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Some writers predict that the world cannot avoid an environmental collapse, others that we have it within our power to mitigate the worst effects of climate change and to make the transition to a sustainable economy.

New research from Pilotlight estimates that 100,000 skilled “climate volunteers” are needed to accelerate environmental action in the UK. Published today, the findings reveal an urgent need amongst environmental charities for professional support from skilled volunteers.

The coronation kicks off more than a new cushion on the throne. It also marks the start of a push for volunteers through a programme called the Big Help Out.

One of the first questions a charity should ask of itself is whether it can achieve its charitable objects on its own, or whether doing so requires co-operation. 

Now, after lockdown and working from home, it’s trends such as the ‘great resignation’ and the rise of the ‘quiet quitters’, the future of work is here - it is, as they say, just unevenly spread.

New research from Pilotlight highlights the strong demand from the UK workforce for their employers to do more to support skills-based volunteering in the community. The research, published today in a report called 'Give your culture a workout', includes new attitudinal research on the public support for employers to do more in this area and outlines the tangible benefits this would bring for the employers themselves.

Pilotlight and our Partner Business Barclays launched 11 projects in September 2022. It’s the biggest cohort of projects launched with a Partner Business in a four-week period yet. The cohort includes Inclusive Leadership and Pilotlight Insight and Pilotlight Direction programmes.

With the support of The National Lottery Community Fund to expand its work in the region, Pilotlight aims to partner with at least 250 experienced senior business leaders who will provide strategic coaching to help local charities become more effective and resilient.

A wave of informal volunteering helped charities and community groups to play a critical role for communities over the pandemic. Now that the cost of living crisis is hitting home, the role for the voluntary sector is once more key, but this time it is not clear that volunteering - or emergency funding - will be able to help.

Last month our Programme Manager Jonas Fathy spoke at the annual general meeting of the all-party parliamentary group (APPG) on volunteering. Pilotlight had been one of many charities working with the NCVO to develop the Vision for Volunteering, and Jonas had been asked to share Pilotlight’s perspective on the Vision.

Little did I know that a seemingly simple email was about to change my perspective in a big way. It was from Pilotlight. Thanking their ‘Pilotlighters’, both past and present, for their contribution to the skills-based volunteering programmes they run in partnership with Barclays. And whilst reading it, the thought struck me that I actually had a lot to thank Pilotlight for.

Something I hear frequently from charity leaders, especially founders, is ‘We can’t say no to someone who needs help!

'It's lonely at the top' is a phrase we often hear.

In my current role at Pilotlight, I have the pleasure to work with impact-driven leaders every day, tirelessly doing their bit to tackle society’s biggest challenges. I am proud that 75% of my project portfolio is organisations led by women.

I joined Comic Relief almost two years ago now, at a moment of great change, joining during the pandemic. It was a great personal change. I'd worked at this other agency for a long time, was quite comfortable and then decided to jump in and work on this side of the fence.

When I think of women in leadership roles, I tend to think of Jacina Ardern (Prime Minister of New Zealand) or Michelle Obama (Former First Lady) and the lessons they’ve modelled to the world; kindness, tenacity, assertiveness.

At seven years old I was a tree-climbing, dress-hating, future astronaut. Aged 17 not much had changed. From an early age, both of my parents encouraged me to strive for whatever I wanted to be, whatever I wanted to do. It was well into my adolescence before I even stopped to consider that being a girl – or more accurately not being a boy - might be a barrier in my future.

I have always been close to my mum and my older sister. I would say my mum is an inspiration to me; I always behave in fear of disappointing her; she's anchored me throughout my life.

When entering a boardroom, my biggest worry was Norm. Now don’t get me wrong, I have nothing against Norm. Norm can genuinely be a nice person.

Every year when I see daffodils begin to poke through winter's coat, it reminds me that spring is coming.

Amelie Busch, Investment Director at Big Society Capital, shares her experience of Pilotlight 360, what she learned, and how the experience helped her become a trustee. 

Governance can be a challenge for charities. It's also often the key to the door that needs to be unlocked before a charity can get to the next stage in its development. Each board faces individual challenges, but over time, we have seen certain trends emerge when exploring the governance of an organisation.

Pilotlight is delighted to welcome Finia Kuhlmann, Amanda Rothwell, Faiz Siddiqui and Angela Halliday to its Board of Trustees.

One of the key attributes that I seek in leaders is the ability to bring the outside in to the business – to be able to listen to and engage with a wide range of internal and external audiences that have a stake in the way they operate.

Over my time at Pilotlight, I’ve worked with all kinds of charity boards — the good, bad and even the ugly. I’ve also had the delight in seeing many of our Pilotlighters go from working with a charity for the first time, to being inspired enough to become a trustee after participating in one our programmes.

I’ve spent my career focused on how to build organisations that engage employees so they give their best. I’ve experienced economic booms and busts, a technological revolution in the way we live and work, and the increased globalisation of business. The consistent theme throughout my 35 year career, is that people give their best when they truly believe in their organisation’s mission.

I knew I wanted a challenge that took me out of my comfort zone.