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If youve bought an Apple Watch recently, you may have noticed a logo with a ring of green leaves on the side of the outer box. Elsewhere on the packaging, the same symbol appears alongside the phrase: carbon neutral. Apple first introduced the mark two years ago with its first carbon neutral productswatches made with 75% fewer carbon emissions, with carbon offsets covering the rest. A carbon neutral Mac mini followed. Now, however, Apple is beginning to phase out the label, and boxes without it could start appearing later this year. The change isnt due to a shift in Apples environmental efforts. Rather, a new EU law is forcing the issue: by September 2026, companies will no longer be allowed to use claims like carbon neutral or climate neutral on packaging, ads, or product pages. Critics say such terms risk misleading consumers. Apple agrees that strong standards are importantbut argues it is losing a way to highlight genuine progress in cutting emissions. “There’s a real impact to not talking about it at a product level, says Sarah Chandler, Apples vice president of environment and supply chain innovation. [Photo: Apple] What carbon neutral meansand why the law changed Companies define carbon neutral in different ways. At a basic level, the phrase, like net zero, means that greenhouse gas emissions are balanced out by carbon removal, either by naturefor example, trees sucking up CO2 as they growor technology like direct air capture. The concept was first applied to countries. When a country calculates its total carbon footprint, it can consider how forests and other carbon removal offset human emissions from factories, buildings, and other sources. But the idea is more controversial when its applied to a single product. Some brands have claimed that a product is carbon neutral when they dont make any changes in manufacturing but just buy carbon offsets equal to the products carbon footprint. In theory, that could be a first steptheres value in understanding in detail where a companys emissions come from, and if the carbon credits support credible projects, its a way to help fight climate change while the company makes plans to directly cut its own emissions. But carbon offsets are cheap to buy, and that can mean that some companies are less motivated to change their own processes quickly. Some low-quality carbon offsets may not actually help at all. Arguably, even when carbon offset projects are carefully managed and do have a measurable benefit, restoring or protecting a forest is not truly equivalent to reducing the use of fossil fuels. Meanwhile, some companies can appear more sustainable than they actually are. In Europe, surveys showed that many people misunderstand carbon neutral to mean that a company has eliminated its own emissions. And because theres so much variation in how brands actually make carbon neutral products, EU regulators decided to ban the claims completely. Apple argues that instead, regulators could require companies to meet a high bar for transparency and accuracy when they call a product carbon neutral. “I think that rather than banning certain terms, it would behoove us all to set high standards and hold people to them, says Chandler. [Photo: Apple] Apples ambitious push to cut emissions When Apple set its internal climate goals in 2020, it was ambitious: by 2030, it aimed to cut emissions 75% across its entire value chain and offset the rest. By midcentury, the company plans to reduce emissions by 90%. It has already made significant progress. That includes building new supply chains for recycled materials, from gold in circuit boards to cobalt in batteries and rare earth elements in magnets. These shifts arent simple; beyond sourcing new materials, Apple has had to develop new design solutions. For the first carbon neutral Mac mini, for instance, the design team pioneered a new method to manufacture the recycled aluminum enclosure. Its done using something called impact extrusion, which is a really cool process and a complete change in our approach to design and manufacturing, says Chandler. That comes from a team saying, How do we get an even bigger reduction in our material footprint both by using more recycled content and by using less material to make a product in the first place? Over the past decade, Apple has also worked with suppliers to invest in new wind and solar farms. Factories commit to building renewable projects on the grids where they operate. Under Apples supplier code of conduct, direct partners must procure enough new renewable power to cover 100% of the electricity used to manufacture Apple products. Since 2018, Apples own offices, data centers, and stores have run on renewable electricity. The company says this work has put it on track to meet its 2030 goal. Still, Apple has faced criticism for labeling some products carbon neutral. NewClimate Institute argued that without the misleading marketing, Apple could stand out as a role model for several aspects of its climate plan. Earlier this year, Apple was sued in California by plaintiffs who claimed hat some of its supported offset projects failed to deliver genuine carbon reductions. The company has defended its