbers and results. Use keywords that are relevant to your industry and target roles. You can also tailor your resume and cover letter to each job you apply for, using the job description as a guide.

2. Network with people in your field

Networking is one of the most effective ways to find new opportunities and get referrals. You can network with people in your field by reaching out to your existing contacts, such as former colleagues, managers, clients, or mentors. You can also expand your network by attending events, joining online groups, or asking for introductions. When you network, be genuine, helpful, and respectful. Don’t just ask for favors or jobs, but offer value and support as well. You can also follow up with your contacts and keep in touch until you find a new job.

3. Optimize your LinkedIn profile

LinkedIn is a powerful tool for building your personal brand, showcasing your expertise, and attracting recruiters. To optimize your LinkedIn profile, you should:

  • Add a professional profile photo and a background image that reflect your personality and brand.
  • Write a catchy headline that summarizes who you are, what you do, and what you offer.
  • Write a summary that expresses your mission, motivation, and skills. Use bullet points or short paragraphs to make it easy to read.
  • Add relevant skills and endorsements that demonstrate your abilities and credibility.
  • Request recommendations from people who can vouch for your work quality and character.
  • Add media, such as articles, videos, or presentations, that showcase your work samples or achievements.
  • Update your current position with a brief description of what you are doing or looking for.
  • Join groups, follow influencers, and engage with posts that are related to your industry or interests.

4. Learn new skills or improve existing ones

Learning new skills or improving existing ones can help you stay competitive and relevant in the job market. You can learn new skills or improve existing ones by taking online courses, reading books or blogs, watching videos or podcasts, or doing projects or exercises. You can also showcase your new skills on your resume, cover letter, LinkedIn profile, or portfolio. Learning new skills or improving existing ones can also boost your confidence and motivation.

5. Volunteer for a cause you care about

Volunteering for a cause you care about can be a rewarding and meaningful way to spend your time between jobs. Volunteering can help you:

  • Make a positive impact on the world and the lives of others.
  • Meet new people who share your values and passions.
  • Gain new skills or experience that can enhance your resume or LinkedIn profile.
  • Explore new interests or career paths that you may not have considered before.
  • Feel happier and more fulfilled.

You can find volunteer opportunities by searching online platforms, such as [VolunteerMatch] or [Idealist], or by contacting local organizations that align with your goals.

6. Read books on people skills

Reading books on people skills can help you learn from the experts and gain new insights and perspectives on how to communicate, connect, and influence others effectively. You can choose from a variety of books on topics such as:

  • How to make small talk and avoid awkwardness
  • How to influence people in a virtual world
  • How to network with introverts
  • How to design products for how people think
  • How to lead with humility and trust

Some of the best books on people skills are:

  • Better Small Talk: Talk to Anyone, Avoid Awkwardness, Generate Deep Conversations, and Make Real Friends – Patrick King
  • Can You Hear Me?: How to Connect with People in a Virtual World – Nick Morgan
  • Taking the Work Out of Networking: An Introvert’s Guide to Making Connections That Count – Karen Wickre
  • Design for How People Think: Using Brain Science to Build Better Products – John Whalen
  • Humble Leadership: The Power of Relationships, Openness, and Trust –  Edgar H. Schein and Peter A. Schein
  • Skill with People – Les Giblin
  • Everyone communicates very few connect – John C Maxwell
  • Go Giver – Bob Burg
  • How to Win friends and Influence people – Dale Carnegie
  • How To Talk To Anyone – Leil Lowndes

7. Reach out to people with common interests

Another way to make the most of your time between jobs and boost your LinkedIn profile is to reach out to people with common interests. You can do this by:

  • Searching for people who have similar skills, backgrounds, or goals as you
  • Sending personalized invitations to connect with them
  • Sharing relevant content or insights that they might find valuable
  • Asking for advice or feedback on your work or career
  • Offering your help or support on their projects or challenges
  • Initiating conversations or discussions on topics that interest you both

Reaching out to people with common interests can help you:

  • Build rapport and trust with potential employers, clients, or partners
  • Learn from their experiences and perspectives
  • Discover new opportunities or collaborations
  • Expand your network and visibility
  • Showcase your personality and passion

8. Write articles and share your experiences with others on LinkedIn

Writing articles and sharing your experiences with others on LinkedIn can help you:

  • Demonstrate your thought leadership and expertise in your field
  • Provide value and insights to your audience and network
  • Showcase your writing skills and creativity
  • Generate feedback and engagement from your readers
  • Boost your visibility and credibility on the platform

You can write articles and share your experiences with others on LinkedIn by:

  • Choosing a topic that is relevant, timely, and interesting to your target audience
  • Writing in a clear, concise, and engaging style that reflects your voice and tone
  • Using headings, bullet points, images, or videos to make your article easy to read and visually appealing
  • Providing examples, data, or stories to support your points and arguments
  • Ending with a call to action or a question to invite your readers to comment or share their opinions
  • Publishing your article on LinkedIn using the [Publishing Tool] and sharing it with your network and groups

Writing articles and sharing your experiences with others on LinkedIn can also help you:

  • Learn from the feedback and comments of your readers
  • Connect with new people who are interested in your topic or field
  • Discover new ideas or perspectives that can inspire you
  • Improve your writing skills and confidence


Being between jobs can be challenging, but it can also be an opportunity to grow, learn, and improve yourself. By following these tips, you can make the most of your time between jobs and boost your LinkedIn profile. This way, you can increase your chances of finding a new job that suits your needs and aspirations.

What is a Master Data Synchronisation and Why is it Needed?

Reliable, consistent master data is essential for supply chain success. Unfortunately, however, many businesses have inadequate procedures in place to safeguard their master data, and run the risk of experiencing costly errors as a result.

Thankfully, it is possible to eliminate data issues across individual partner connections by conducting a master data synchronisation (or master data sync). In this article we look at what a master data sync is, why it’s needed, where people often go wrong, and the correct way to handle one.

What is a master data synchronisation?

A master data sync is a process in which you and your business partner examine your master data to ensure that you are both using the same master data elements and the same information for each element.

Data must be consistent within each individual message exchange and across multiple exchanges to ensure streamline B2B integration. Usually, EDI heavily builds on unique identification numbers for all involved parties, goods and services and does not rely on natural language descriptions. E.g. one does not refer to a supplier as “Supplier A Ltd” or a customer as “Customer B Inc.”. Instead unique IDs are used, which must be known to all involved parties. For example, if you refer to a supplier as “A” and a customer as “B”, your partner must adopt the same identification approach to avoid your ERP system (and theirs) pulling through the wrong information from EDI messages.

Typically it is the larger partner – i.e. the “onboard-er” rather than the “onboard-ee” – that dictates what should be used.

Why is syncing master data important?

EDI messages save businesses a significant amount of time and money by optimising B2B processes through automation. If master data is not aligned, however, data errors will occur – and worse still, these errors may not be immediately obvious.

If spotted, errors can be fixed through time-consuming manual intervention. If not spotted, simple errors such as an incorrect delivery address for a large order can ultimately disrupt your entire supply chain and cost your business dearly.

Syncing master data thus provides peace of mind and helps ensure your supply chain runs smoothly.

When should I do a master data sync?

Master data should always be synced before a partner onboarding and whenever there is a change/update of master data on the side of one partner that is relevant to the other partner. This way there is a much reduced risk of errors happening once your connection is up and running. The mapping process is also much faster and simpler when master data has been synced in advance.

What are the most commonly used master data elements?

While master data can extend to include whatever data you want, the most common types of master data in the context of EDI are as follows…

Mailbox IDs (AKA technical sender / receiver information)

This is the ID of the mailbox that the invoice (or other message) is sent to. It is not the same as the invoice recipient or the delivery point. Essentially the Mailbox ID is like the information you put on an envelope; it may not bear any resemblance to the information contained in the letter inside. Though often overlooked, Mailbox ID is an important master data element and should be stored in the ERP system along with the above elements.

Usually unique IDs such as Global Location Numbers (GLN) or DUN & Bradstreet Numbers (DUNS) are being used. However, bilaterally agreed IDs are also possible.

The following example shows two mailbox IDs in action in an EDIFACT purchase order message.

UNA:+.? ‘ UNB+UNOC:3+7810029032309:14+7347339003422:14+211025:1750+138841++ORDERS+++4711′ UNH+1+ORDERS:D:01B:UN:EAN010′

In the example above 7810029032309 uniquely identifies the sender’s mailbox and 7347339003422 the receiver’s mailbox. Both IDs are Global Location Numbers (GLN).

Involved business partners and their IDs

As with Mailbox IDs, unique IDs such as GLN or DUNS numbers are being used to identify business partners. In some scenarios custom IDs, such as the customer’s business partner IDs can be used as well (though this is discouraged by EANCOM).

The following example shows two business partners in an EDIFACT message.



The first line identifies the buyer using a GLN and the second line identifiers the supplier using a GLN.

Usually, EDI files contain some of the following roles (non exhaustive list):

  • Supplier – The party supplying the item(s) being purchased.
  • Customer / Buyer – The party purchasing said item(s).
  • Delivery point / Ship to – The delivery address (this should not be confused with any other address connected with the customer).
  • Ultimate consignee – The party that will ultimately receive the final item(s).
  • Invoice recipient – The party that receives the invoice. Significantly this is not necessarily the customer. For example, if a shop was to buy something, the invoice recipient may well be their headquarters rather than that particular shop.

