# migrations

dir: embeddings_queue
filename: 00001-embeddings.sqlite.sql
hash: d3755dfd232be8e8301f4d7fcfb3a486
sql:
CREATE TABLE embeddings_queue (
    seq_id INTEGER PRIMARY KEY,
    created_at TIMESTAMP NOT NULL DEFAULT CURRENT_TIMESTAMP,
    operation INTEGER NOT NULL,
    topic TEXT NOT NULL,
    id TEXT NOT NULL,
    vector BLOB,
    encoding TEXT,
    metadata TEXT
);


dir: sysdb
filename: 00001-collections.sqlite.sql
hash: 38352d725ad1c16074fac420b22b4633
sql:
CREATE TABLE collections (
    id TEXT PRIMARY KEY,
    name TEXT NOT NULL,
    topic TEXT NOT NULL,
    UNIQUE (name)
);

CREATE TABLE collection_metadata (
    collection_id TEXT REFERENCES collections(id) ON DELETE CASCADE,
    key TEXT NOT NULL,
    str_value TEXT,
    int_value INTEGER,
    float_value REAL,
    PRIMARY KEY (collection_id, key)
);


dir: sysdb
filename: 00002-segments.sqlite.sql
hash: 2913cb6a503055a95f625448037e8912
sql:
CREATE TABLE segments (
    id TEXT PRIMARY KEY,
    type TEXT NOT NULL,
    scope TEXT NOT NULL,
    topic TEXT,
    collection TEXT REFERENCES collection(id)
);

CREATE TABLE segment_metadata (
    segment_id TEXT  REFERENCES segments(id) ON DELETE CASCADE,
    key TEXT NOT NULL,
    str_value TEXT,
    int_value INTEGER,
    float_value REAL,
    PRIMARY KEY (segment_id, key)
);


dir: sysdb
filename: 00004-tenants-databases.sqlite.sql
hash: 048867ce8fcdefe4023c7110e4433591
sql:
CREATE TABLE IF NOT EXISTS tenants (
    id TEXT PRIMARY KEY,
    UNIQUE (id)
);

CREATE TABLE IF NOT EXISTS databases (
    id TEXT PRIMARY KEY, -- unique globally
    name TEXT NOT NULL, -- unique per tenant
    tenant_id TEXT NOT NULL REFERENCES tenants(id) ON DELETE CASCADE,
    UNIQUE (tenant_id, name) -- Ensure that a tenant has only one database with a given name
);

CREATE TABLE IF NOT EXISTS collections_tmp (
    id TEXT PRIMARY KEY, -- unique globally
    name TEXT NOT NULL, -- unique per database
    topic TEXT NOT NULL,
    dimension INTEGER,
    database_id TEXT NOT NULL REFERENCES databases(id) ON DELETE CASCADE,
    UNIQUE (name, database_id)
);

-- Create default tenant and database
INSERT OR REPLACE INTO tenants (id) VALUES ('default_tenant'); -- The default tenant id is 'default_tenant' others are UUIDs
INSERT OR REPLACE INTO databases (id, name, tenant_id) VALUES ('00000000-0000-0000-0000-000000000000', 'default_database', 'default_tenant');

INSERT OR REPLACE INTO collections_tmp (id, name, topic, dimension, database_id)
    SELECT id, name, topic, dimension, '00000000-0000-0000-0000-000000000000' FROM collections;
DROP TABLE collections;
ALTER TABLE collections_tmp RENAME TO collections;


dir: sysdb
filename: 00005-remove-topic.sqlite.sql
hash: b1367c826b8fba5f96f27befdc1d42d2
sql:
-- Remove the topic column from the Collections and Segments tables