approach. [Photo: Apple] Finding a new way to talk about progress Though Apple is working to reduce emissions across the company, its been approaching the challenge product by product. Now, without being able to say that a particular product has met its definition of carbon neutral, the company says that its more challenging to help consumers understand the changes that it has made. “We want customers to still be able to see that data and that progress transparently, Chandler says. So that’s where we’re really focused at this point: How do we showcase that, how do we highlight it, how do we make sure that customers get that information?” The brand doesnt currently plan to replace the carbon neutral label on packaging with different information (such as 75% fewer emissions, or made with 100% renewable electricity.) But its exploring new ways to highlight environmental progress. Apple may potentially add more details online, so someone purchasing a watch or Mac mini can learn more about the move to recycled content, for example, at that point. Though the new law only applies in the EU, Apple is changing its packaging globally, because the company says that it doesnt want to create confusion for consumers. (It’s also beginning to phase in changes to packaging now, though the law goes into effect next year, for logistical reasons.) [Photo: Apple] Action matters most What’s most important, Apple says, is that its climate work isn’t slowing down as communication changes. It’s racing to meet its 2030 goal for other products. And to be able to reach 90% emissions cuts by 2050, the company needs to move aggressively. It’s working with other companies to find ways to tackle particularly hard-to-abate emissions, like cargo and aviation fuel, for example. “Our work isn’t going to change here, says Chandler. We’re going to keep doing the work in these critical areas. We’re going to keep focusing on electricity, on materials, on transportation. We’re going to stay on track for 2030. All those things are not changing.” “Were proud of our carbon neutral products and on track to achieve carbon neutrality throughout our entire supply chain by 2030,” the company said in a statement. “Every Apple product is designed with the environment in mind, and that commitment will continue, regardless of new EU rules restricting how we can talk about it. Fast action is critical. “The clock is ticking,” says Jordan Faires, senior manager of net zero at the environmental nonprofit EDF. “Bold corporate climate action cant wait. What matters most is cutting emissions at the speed science demandsprioritizing deep decarbonization and investing in natureand being fully transparent about the results.”
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E-Commerce
Microsoft captured global attention with a recent announcement that its new artificial intelligence model can outperform doctors in diagnosing diseases. Trained on vast amounts of medical data, the diagnostic AI surpassed physicians in tests across multiple conditions. It marks a pivotal moment in the evolution of healthcare technology and sends a clear message: the future of medicine is here, and its digital. As a physician and health system leader, I welcome the progress. Im a strong believer and advocate for the many use cases of AI in the health space. The technology holds immense potentialcatching illnesses earlier, identifying rare diseases, improving efficiency across healthcare systems, and reducing administrative burden. But as the world races to uncover the possibilities for AI in the health space, the effort must be constantly guided by one core question: What is best for the patient? AI is revolutionizing diagnostics By rapidly analyzing large volumes of patient datasuch as imaging, lab results, clinical notes, and genetic informationAI has the potential to identify patterns that signal disease far faster than traditional diagnostics by a human doctor. As Microsoft demonstrated, these tools are increasingly accurate, and in some cases can outperform clinicians in identifying certain conditions. For example, AI can flag early-stage lung nodules in CT scans that might be overlooked by the human eye, or detect subtle cardiac anomalies across thousands of ECGs in real time. By diagnosing faster and with high precision, AI can reduce diagnostic errors, shorten time to treatment, and support more personalized careespecially when used alongside the necessary clinical judgment of trained physicians. But diagnosis is only the beginning of a patient’s journey No matter how accurate or fast, the diagnosis is just the beginning of a patients journey. A diagnosis is often met with fear and apprehension and comes with tough, potentially life-altering decisions, which can create immense, indeterminate uncertainty. A well-delivered diagnosis isnt just about the condition, but also the “why,” and “whats next.” These are human conversations. They require trust, empathy, and, often, cultural context. Studies show patients still want a human connection and dont yet fully trust AI health information. A 2023 Pew study found that 7 in 10 Americans trust their doctors advice, while only 24% trust AI-generated health information. And 60% said they were uncomfortable