Hello and welcome to episode 2 of my newsletter to see the big picture and build the future we want.

I’m really delighted to see you here!

This week, I’ll explain how the world's supply chains are being rewritten and what that actually means for your work, your organisation, and your career.

Here's what's inside episode 2 of Wide Angle:

I. A curated job board for sustainability and climate roles

II. Three signals you shouldn't miss this week

III. A deep analysis on the new logic of capitalism and a framework for what to do next

The sustainability job market is no longer expanding broadly. It is reorganising around a smaller number of high-pressure nodes: regulation, infrastructure, finance, and industrial transition.

Good luck ! This is a market where depth now matters more than breadth, and positioning matters as much as experience.

💼 Energy Policy Manager — Climate and Community Institute
Remote, USA. Strategy and policy role at the intersection of climate and energy transition.
→ https://climateandcommunity.org

💼 Innovation & Sustainability Analyst — WindEurope
Brussels, Belgium. Policy and industry analysis focused on European wind energy systems.
→ https://windeurope.org

💼 Senior Programme Lead, Climate Finance (GEF & GCF) — IUCN
Gland, Switzerland. Lead climate finance programming within a global conservation organisation.
→ https://iucn.org/jobs

💼 Senior Technical Officer, Biodiversity and Climate — IUCN
Gland, Switzerland (Washington DC also considered). Role bridging biodiversity science and climate policy.
→ https://iucn.org/jobs

💼 Environmental Sustainability Specialist — Vantiva
Lisbon, Portugal. Corporate sustainability integration in a global technology company.
→ https://vantiva.com/careers

💼 Sustainability Role — Givaudan
Switzerland. Corporate sustainability within global fragrance and ingredients value chains.
→ https://linkedin.com/jobs/view/4427562800

💼 Sustainability Officer — Natural History Museum London
London, UK. Institutional sustainability strategy and operations.
→ https://jobs.nhm.ac.uk/Job/JobDetail?JobId=845

💼 Governance & Executive Support Officer — Natural History Museum London
London, UK. Governance, coordination, and executive-level institutional support.
→ https://lnkd.in/etacifR8

💼 Sustainability Specialist — Nintendo
Global. Sustainability integration in electronics and entertainment supply chains.
→ https://careers.nintendo.com

💼 Standards & Certification Specialist — Tony’s Chocolonely
Amsterdam, Netherlands. Supply chain standards, traceability, and ethical sourcing systems.
→ https://jobs.tonyschocolonely.com

💼 Global Project Manager, Early Warnings for All — UNDP
Remote / Europe. Global climate risk and early warning systems programme leadership.
→ https://jobs.undp.org

💼 Policy Programmes Lead — The British Academy
United Kingdom. Policy design and research programme leadership.
→ https://www.thebritishacademy.ac.uk/about/jobs

💼 Sustainability Reporting Manager — Roca Group
Barcelona, Spain. Corporate sustainability reporting and disclosure systems.
→ https://linkedin.com/jobs/view/4425188005

💼 Human Rights Program Manager — Hewlett Packard Enterprise
Global. ESG, human rights, and corporate responsibility governance.
→ https://linkedin.com/jobs/view/4424748766

💼 EPR / Circular Economy Coordinator — Circular Action Alliance
United States (remote). Extended Producer Responsibility and circular systems implementation.
→ https://www.tealhq.com/job/epr-coordinator_7ea1a97501853ed924403f673baf90330423a
→ https://www.remoterocketship.com/us/company/circular-action-alliance-org/jobs/analyst-eco-modulation-united-states-remote/

💼 Packaging Sustainability Innovation Manager — Colgate-Palmolive
USA. Packaging systems redesign and sustainability innovation.
→ https://jobs.colgate.com/job/Piscataway-Manager%2C-Packaging-Sustainability-Innovation-NJ/173687-en_US/
→ https://jobs.monster.com/job-openings/manager-packaging-sustainability-innovation-piscataway-nj--0cd38f31-b5c8-4c2a-a4b6-0046c1ceba3f

💼 Sustainability Reporting & Compliance Specialist — Tony’s Chocolonely
Netherlands. ESG reporting and supply chain compliance systems.
→ https://jobs.tonyschocolonely.com/o/sustainability-reporting-compliance-specialist

