Amplified Impact
Sir Richard Branson on RMI’s evolution and clean energy
Interviewed by Cindie Baker, editorial director at Rocky Mountain Institute
One of the world’s most famous entrepreneurs and philanthropists, Sir Richard Branson hardly needs an introduction. But you might need an introduction to his relationship with Rocky Mountain Institute. In 2009, Branson and a team of like-minded entrepreneurs cofounded the nonprofit Carbon War Room (CWR), with a mission to stimulate business-led market interventions that advance a low-carbon economy. From 2009 to 2014, CWR made significant progress in improving the efficiency of cargo ships and North American trucking fleets and integrating renewables into the grids on Caribbean islands, among other accomplishments. In 2014, CWR merged with RMI to magnify the impact of both. Two and a half years since the merger, we asked Branson about his perspective on the combined organization’s successes and future.
Solutions Journal: The rationale for the 2014 merger of CWR and RMI was simple: two nonprofits tackling very similar challenges became one, making better use of their combined approaches and philanthropic dollars. How has that played out?
Sir Richard Branson: The challenge of tackling climate change is so critical to all of our futures, we felt we needed to work together to go further, faster. Carbon War Room has always had a strong entrepreneurial approach, while RMI is renowned for its strong technical depth. Working together and combining our unique strengths has helped us broaden and speed up the energy revolution.
I’m proud of the impact CWR has had on RMI in helping its growth. RMI has adopted the best of CWR’s characteristics — entrepreneurialism, quick interventions, bold innovation. We are growing our portfolio of programs around the world and ensuring we can generate more impact with every program. We must do this if we are to succeed in creating a clean, prosperous, and secure low-carbon future.
When people see “Rocky Mountain Institute” — which we’re using as the organization’s name — we want them to think about an organization that is audacious, collaborative, optimistic, and smart. We want them to think of essentially the most impactful NGO in the energy space. Carbon War Room’s infusion into RMI is helping make that happen.
SJ: What do you think is the most promising technology for a clean energy future?
SRB: I am actually very excited about graphene, which is a new material developed at the University of Manchester. It is very light and very strong, and I think, when blended with carbon fiber, it will play a big part in creating more fuel-efficient planes in the future. At the same time, I am encouraged by the improving efficiency of solar and wind power, which should make it easier to build up capacity so we can create much more cost-effective sources of energy that are sustainable for the long term.
SJ: RMI regularly expands into new areas, such as combating methane emissions. What do you think about RMI’s ongoing evolution?
SRB: I think such new work is vital if we are going to succeed, not just as an organization, but also as a community in winning the struggle for our climate. We need to constantly push the boundaries of what is considered possible. Helping industry profitably stop methane leaks is a big challenge, but we must find a way to do it, and RMI’s entrepreneurial spirit will help find a new paradigm.
Just as exciting is RMI’s work on blockchain technology via the Energy Web Foundation. The idea of taking the technology behind bitcoin and applying it to the electric system may sound crazy, but it is actually revolutionary. Tackling the carbon emissions of sea freight sounded crazy when Carbon War Room started doing it, and now it’s spreading. It’s only by exploring the limits of the possible that we evolve past business as usual.
SJ: What’s your view of RMI’s international work?
SRB: It’s essential to broaden the base beyond the USA. I learned through building global businesses in many sectors that having strong local partners is critical to success in international markets. It’s no good just having them — listening to them is crucial. That’s what’s so pleasing about the approach that RMI is taking in sub-Saharan Africa and in China. Working closely with local governments and business leaders, and truly learning from the local communities, is the only way to be effective. RMI’s work with mining companies also follows this path.
SJ: Some people see policy as the key to stopping climate change. Do you agree?
SRB: Look, policy is important, but it is not nimble enough or powerful enough to succeed on its own. Business has an important part to play with government and the consumer. When I cofounded Carbon War Room, it was with the idea that business is faster and stronger at making real change. If someone has an audacious idea and an opportunity is revealed, people in business move fast to seize it right away before their competition beats them to it. Entire industries can shift before policymakers have a chance to catch up. That’s why we believe in working directly with industries to reveal the disruptive technologies that make our world cleaner and their businesses more profitable.
SJ: You’ve made Necker Island, in the Caribbean, your home for many years. How does that inform your view of our work with the Clinton Climate Initiative to transition island nations to renewables?
SRB: Islands are special places. Their isolation can make it tough to create quick change. However, it’s critical to free islands from importing expensive diesel fuel to run dirty turbines. It will save them money, release them from dependence on distant suppliers, and improve the quality of life for the people who live there. Even more important, we want these islands to be examples to the world of what a clean energy system can look like.
SJ: Do you have a favorite quote about change that would inspire our readers to join us in the change we’re enabling to transform energy systems? SRB: Buckminster Fuller said, “You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.” I’ve taken this approach in business and philanthropy and it has kept me moving forward, and RMI is doing the same.
Cindie Baker is editorial director at Rocky Mountain Institute.
WEB EXTRA
For more information on this topic visit: https://rmi.org/carbon-war-room/