ALTER TABLE collections DROP COLUMN topic;
ALTER TABLE segments DROP COLUMN topic;


dir: sysdb
filename: 00006-collection-segment-metadata.sqlite.sql
hash: 4eea7468935bf25d4604a0fed2366116
sql:
-- SQLite does not support adding check with alter table, as a result, adding a check
-- involve creating a new table and copying the data over. It is over kill with adding
-- a boolean type column. The application write to the table needs to ensure the data
-- integrity.
ALTER TABLE collection_metadata ADD COLUMN bool_value INTEGER;
ALTER TABLE segment_metadata ADD COLUMN bool_value INTEGER;


dir: metadb
filename: 00001-embedding-metadata.sqlite.sql
hash: 2b4cf52c4bb2676e21d6860a4409f856
sql:
CREATE TABLE embeddings (
    id INTEGER PRIMARY KEY,
    segment_id TEXT NOT NULL,
    embedding_id TEXT NOT NULL,
    seq_id BLOB NOT NULL,
    created_at TIMESTAMP NOT NULL DEFAULT CURRENT_TIMESTAMP,
    UNIQUE (segment_id, embedding_id)
);

CREATE TABLE embedding_metadata (
    id INTEGER REFERENCES embeddings(id),
    key TEXT NOT NULL,
    string_value TEXT,
    int_value INTEGER,
    float_value REAL,
    PRIMARY KEY (id, key)
);

CREATE TABLE max_seq_id (
    segment_id TEXT PRIMARY KEY,
    seq_id BLOB NOT NULL
);

CREATE VIRTUAL TABLE embedding_fulltext USING fts5(id, string_value);


dir: metadb
filename: 00002-embedding-metadata.sqlite.sql
hash: 12a570f7121b3a8ce750a2a7c36da20f
sql:
-- SQLite does not support adding check with alter table, as a result, adding a check
-- involve creating a new table and copying the data over. It is over kill with adding
-- a boolean type column. The application write to the table needs to ensure the data
-- integrity.
ALTER TABLE embedding_metadata ADD COLUMN bool_value INTEGER


dir: metadb
filename: 00003-full-text-tokenize.sqlite.sql
hash: f97ad6334aeaa8f419f01110b648b97a
sql:
CREATE VIRTUAL TABLE embedding_fulltext_search USING fts5(string_value, tokenize='trigram');
INSERT INTO embedding_fulltext_search (rowid, string_value) SELECT rowid, string_value FROM embedding_metadata;
DROP TABLE embedding_fulltext;