For more information on the various parties used in EDIFACT, see our blog post on how to use EDIFACT parties correctly.

Usually, an EDI message exchange consists of multiple different messages, e.g. in case of EDIFACT:

  • ORDERS (Purchase Order)
  • ORDRSP (Purchase Order Response)
  • DESADV (Despatch Advice)
  • INVOIC (Invoice)

In such a case it is important that the used IDs remain consistent among the exchanged document types. If the buyer is identified in the original ORDERS message as for instance:


…the exact same GLN 7870037600032 must be provided as the NAD+BY in all other consecutive messages as well (ORDRSP, DESADV, INVOIC).

Exchanged material and service identifiers

The materials or services associated with an EDI message are identified using a unique number as well. Instead of using the supplier’s article numbers or the customer’s article numbers, usually a globally accepted and unique system is adopted. Similar to Global Location Numbers (GLN) for identifying the involved parties and mailbox IDs in EDI, Global Trade Identification Numbers (GTIN) can be used to uniquely identify exchanged goods and services. Oftentimes a combination of both is used – e.g., GTINs are used alongside with the supplier’s article numbers. Thus, the receiving system can be built on any of the two numbers.

The following examples shows an exemplary line item from an EDIFACT message.





The first line is the GTIN of the exchanged product. In addition the second line provides the buyer’s article number and the third line the supplier’s article number. Line four contains the free text description of the product for informational purposes only.

These are only a handful of the many possible master data parties. Different industries have different essential master data parties, and some businesses prefer to exchange more granular data than others. For example, the full codelist for parties in EDIFACT can be found here. Please note that different EDI standards use different codes/names for master data parties.

Where people go wrong

Just as IT systems and EDI solutions typically grow and evolve over time, so master data, too, is often historically grown. Over the years it is common for certain master data fields to be conflated, with conflation of a company address and delivery location being possibly the most common example.

Another very common issue concerns the use of the “technical sender / receiver” (AKA “Mailbox ID”) element, which may be, but crucially does not have to be identical to the IDs used in the EDI message.

But master data errors can happen across any of the hundreds of different master data parties. What’s more, these errors will multiply over time unless necessary measures are taken. As a result, by far the biggest master data mistake companies make is not conducting a thorough master data sync before a new onboarding.

Who should handle a master data synchronisation?

While it may seem like your EDI provider would be the most logical candidate to handle master data synchronization, in reality the best person to handle such a project is the person best acquainted with the data and how it is used by your business. Although your EDI service provider may be very knowledgeable about your partner connections, they would only act as a middleman in a master data sync project as they are not able to make key business decisions when it comes to how you want data to be used/stored. The fastest and most efficient way to complete such a project is through direct communication between the employees with the most relevant experience in both you and your partner’s organisations.

However, your EDI provider may certainly help you with decisions on how and where to store EDI IDs in your ERP system. In particular if deep EDI/ERP integration solutions are used, such as ecosio’s integrations for ERP systems like SAP, Microsoft, Infor and the like.

Want more information?

If you would like help or advice on master data, partner onboarding, or any other EDI topics, please get in touch. We are always happy to help!

You can also find a wide selection of articles, webinars, white papers and infographics in our resources section.

Navigating Late Payment Woes: A Comparative Analysis of Small Business Challenges in the UK and India B2B Markets


Late payments remain a persistent issue for small businesses worldwide, impacting cash flow and hindering growth prospects. In both the UK and India, the problem is particularly acute in the Business-to-Business (B2B) sector, where larger corporations often delay payments to smaller suppliers. Despite efforts to address this issue, it continues to pose significant challenges. This article delves into the late payment landscape in the UK and India, comparing their respective legislations and proposing strategies for improvement.

Current Situation in the UK:

In the UK, late payments are a prevalent issue, with small businesses bearing the brunt of the burden. According to the Federation of Small Businesses (FSB), thousands of businesses close annually due to late payments, with outstanding debts exceeding £23 billion. Moreover, research by Pay.UK indicates that over half of small businesses experience delayed payments, averaging around £8,500 per invoice.

Legislation in the UK:

Legislation in the UK includes the Late Payment of Commercial Debts (Interest) Act, which provides small businesses with the right to claim interest, compensation, and reasonable debt recovery costs for overdue payments. However, enforcement remains a challenge, and many small businesses are reluctant to pursue legal action against larger clients due to concerns about damaging business relationships.