💼 Circular Economy / Sustainability Strategy Role — NetApp
Global. Technology-driven sustainability and circular systems design.
→ https://jobs.trellis.net/sustainability-specialist-circular-economy-c78254b49bb8

💼 Sustainable Materials & Circular Economy Engineer — General Motors (BSR listing)
USA. Industrial materials transition and circular manufacturing systems.
→ https://www.bsr.org/en/careers/job-openings/sustainable-materials-and-circular-economy-engineer

💼 Global Head of Sustainable Products, Packaging & Circularity — Anthesis Group
UK / Global. Systems transformation across value chains and circular economy design.
→ https://www.climatechangecareers.com/job/anthesis-group/london-united-kingdom/global-head-of-sustainable-products-packaging-circularity-value-chain-transformation/

💼 Sustainability / Data Center Infrastructure Role — Microsoft
Amsterdam / Global. Climate, energy and infrastructure transition in digital systems.
→ https://www.microsoft.com/en-us/

💼 Supply Chain & Battery Materials Role — Rivian
USA. Critical minerals, EV supply chains, and energy transition manufacturing systems.
→ https://www.rivian.com/

💼 Advanced Sustainability Systems Role — Patagonia
USA. Systems innovation, product transformation, and environmental strategy.
→ https://www.patagonia.com/

💼 Waste & Circularity Strategy Role — Walmart
USA. Large-scale retail systems transformation and circular economy strategy.
→ https://careers.walmart.com/us/en/jobs/R-2297908

💼 Circular Design / Recycling Systems — TU Delft
Netherlands. Academic research in circular economy systems and industrial design.
→ https://www.tudelft.nl/en/

💼 Circular Economy Research Roles — University of Exeter / NMIS
UK. Industrial transition, materials systems, and circular economy research.
→ https://www.exeter.ac.uk/

💼 Circular Economy PhD / Materials Innovation — University of Nottingham
UK. Academic research in materials, sustainability and industrial transformation.
→ https://www.nottingham.ac.uk/

If you are only looking for remote jobs in sustainability, subscribe to Sofia's newsletter here: https://remote-jobs-in-sustainability.beehiiv.com/

🔗 Looking for an International Job? Make Better Use of Your Time

Searching for opportunities in international organisations can feel overwhelming. UN agencies, development banks, NGOs, and multilateral institutions post roles across dozens of different platforms, often with unclear eligibility rules, complex requirements, and highly bureaucratic language. You may spend hours applying to roles you were never truly eligible for, while missing the ones that actually fit your profile.

This is even more true today. The international job market has become more competitive, with fewer open positions in some areas and significantly higher numbers of applicants per role. Job searching is no longer just about effort — it is about how effectively you filter signal from noise.

This is where Dotint comes in. Instead of functioning as a traditional job board, it acts as a matching and filtering system. You upload your CV and preferences, and the platform continuously scans opportunities across more than 190 organisations. It applies eligibility checks — nationality, language, grade, contract type — to remove roles you are unlikely to qualify for and surface the ones that actually match your profile.

Each opportunity is organised into clear categories: Apply, Maybe, or Skip. No more second-guessing every listing. The platform also helps you tailor your CV and cover letters to specific vacancies.

Use my personal invitation code to get priority access:

→ Sign up here: my.dotint.careers/invite 🔑 Invitation code: SSFW2JV7

Every supply chain briefing I read this week was focused on the same thing: tariffs, shipping rates, supplier diversification. All real. All important. All missing the bigger picture.

The deeper story is not about this quarter's disruptions. It is about a structural shift in the logic of global trade that has been building for years and is now impossible to ignore.

Here are the three signals that matter most right now.

Shift 3: Critical minerals are the new oil … and the race has moved underwater

Critical minerals access is temporarily easier. That window closes soon.

In October 2025, China agreed to temporarily relax export controls on gallium, germanium, rare earth elements, and graphite, materials essential for semiconductors, batteries, EVs, renewable energy systems, and defence technologies. That pause expires on 10 November 2026.

If the suspension is not extended, tighter controls return. According to the IEA, a return to October 2025-level restrictions could put approximately $6.5 trillion in annual economic activity at risk, primarily in automotive and electronics.