# embeddings_queue

created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 7aea193b-793d-465f-803e-22a9c4c3a668
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 0, "chroma:document": "Accelerating \nglobal companies \ntoward net \nzero by 2050\nNew research shows progress \nand key steps necessary to \nspeed efforts\n"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 445c9706-053b-491e-bd9c-7eec1a7229c9
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 1, "chroma:document": "Sustainability commitments are getting stronger globally\nAmid the economic, political and environmental disruption of \n2022, more companies than ever before have publicly committed \nto reaching net zero carbon emissions by around 2050. But this heightened ambition isn\u2019t yet  \nmatched by the necessary action.."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: df44feb8-8d3a-4578-9949-f4106aeb2413
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 1, "chroma:document": "2\nAccelerating global companies toward net zero by 2050"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: acaecc55-2fdc-47c2-afc3-ec19826b199e
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 2, "chroma:document": "To date, only 34% of the Accenture \nGlobal 2000 companies (G2000)* \nhave publicly stated net zero targets \n\u2014a slight improvement on last year. However, unless they accelerate progress, \n93% of companies with net zero \ncommitments will miss their targets."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 95713d1a-c92c-49ef-8226-1b191e8cee3f
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 2, "chroma:document": "To speed up efforts, companies should \nbecome carbon intelligent. This means \nintegrating emissions data and insights \ninto core business decision-making, \nallowing companies to prioritize, execute \nand scale decarbonization in this decade. These key Accenture research findings \ncome at a critical moment\u2014as 2023 marks \nthe halfway point toward achieving the \nUN Sustainable Development Goals by \n2030. It\u2019s also the year in which global \nupdates on national decarbonization \nprogress towards targets under the \nParis Agreement/United Nations \nFramework Convention on Climate \nChange process will be published. Our findings are based on an expanded \nanalysis of the Accenture G2000, \nbuilding on last year\u2019s Europe-based \nReaching Net Zero by 2050 report. The number of major companies \nwith net zero targets and other \ndecarbonization measures in place\nHow many companies are on track  \nto reach net zero\nStrategies to accelerate \ndecarbonization\n1\n2\n3\nOur 2022 research looks \nat three things:\n*Our sample was based on \nthe Accenture Global 2000 \n(or G2000): an Accenture \ndeveloped list of the top 2,000 \npublic and private companies \nin the world by revenue. For \nmore information, see About  \nthe Research (p."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4ed607fd-cdcf-42f7-8b77-c8ce9b6923ee
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 2, "chroma:document": "34). Accelerating global companies toward net zero by 2050\n3"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f96619f2-c6e0-47d1-b750-e4b1422a711f
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 3, "chroma:document": "Net zero targets are proliferating. More than a third of the world\u2019s largest \ncompanies now have a net zero target in  \nplace--up 7 percentage points since  \nDecember 2021. The Ukraine war has galvanized  \naction--not dampened ambition."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a46ebbbc-906d-43c0-95fe-383d689a8a6d
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 3, "chroma:document": "Investment expectations, commitments and \nspending around sustainability are all up on \nlast year."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 74376615-1b53-4449-8199-809eea212a1d
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 3, "chroma:document": "Setting targets works. The companies with net zero targets cut \nemissions more than those without. Those \nwith more sophisticated targets and measures \nin place are cutting emissions even faster. However, on current trends, only 8% of \ncompanies will reach net zero by 2050. Even in an accelerated scenario, almost one \nquarter would not get there. Much more needs \nto be done. Key findings from our global net zero research\n01\n03\n02\n04\n4Accelerating global companies toward net zero by 2050"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 546ec1c1-be71-4682-b301-ae94abbcf4dc
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 4, "chroma:document": "Executive summary\nNet zero momentum is building. The UN Climate \nChange Conference in Glasgow (COP26) held \nin November 2021 was a catalyst; now more \nthan 90% of the global economy is covered \nby national net zero commitments. Regional and industry differences remain, but \nadvances have been made everywhere."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 915e8bca-eb2d-4590-a68d-7736e6c45c68
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 4, "chroma:document": "And a \ngreater proportion of companies committed to net \nzero are setting more sophisticated targets. They \nare spurring short-term action, planning the shift \nto renewables, and developing other clearly visible \nclimate mitigation and adaptation strategies."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 49a87b49-1b13-4d86-8f87-dfb20648d378
