Bonn to Belém: A Turning Point in Global Climate Diplomacy

Far from the headlines, in the quiet German city of Bonn, another kind of diplomacy was quietly but powerfully unfolding.

When most people think of international climate summits, they picture the high stakes drama of the annual COP gatherings presidents shaking hands, midnight negotiations, and last-minute breakthroughs. But far from the headlines, in the quiet German city of Bonn, another kind of diplomacy was quietly but powerfully unfolding.

From June 16-26, 2025, negotiators, activists, scientists and observers gathered for SB 62 the 62nd sessions of the United Nations Framework Convention on Climate Change (UNFCCC) Subsidiary Bodies (SBSTA and SBI). Being held amid challenging geopolitical circumstances, SB 62 was viewed as a pivotal opportunity to restore trust, especially on adaptation identified as a top priority. While it lacked the glitz of COP 29 in Baku or the anticipation surrounding COP 30 in Belém, SB 62 served as a bridge for technical dialogue to shape political ambition.

  • Adaptation: The long elusive Global Goal on Adaptation (GGA) finally started to take shape. For years, adaptation was the neglected sibling of mitigation hard to define, harder to quantify. But SB 62 began to change that.

Developing countries, especially from the Global South, made a strong push for Means of Implementation (MoI) indicators to ensure that adaptation isn’t just measured by impacts, but also by access to funds, to knowledge and to systems that leave no one behind. The result was a hard-earned compromise, but one that finally acknowledges that adaptation is not charity but its climate justice.

  • Climate finance: Despite its technical label, SB 62 wasn’t short on drama especially when it came to climate finance. The much-discussed Baku-to-Belém roadmap, which envisions mobilising $1.3 trillion annually by 2035, was at the centre stage. Yet the optimism was quickly tempered by concerns over the growing reliance on private finance, vague definitions of climate-aligned investments, and the chronic absence of grant based public funding especially for adaptation and loss and damage.
  • Transparency: If climate action is to be credible, it must be measurable. SB 62 saw a critical review of the Enhanced Transparency Framework (ETF) under the Paris Agreement.
  • Inclusion in action: One of SB 62nd more hopeful notes came from the margins where energy often turns into action. Negotiations on a new Gender Action Plan (GAP) were launched, grounded in a collaborative workshop that brought together governments, youth leaders, and civil society. Though warmly welcomed, some questioned Brazil’s omission of gender equity from its COP 30 agenda raising concerns about long-term political will.
  • Bonn dialogues: Beyond the negotiation halls, the Bonn Dialogues captured the spirit of multilevel climate action. From city mayors to tribal leaders, startups to slum communities, the dialogues illustrated one truth: Top-down policymaking can’t solve everything. Climate action must be co-created, not dictated. The sessions reflected a shift from pledges to implementation, from centralised decision-making to distributed leadership.
  • Process reform: As the days ticked by, many began reflecting on the UNFCCC process itself. With over 50 agenda items and dozens of overlapping events, the machinery showed signs of strain. The proposals ranged from capping delegation sizes to sunsetting outdated negotiation tracks. Some floated the radical idea of majority-based decision making a sharp departure from the consensus model that, while inclusive, often leads to paralysis.
  • The road to Belém: SB 62 didn’t make headlines, but it quietly clarified the stakes. It was a reminder that the hardest work often happens away from the cameras, and that the path ti climate justice is paved with both policy and persistence.


Nikos Papachristodoulou

Chief Operating Officer

Expertise

Partnership Development • Operations Management • Business Development • Project Management • Advocacy • Leadership Development and Change Management

M.K. Padma Kumar is involved in developing strategies and managing operations for the IPE Global Group.

He has over 25 years of experience in the development sector, working in civil society organisations and international development agencies like DANIDA and DFID. As the Head of State Partnerships at the DFID India, he was responsible for developing partnerships, programme design, management and strategic oversight of all programmes implemented in Bihar, Madhya Pradesh and Odisha. He has managed various development programmes. His expertise lies in driving operational, financial and programmatic transformations. Before DFID, he was associated with Danish International Development Agency (DANIDA), Help Age and World Wildlife Fund.

He holds a Master’s degree in Business Management with specialisation in Human Resource Management and Finance. He is extensively trained in Project Cycle Management, Grant Management, Performance Management, Leadership Skills and Change Management.

 
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