This is not a niche supply chain concern. Gallium is essential for 5G infrastructure and military radar. Germanium underpins fibre optic networks and infrared imaging. Graphite is the dominant anode material in every lithium-ion battery currently produced at scale. There is no short-term substitute for any of them at commercial volumes.

What makes November 2026 particularly significant is that it coincides with a broader hardening of China's posture on resource leverage. The relaxation was always framed as temporary and conditional, a diplomatic gesture, not a structural concession. The organisations that treated it as a permanent reprieve have not been paying attention.

But here is what most supply chain analysts are missing: the race for critical minerals is no longer confined to land. The scramble has moved to the ocean floor and the rules governing it are now breaking down in real time.

The deep seabed contains polymetallic nodules (mineral deposits accumulating for millions of years) concentrated in areas like the Clarion-Clipperton Zone in the Pacific. They hold precisely the minerals the energy transition requires: manganese, nickel, cobalt, copper, and rare earth elements. The same materials China controls on land exist in vast quantities four thousand metres underwater. Which is exactly why the geopolitical pressure to access them is now overwhelming the governance systems designed to protect them.

Under UNCLOS, the seabed beyond national jurisdiction is defined as the "common heritage of humankind." No state or private actor can claim sovereignty over it. Any exploitation must benefit humanity as a whole. The International Seabed Authority (ISA), headquartered in Kingston, Jamaica, is the body mandated to regulate all mineral-related activities in this zone, and crucially, to adopt a mining code before commercial extraction can be authorised under international law.

That code does not yet exist.

Into that legal vacuum, The Metals Company (TMC) moved aggressively. When the ISA failed to adopt a mining code within the expected timeframe, TMC invoked the so-called "two-year rule", a UNCLOS provision designed as a safeguard against institutional paralysis, not as a commercial accelerator. TMC then sought to proceed under US domestic law, specifically the Deep Seabed Hard Mineral Resources Act (DSHMRA), which allows the US government to issue extraction licences entirely outside the UNCLOS framework. The Trump administration issued TMC a commercial extraction licence, the first of its kind in history, effectively authorising seabed mining outside the multilateral system.

This has no precedent in ocean governance. It is a direct challenge to the legal principle that the deep seabed belongs to no one, and to everyone. Several states have filed or signalled challenges before the International Tribunal for the Law of the Sea (ITLOS). The questions at stake : whether unilateral US licensing is compatible with customary international law, what liability attaches to sponsoring states, and whether the two-year rule can be weaponised this way, are unresolved and will define ocean governance for decades.

The ISA now faces an existential test. It resumes Part II of its 31st session in Kingston in late June, running through July, the first major governance confrontation since TMC's licence was issued and the legal challenges filed. The ISA Council must address not only the missing mining code, but the more fundamental question of whether the institution retains the authority and the political will to govern a domain that powerful state and commercial actors are now choosing to act outside of. The outcome in Kingston this summer will reverberate far beyond the negotiating room.

The environmental dimension compounds everything. Deep-sea ecosystems are among the least understood and most fragile on the planet. Sediment plumes from mining operations can travel hundreds of kilometres. Species found nowhere else, and carbon sequestration processes still being mapped, face disturbance with no restoration pathway. What is disrupted at four thousand metres does not recover on any timescale relevant to human decision-making.

My take:

The November 2026 mineral deadline and the Kingston ISA session are not separate stories. They are the same story, told from two different angles. On land, China is using export controls to convert mineral dominance into geopolitical leverage. Underwater, the United States is using unilateral licensing to bypass the multilateral system entirely. Both moves reflect the same logic: in the capitalism of finitude, whoever controls access to critical resources controls the terms of the energy transition. The governance frameworks we built in the twentieth century were not designed for this confrontation. What happens at the ISA this summer will determine whether the principle of the common heritage of humankind survives or becomes its first major casualty.

→ Read the full report by the Andersen Institute

Risks used to arrive one at a time. They don't anymore.

The report "Era of Exponential Risk" describes a fundamental shift: supply chain disruptions no longer happen sequentially, but simultaneously, reinforcing each other. A geopolitical tension raises energy prices. That raises transport costs. That disrupts manufacturing and demand, all at once. Before any single shock has resolved, the next one has already landed on top of it.