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 4, "chroma:document": "But the context has also changed considerably \nin the past year. The war in Ukraine and the \nmacroeconomic fallout from the pandemic have \nmade the task of decarbonization harder. On the positive side, this seems to have focused \nminds."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 680698bb-1b23-44f6-935f-1c27377f60ba
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 4, "chroma:document": "The proportion of companies planning to \nincrease investments in sustainability has risen; \ntotal renewable energy spending grew by 11% \nyear-on-year in the first half of 2022 alone. Nonetheless, our findings \nindicate that 93% of the G2000 \ncompanies with net zero \ncommitments will miss their net \nzero targets based on current \ntrends. Already in this decade, \nthe pace of emissions reduction \nneeds to accelerate significantly. Setting targets remains a vital pursuit. Companies  \nwith net zero targets are reducing emissions faster \nthan those without. And those with more sophisticated \ntargets are cutting emissions even faster. How can global companies in every sector \naccelerate? By deploying decarbonization levers \nacross operations and throughout the supply chain, \nsuch as increasing energy and materials efficiency, \nusing renewable energy sources, electrifying \nfleets and logistics, building in incentives (such \nas carbon pricing schemes) to reduce demand, \ngreening technology and developing low or \neven zero carbon products and services. Most importantly, it\u2019s imperative they develop \ncarbon intelligence capabilities. Our findings \nshow that leading companies treat their carbon, \nenergy and emissions data with the same \nimportance as financial and operational business \ninformation. They integrate it into everyday decision-\nmaking, and track and act on it accordingly. Industries will have unique challenges to solve  \non their paths to decarbonization \u2013 whether \nthrough value chain collaborations, \nbusiness model innovations, use of existing \ntechnologies, or bold technology bets. But the general path forward is clear: Building \na foundation of carbon intelligence capabilities \nacross information, insights and impact will \nmake it possible to address these challenges \nand make progress toward net zero faster. Accelerating global companies toward net zero by 2050\n5"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5029d511-2e2f-40be-adaf-ec6bf2b8218f
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 5, "chroma:document": "First, some context to set the stage. It\u2019s becoming \nincreasingly clear that businesses prioritizing \nsustainability can benefit in multiple ways. As shown in \nthe Accenture Shaping the Sustainable Organization \nresearch, integrating sustainability is associated \nwith higher financial value \u2013 as well as greater \npositive impact for a wider group of stakeholders. Since decarbonization is the most pressing \ndimension of environmental sustainability, \nurgent action to achieve net zero is critical. Both because it protects long-term business \nvalue and because it is the right thing to do."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 162717a5-e043-44f4-86e0-780078b83be3
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 5, "chroma:document": "\u2022 Working toward net zero, for example, through \nenergy efficiency, demand reduction and \nthe transition to renewables, can insulate \nthe economy from fossil fuel price shocks."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0dbb5946-43c2-42f6-9c3f-92bb75569bc4
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 5, "chroma:document": "\u2022 Energy price spikes have implications for \ninequality, too. Citizens within lower income \ndeciles typically spend a much greater \nshare of their income on energy. And \ninternationally, poorer countries tend to be \nboth more dependent on fossil fuels, and \nmore exposed to immediate climate risks \nsuch as from extreme weather events. Transition progress \nin the past year\nAccelerating global companies toward net zero by 2050 \n6"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 6abe8102-6b56-482b-bedb-fe861dc7cdaa
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 6, "chroma:document": "The range of policy and regulatory  \nannouncements since COP26 are encouraging\nTransition momentum is building\nThe Glasgow conference sought pledges to help \nkeep warming below 1.5 degrees Celsius, and the \ncurrent set of national commitments are promising. A total of 153 countries put forward new 2030 \nemissions targets, which, to be realized, would need \ninvolvement and action by the private sector.1 \nThe formation of the Glasgow Financial Alliance for \nNet Zero (GFANZ) demonstrated that the \n \nprivate sector is getting serious about channeling \ncapital towards the achievement of net zero. Meanwhile, regulators are increasing the pressure. In \nJune 2022, the European Union announced provisional \nnew disclosure standards for companies.2 The UK \nhas also mandated that as of April 2022, Britain\u2019s \nlargest firms must disclose climate-related financial \ninformation.3  \n \nAnd the recently passed US Inflation Reduction Act \nallocates $369 billion to reducing greenhouse gas \nemissions and investing in renewable energy sources.4\nPolicy changes come against the backdrop of \nfurther scientific warning. The Intergovernmental \nPanel on Climate Change (IPCC) underlines the \nscale of the challenge: emissions must peak in \nfewer than 600 working days (i.e., by 2025) if the \nworld is to stay on track to limit warming to 1.5 \u00b0C.5 \nPrivate capital committed by the financial \nsector to achieve net zero targetsc\nProportion of global greenhouse gas \n(GHG) emissions now covered by \ncarbon pricing schemesb\nIncrease in Task Force on Climate-related \nFinancial Disclosures (TCFD) supporters \nbetween 2018 and 2021.d\nThe proportion of global GDP \n(PPP) covered by national net zero \ncommitmentsa\n91% 23% $130 trillion 410%\nNotes: a Net Zero Tracker (as of October 2022); b World Bank Carbon Pricing Dashboard (as of October 2022); c GFANZ; d TCFD Status Report 2021 \u2013 \u201csupporters\u201d refers to organizations that have pledged their support for the TCFD recommendations."