with their doctor relying on AI to assist in their care. A more recent study from researchers at the University of Wuerzburg and the University of Cambridge showed that patients lost confidence in doctors if they mentioned or advertised using AI. Many physicians also remain cautious, even as the technology continues to make proven advancements and adoption rates climb. A 2024 Johns Hopkins University (JHU) study found that many doctors still do not trust AI tools, citing opaque decision-making processes, lack of contextual awareness, and liability concerns. Even high-performing models are unable to explain why they reached a certain conclusionsomething unacceptable in clinical care, where accountability is essential. Ask any doctor if theyd trust a “black box” with their patients life and youll get a resounding: No. If AI systems cant explain their reasoningor if they lack sufficient real-world contextphysicians are right to question their use. Trust is the foundation of healthcare systems and the patient-doctor relationship. Advancing too quickly in the AI revolution in health risks undermining it. Closing the AI trust gap Many global hospitals, including King Faisal Specialist Hospital and Research Center, where I work, are already deploying AI and exploring new use cases to improve everything from hospital operations and administration to diagnostics. But as AI permeates further into the health field, we need to ensure it’s incorporated responsibly and improves health outcomes for patients. The field is facing a patient-doctor-AI triangle dilemmathe patient needs to trust the doctor, who needs to trust AI. As JHU study shows, transparency and reasoning from AI tools are essential to ensuring doctors understand the technology and trust its recommendations. To truly bridge the gap, AI systems should be built with physicians, not for them. This looks like investing in AI literacy and training programs for doctors, nurses, and medical studentsto improve current implementation and secure health AIs future advancement and sustainability. Strong regulatory frameworks that ensure accountability and patient safety, particularly when it comes to medical and patient data, are essential. One promising real-world initiative is Saudi Arabias Public Investment Funds Humain, an AI agent designed to support healthcare delivery and relieve administrative burdens. Codesigned with medical professionals, Humain integrates into existing teams to enhance the capabilities of health professionals, not replace them. Transparency and reasoning are embedded functions. When rolled out thoughtfully and effectively, these types of health AI initiatives have the potential to dramatically improve the quality of care, particularly in underserved areas lacking health infrastructure and medical professionals. With responsible and collaboratively designed health AI tools, we can take a major step globally towards the democratization of the health sector. The best outcome for patients The future of medicine is not AI versus doctors. Its AI with doctorsa partnership. AI may be better and faster at identifying rare cancers or subtle diagnostic patterns, but only a doctor can consider a patients story, their social context, their fearsand translate a diagnosis into a treatment plan they can understand and embrace. To get there, we must bridge the trust gap between patients, doctors, and technology. If we get this right, we can build a healthcare system that is more accurate, more efficient, more accessible, and more sustainable for the long term.
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E-Commerce
Youre probably a fan of Mschf, even if youve never heard of it. The Brooklyn-based art collective has spent the past five years commandeering the internets attention through product drops like Satan Shoes (Nike Air Maxes filled with blood) and Big Red Boots, alongside community experiments like turning Venmo into a game of Survivor. Mschfs 30ish-person team regularly ruffles the feathers of brands, products, culture, and even its own investors. Over the years, Mschf has faced cease-and-desist orders and lawsuits from the likes of Nike and VF Corp. for turning their products into creative clay. But now Mschf has decided to stop poking fun at brandsat least some of the timeto do business with them. Its launching a creative consultancy, called Applied Mschf, to offer services to between 5 and 10 brands a year, and restructuring its business entirely to support this project. The collective has previously collaborated with companies on one-off products: For Tiffany it made a participation trophy for being rich; for Mattel, it produced a rusted jalopy with “Wash Me” on the window. But Applied Mschf is a much more ambitious and far-reaching effort. Mschf is codifying its servicesincluding marketing, industrial design, digital design, and even architectureas a full-on creative consultancy. Instead of the brands paying their lawyers [to sue us], they should just be paying us, Mschf cofounder and CEO Gabe Whaley tells me, with a laugh. Mschf as a service Mschf spent its early years thumbing its nose at the capitalist establishment. Shortly after launching, the collective began producingat a torrid paceboth