Most organisations still manage risks separately, with different teams looking at different threats in isolation. Most supply chain risk systems were designed before 2022, when disruptions were more linear and easier to model. Since then, the pandemic, the war in Ukraine, growing technology and trade fragmentation, and the acceleration of climate-related physical risks have permanently changed the operating environment.

The Bonn Climate Change Conference, currently underway, is itself a live illustration of this compounding dynamic. Delegates are simultaneously negotiating fossil fuel transition roadmaps, climate finance mechanisms, and adaptation frameworks, each of which depends on the others, and none of which can be resolved in isolation. Meanwhile, the GEF just announced $3.9 billion in initial pledges for its ninth replenishment, below the level of each of the last four replenishments. The multilateral system is being asked to do more with less, at exactly the moment when the risks it is meant to address are multiplying.

My take:

Companies don't need to update their risk frameworks. They need to replace them. The real urgency is how fast they can redesign them to handle overlapping, compounding shocks and how quickly sustainability teams can stop working in silos separate from geopolitical and financial risk functions.

→Read Moody’s report

📦 Supply Chain Management — Rutgers University (Coursera)

Understanding supply chains is no longer just for logistics professionals. It is becoming a core strategic skill for sustainability leaders, investors, policymakers, and executives navigating a more uncertain world.

→ Enroll here

Why it matters: you will understand how disruptions ripple through economies and develop a systems perspective on trade and resilience.

It shows how aligned, or fragmented, the world's richest democracies actually are.

The G7 is meeting in Évian, France this week. It rarely produces binding decisions. What it reveals is something more important: whether a shared strategic worldview still exists under pressure, or whether coordination is increasingly held together by inertia rather than conviction.

When confronted with war, energy shocks, trade tensions and technological disruption, are these countries actually aligned? The G7 exposes the answer in real time.

My take: Watch what they don't agree on. That is the real signal. Small shifts in tone at G7 are closely read by markets and geopolitical actors precisely because formal consensus is rare and fragile.

→ Read the press release here

The Rules Just Changed: What the New Capitalism Means for Your Organisation

French economist Arnaud Orain, in his 2025 book ‘The confiscated world’, argues that we are not living through a temporary disruption of liberal capitalism. We are living through its replacement.

For roughly 70 years, from the end of World War II through approximately 2016, the dominant logic of global trade was expansionary and optimistic. Commerce creates mutual benefit, and the system grows when all participants play by shared rules. Orain calls this liberal capitalism. He argues it was the historical exception, not the rule.

For most of the past four centuries, the dominant logic was mercantilist: the militarization of trade routes, the scramble for control of finite resources, and the belief that economic advantage is captured, not created. What comes next, Orain calls capitalism of finitude. And it has direct, operational consequences for how supply chains must be designed.

Shift 1: From efficiency to control

The supply chain logic of the past 30 years was built around efficiency: minimize cost, maximize throughput, reduce inventory, concentrate production where comparative advantage is strongest. This produced extraordinary results. It also produced extraordinary fragility. The shift from just-in-time to just-in-case is not a temporary response to COVID-era disruptions. It is a permanent architectural change.

My take:

Just-in-time was never a supply chain strategy. It was a bet that the world would stay stable. That bet is off.

Shift 2: Geography has returned as a strategic variable

For three decades, geography was largely irrelevant to supply chain design. Countries are now scrambling for control of Greenland's minerals and maritime routes. Tensions over the Panama Canal have returned. China is building new trade corridors across Eurasia. The political map and the supply chain map are converging.

My take:

Organisations whose sourcing decisions do not yet incorporate systematic geopolitical monitoring are operating blind. This is no longer a niche concern. It is a core business function.

Shift 3: Critical minerals are the new oil

China accounts for approximately 80% of global primary gallium production, around 60% of rare earth refining, and near-total dominance in the processing of medium and heavy rare earth elements. Those materials underpin wind turbines, electric vehicle drivetrains, advanced semiconductors, and defence systems. China is converting its upstream position in critical minerals into a formal geopolitical leverage mechanism, systematically, deliberately, and with growing sophistication.