Comparison with India:

In India, late payments also plague small businesses, contributing to cash flow constraints and operational challenges. However, the legal framework addressing late payments differs from that of the UK. India’s Micro, Small, and Medium Enterprises Development (MSMED) Act mandates that buyers must make payments to suppliers within 45 days of the acceptance of goods or services. Failure to do so entitles the supplier to claim compound interest at three times the bank rate notified by the Reserve Bank of India (RBI).

Challenges Faced by Small Businesses in India:

Despite the existence of legislation, small businesses in India encounter various challenges related to late payments. Enforcement of payment terms can be lax, with larger corporations often exploiting their bargaining power to delay payments without repercussions. Additionally, navigating the legal process to recover overdue payments can be cumbersome and time-consuming for small business owners.

Proposed Solutions:

To address late payment issues in both the UK and India, several measures can be considered:

Strengthening Enforcement: Both countries should enhance enforcement mechanisms to ensure compliance with payment terms. This could involve streamlining legal processes, establishing dedicated dispute resolution mechanisms, and imposing stricter penalties for non-compliance.

Promoting Financial Inclusion: Encouraging the use of digital payment platforms and facilitating access to financing options, such as invoice discounting and factoring, can help alleviate cash flow pressures for small businesses in both markets.

Raising Awareness: Educating small business owners about their rights and available recourse mechanisms is essential to empower them to assert their interests and hold larger clients accountable for timely payments.


Late payments continue to pose significant challenges for small businesses in both the UK and India. By strengthening legislative frameworks, promoting financial inclusion, and raising awareness among stakeholders, both governments can take proactive steps to address this issue and create a more conducive environment for small business growth and sustainability. Collaboration between policymakers, businesses, and financial institutions is crucial to drive meaningful change and foster a culture of prompt payment in B2B transactions.

Unlocking Social Value: A Guide to Corporate Social Value Investing in the UK

Introduction: In recent years, the concept of social value investing has gained significant traction, especially among corporates aiming to align profit-driven objectives with positive societal impact. This article explores the essence of social value investing and offers insights into how corporates in the UK can effectively implement it, with examples illustrating real-world applications.

Understanding Social Value Investing: Social value investing involves deploying financial resources to generate measurable social and environmental benefits alongside financial returns. It emphasizes the integration of social impact metrics into investment decisions and prioritizes initiatives that address pressing societal challenges. At its core, social value investing seeks to create shared value for both investors and society at large.

Implementing Social Value Investing in UK Corporates:

  1. Define Social Impact Goals: UK corporates can start by defining clear social impact objectives that align with their business values and objectives. This involves identifying key areas for intervention, such as education, healthcare, or environmental sustainability, where the company can make a meaningful difference.
  2. Partner with Social Enterprises: Collaboration with social enterprises and non profits can amplify the impact of corporate social value investments. By leveraging the expertise and networks of these organizations, corporates can effectively address societal challenges while fostering innovation and inclusivity.
  3. Integrate Social Metrics: Incorporating social impact metrics into corporate reporting frameworks is essential for tracking progress and demonstrating accountability. Tools such as Social Return on Investment (SROI) and Impact Management Project (IMP) provide frameworks for measuring and reporting social value creation.
  4. Employee Engagement: Engaging employees in social value initiatives fosters a sense of purpose and belonging within the organization. UK corporates can offer volunteer programs, skills-based volunteering opportunities, and employee donation matching schemes to encourage active participation in social impact activities.
  5. Sustainable Supply Chain Practices: Embedding social value principles into supply chain management is crucial for ensuring ethical sourcing, fair labour practices, and environmental sustainability. UK corporates can work closely with suppliers to promote responsible business practices throughout the supply chain.

Examples of Social Value Investing in UK Corporates:

  1. Tesco’s Community Food Connection: Tesco, one of the UK’s largest retailers, launched the Community Food Connection program in partnership with food redistribution charity Fare Share. Through this initiative, Tesco donates surplus food to local community groups, reducing food waste and addressing food poverty.
  2. Barclays’ Digital Eagles: Barclays Bank has implemented the Digital Eagles program, where employees volunteer their time to provide digital skills training to individuals and businesses across the UK. By empowering people with digital literacy, Barclays contributes to bridging the digital divide and promoting financial inclusion.


  • “Impact Investing: Transforming How We Make Money While Making a Difference” by Jed Emerson and Antony Bugg-Levine.
  • “The Power of Impact Investing: Putting Markets to Work for Profit and Global Good” by Judith Rodin and Margot Brandenburg.

Conclusion: In conclusion, social value investing presents a compelling opportunity for UK corporates to drive positive societal change while achieving financial returns. By embracing the principles of social value investing and implementing tailored strategies, corporates can unlock new avenues for creating shared value and contributing to a more equitable and sustainable future.