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5f1e78b9-34bf-4915-b3c3-bff104e19552
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 6, "chroma:document": "Accelerating global companies toward net zero by 2050\n7"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 469bdc24-a21b-4e01-8478-8c0308f03fc7
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 7, "chroma:document": "The macroeconomic and geopolitical  \nenvironment make net zero harder to achieve\nInflation: A sharp rise in consumer demand following \nthe lifting of pandemic restrictions and the war in \nUkraine have had a global impact on the price of \nenergy, food and other materials. Businesses with \nexposure to material input and energy prices are \nbeing squeezed, diminishing their capacity to invest."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 1fa63aaa-f873-46ec-b763-75d0dc81e337
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 7, "chroma:document": "Rising interest rates, aimed at curbing inflation, may \nalso deter spending by raising the cost of capital. Supply chains: The pandemic disrupted logistics \nnetworks. Lockdowns, port congestion and a \nlack of container ships created delays, product \nand part shortages, and rising transport costs. This hurt production in numerous industries\u2013\nnotably automotive manufacturing\u2013and \nmay, in turn, slow down capital projects and \ninvestments necessary for decarbonization. Talent: Worker shortages are high across \nadvanced economies. Many people have left the \nlabor force, particularly older workers and those \nfrom disadvantaged groups. Others have shifted \npreferences (aka the \u201cgreat resignation\u201d). The  \neffect is both tighter labor markets and sectoral \nimbalances, leaving some industries unable to \nattract the skills they need. 60%  \nof CXOs expect price increases to reduce \nconsumer spending power, contributing \nto a decline in consumer and business \nconfidence.6  \n12-24 months  \nTime that European supply chain \ndisruptions could take to ease in a \nscenario where the Ukraine war lasts \ninto 2023 and the W est imposes further \nsanctions on Russia.7  \n+41%  \nThe rise in job vacancies in the US \n\u2013 August 2022 vs August 2019.8 The \nInternational Monetary Fund notes \nthat labor market tightness afflicts \nmany advanced economies.9\nDespite these signs of progress, a host of crises\u2014including the war in Ukraine and the fallout from the \npandemic\u2014have potentially made net zero harder to achieve. Problems of inflation, supply chain bottlenecks \nand talent shortages all contribute to a more challenging environment for investment and action."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 1569ab83-4c56-4f3a-9f3c-5bd1cc510b4b
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 7, "chroma:document": "Accelerating global companies toward net zero by 2050\n8"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: cd7cfd9b-5619-4d12-b9fe-ee12769fad58
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 8, "chroma:document": "9\nAccelerating Global Companies toward Net Zero by 2050\nIn the midst of this difficult environment, net zero  \nremains firmly on the corporate agenda\nAs the adage goes, difficulty can breed determination. Our findings show that current instability \u2014 driven primarily by the war in Ukraine, and the ensuing \nmacroeconomic turbulence and energy price fluctuations \u2014 has not deterred the focus on \nsustainability. In fact, executives say they will increase investment in sustainability with trends in \nclean energy spending and science-based target setting largely supporting these claims. 84%\nof companies still said in June that they plan to \nincrease investments in sustainability initiatives \nby the end of the 2022.10 \nThis proportion has risen since last year, \nwhen 80% of executives said they would raise \nsustainability investment by the end of 2021. 39%\nof all Science-Based Target initiative (SBTi) \ncommitments and targets set since 2015, were set \nin the months after the war in Ukraine began, up to \nthe start of October.11\nAs of October, a record number of companies (237) \nhad committed and set science-based targets in \nboth June and September 2022. $226\nthe amount of new worldwide renewable energy \ninvestment in the first six months of 2022.12 \nIt\u2019s a +11% year-on-year rise and the highest \never recorded for a first half year, showing that \ndemand for clean energy remains strong."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8a0d47d1-6fe8-41e8-9b8c-9cf573799f22
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 8, "chroma:document": "bn\nAccelerating global companies toward net zero by 2050\n9"}