tongue-in-cheek collectibles like Kill Pills (theyre just sugar) and groundbreaking art projects like Severed Spots (which cut a $30,000 Damian Hurst dot painting into 88 mini canvases). But the group remained cloaked in mystery. When I followed Mschf to Korea for its first art retrospective in 2023, the collective had amassed a museums worth of work and a global reputation and yet it was still relatively unknown. Today its founders are recognized across the creative community, and the organization’s output is the envy of many brands. Mschf’s eight-figure business is fueled by its now tried-and-true product drops, which include shoes, fashion, collectibles, and art. To launch Applied Mschf, the collective is restructuring into a holding company. The footwear, collectibles, fashion, and art groups each have their own leadership and budget. At the center of everything is Mschf’s legal and central creative team, which will serve all the divisionsincluding the 5 to 10 external clients and partners that Mschf hopes to bring on over the next year. With this mechanism, Whaley and the team want the partners, the revenue, and, quite frankly, the excuse to execute on a larger scale. When I met with cofounder Kevin Wiesner last year, he said he was itching to construct a building. Now Whaley tells me that Wiesner wants to partner with a city to rethink its public transitand he’s not joking. I’m very excited to pursue bigger, harder formats that are potentially more permanent, Whaley says, laying out an intentionally non-prescriptive groundwork to woo partners who have grand, ranging ambitions. Whaley says Applied Mschf’s projects could be cobranded or white-labeled, and may involve everything from consulting to actually spinning up entirely new businesses. He’s open to working on retainer, for royalties, or even taking equity in a new venture. It all sounds quite amorphous, but this kind of creative consultancy is becoming far more established in the modern world of influencer-driven creative direction. Kendrick Lamar, for instance, releases music and videos that define his cultural relevance. But he also has the consultancies pgLang and Project 3 to pursue corporate clients. Whaley points to the late Virgil Ablohs archipelago of companies, clients, and hobbies as a creatively satisfying path to success that Mschf hopes to emulate. Whaley’s also well aware that his company, which defined itself by bucking the consumer system, is now offering to fuel it. At the end of the day, Mschf takes culture as existing materialthat’s our medium. At the most aspirational level, this is really just about expanding our tool kit with available material for us to use, he says. I think a lot of people may think we are anti-big brand based on our past work. But the thing is, there was never animosity. It was just that they had such good existing material. The evolution of Mschf Whaley says that as Mschf has evolved, so has his perspective on its place in culture, especially as he’s met young designers abroad who admire the brand. He’s become more comfortable with his own role in the creative community. These days, Mschfs leadership regularly makes the rounds of design schools and podcasts. We understand that we’re not that secret, mysterious, shadowy behind-the-scenes figure anymore, Whaley says. So the question is, how do we use our existing context to do more and make our world bigger, versus trying to retreat back into the shadows from where we came? For Whaley, Applied Mschf is one part shrewd business move, one part creative necessity, as the team looks to balance its business with the blank space, anything-is-possible ideas that originally propelled the collective. There’s a lot of value now in rejecting this notion of chasing ephemerality, he says. [Ephemerality] was a very special thing that helped characterize our practice for the last half decade. But you see everyone chasing their 15 seconds of fame. We’re all chasing it, but that half-life of attention keeps decreasing. I think it’s a race to the bottom, and I think now is an interesting time to actually focus on things like permanence. And so that’s what’s going to define Mschfs artistic practice in the future: less of these rapid-fire, one-offs every two weeks, but more large, impactful community-driven moments. Mschf has traditionally viewed virality not as the goal of its art practice but the means to an end. Virality created the feedback loop from the fan or consumer who gave its sometimes sophomoric projects a PhD-level meaning. Wiesner has called Mschf a digitally mediated performance art practice, with its core question always being: “Does each viewer-participant of a project make it better? But Mschf now lives inside culture its helped create, where brands themselves are launching wave after wave of nonsensical collabs as part of their core marketing strategy (at the time of filing this story, Coors Light had just announced a refrigerated deodorant). No doubt, Mschf doesnt just want to be the only ephemeral player in on the joke, and its creatives want to continue pushing boundaries. Done right, Applied Mschf could fuel Mschf’s most impactful work yet.
Category:
E-Commerce
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