This competition is now expanding beyond land-based extraction into new frontiers such as deep-sea mining. The debate is no longer only about environmental limits. It is about competing legal and geopolitical worldviews of the ocean itself. Under UNCLOS, seabed resources in international waters are treated as the "common heritage of humankind," governed through the International Seabed Authority. The United States is advancing a more unilateral legal pathway through its own Deep Seabed Hard Mineral Resources Act, effectively allowing domestic licensing outside the UNCLOS framework. The Metals Company (TMC) has recently initiated legal action challenging elements of the regulatory and permitting environment, underscoring how contested seabed governance has become at the intersection of law, industry, and geopolitics.

My take: The ocean is the next frontier of resource competition. The governance frameworks we built in the 20th century were not designed for this.

Shift 4: Regulatory divergence is now a supply chain cost

The EU's Carbon Border Adjustment Mechanism (CBAM) will impose carbon-based tariffs on imported goods from 2026. The Corporate Sustainability Due Diligence Directive (CSDDD) requires large companies to assess and address environmental and human rights risks across their entire supply chain. In the United States, California's SB 253 mandates large companies to disclose their full emissions, including Scope 1, 2, and 3.

These policies are not isolated. They reflect a growing fragmentation of global regulation, where different regions are creating different rules for carbon, supply chains, and corporate responsibility.

My take: Monitoring regulation is no longer just a compliance task. It is becoming a core part of strategic and competitive intelligence. The organisations that understand this first will have a structural cost advantage over those that don't.

Shift 5: The climate disruption and the geopolitical disruption are the same disruption

Most sustainability teams still treat climate risk and geopolitical risk as separate workstreams. They should not. The energy transition requires massive quantities of lithium, cobalt, copper, and rare earth elements. China processes 60% of the world's lithium and 85% of rare earth materials. The Democratic Republic of Congo supplies over 70% of global cobalt. When trade relationships fracture, the supply chain of the energy transition fractures with it.

My take: Climate adaptation and geopolitical diversification are now the same strategic problem. The organisations that see this clearly will move first.

What to Do: A Framework for the New Logic

These five shifts are not isolated events. They are the architecture of a new economic era. Here is how to orient your organisation.

Map your critical dependencies. Which materials, components, or services in your supply chain come from concentrated geographies? If you don't know, that is your first risk. Start there.

Separate price risk from access risk. In the old logic, price was the main supply chain concern. In the new logic, access is the existential concern. Model both scenarios.

Build geopolitical monitoring into your ESG function. The sustainability team now needs to track trade policy, export controls, and resource nationalism, not as background context, but as core inputs to strategic planning.

Use the November 2026 window. EU CBAM reaches full implementation in January 2026. The organisations that have restructured their supply chains before that deadline will have a structural cost advantage over those that scramble after it.

The capitalism of finitude is not a temporary disruption. It is the operating system of the next fifty years.

The organisations that thrive will be those that stop treating sustainability as a reporting function and start treating it as a source of strategic intelligence. The question is not whether your supply chain is sustainable. The question is whether it is resilient enough to function in a world where the rules of trade, access to resources, and the cost of externalities are all changing at once.

That is the wide angle. That is the view leaders need now.

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If this newsletter resonates with you, I work with organisations, teams, and events that want to better understand how the world is changing, across climate, oceans, energy, resources, and global systems.

🎤 Keynotes (conferences, leadership events, summits)

Talks that help audiences understand how to be resilient in a changing environment.

🧠 Workshops (executive teams, institutions, organisations)

Half-day or full-day sessions where we work on your specific context. We map your exposure to global shifts, resources, regulation, climate, geopolitics, and translate them into concrete strategic implications. The goal is not awareness. It is orientation.

🌊 Strategic conversations & advisory sessions

For leadership teams or founders working on complex decisions in uncertain environments.

📍 Custom formats

Every organisation is different. I also design tailored formats for universities, conferences, foundations, and multi-stakeholder events.

Why this matters:

we are moving into a world where climate, geopolitics, energy, and natural resources are no longer separate topics. They are one system. My work is to help people read that system more clearly and make better decisions inside it.

→ To explore working together, reply to this email or reach out at [email protected]

Have a lovely week!

Alix

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