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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 9, "chroma:document": "Net zero targets are  \nincreasing everywhere\nThe numbers tell the story: the proportion of major, global companies \nthat have committed to net zero has risen since December 2021. Accenture G2000 companies in every region appear to be setting \nclear and publicly visible net zero targets. The overall sample \nsaw a 7-percentage point increase. This amounts to a roughly \n25% jump in relative terms \u2013 with more than half of European \ncompanies in our sample now committing to net zero. Although globally the average target year remains the same as before \n(2048), in North America and Europe the expanded number of targets has \npushed the average target year back one year \u2013 in both cases to 2047. 34% 2048\n+7\n+14\n+5\n+4\n27% 2048\nGlobal\n(2022 n=2000;  \n2021 n=2000)\nG2000 companies with net zero targets\nProportion of companies with net zero targets, %e\n2022 sample\nNotes:  eWe consider a net zero target to be one in which a company aims to reduce carbon emissions to net zero in Scopes \n1, 2, and 3. fThe G2000 list changes every year by up to 10%, so the samples between the years comprise a slightly different \nset of companies."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 9, "chroma:document": "gIncludes: USA."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 9, "chroma:document": "Canada, and Bermuda\n2021 samplef. Y-on-Y change in per-\ncentage points\nAvg. net zero  \ntarget year\n51% 2047\n37% 2046\nEurope\n(2022 n=507;  \n2021 n=510)\n28% 2047\n23% 2046\nNorth Americag\n(2022 n=600;  \n2021 n=613)\n28% 2050\n24% 2050\nRest of world\n(2022 n=893; \n2021 n=877)\nAccelerating global companies toward net zero by 2050\n10"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 10, "chroma:document": "Industries are making progress\nAlmost all industries have seen the proportion of companies setting net zero targets rise over the past year. And more carbon-intensive industries have seen these proportions grow the most. 22% 23%\n35%\n24%\n4%\n29% 26%\n36%\n24%\n10%\n30%\n25%\n49%\n55%\n41%\n54%\n+26 +16 +5+8 +7 +2+7 +3 +1 +7+6 +6 +5 +0+17 +10 +0 +9\nIndustries with HIGHER carbon intensity Industries with MEDIUM carbon intensity Industries with LOWER carbon intensity\nG2000 companies with net zero targets by industry\nProportion of companies with net zero targets, %\n2021 sample Change in proportion (in percentage points) setting net zero targets2022 sample\n35%\n30%\n44%43%\n37%\n46%\n21% 22%\n46%\n38%\n32%\n46%\nTravel CG&S\nCapital Markets\nA&D\nUtilities Mobility SW&P\nLife Sciences\nChemicals\nHi-Tech Banking Insurance\nEnergy Industrial\nComms & Media\nHealthNat. Res. Retail\n25% 23%\n37%\n24%\n31% 29%\n42%\n33%\nNotes: Carbon intensity is measured as Scope 1 and 2 emissions as a proportion of revenues (tCO2e/US$ mn revenues) using S&P Trucost data for companies in the G2000 sample. For each industry we take an average of \nthe emissions intensity from G2000 companies in that industry. For the categories here, Lower = less than 50 tCO2e/US$ mn revenues, Medium = 50-500 tCO2e/US$ mn revenues, and Higher = greater than 500 tCO2e/\nUS$ mn revenues. Industry abbreviations: Nat."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 10, "chroma:document": "Res. = Natural Resources, Mobility = Automotive + Public Transport, SW&P = Software & Platforms, A&D = Aerospace & Defense. Change percentages may appear to differ by one \npercentage point from 2022 minus 2021 figures due to rounding."}


created_at: 2025-04-28 00:40:21
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 10, "chroma:document": "Accelerating global companies toward net zero by 2050\n11"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 11, "chroma:document": "But as important as setting the \ndestination: the route you take\nNow it\u2019s time to gather this momentum and take it further, faster. Companies need to be motivated to act in the short-term. They also need \nto focus on practical decarbonization levers \u2013 such as rapidly shifting \naway from fossil fuels \u2013 and develop a clear strategy for the transition. In short, carbon needs to become part of business intelligence, \nand integrated into strategy and operations accordingly. A single final target will not achieve this aim."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 11, "chroma:document": "Our findings indicate that alongside their commitments to net zero, \ncompany commitments in more specific areas need to be advanced as well. Read our report--Measuring Sustainability, Creating Value--about \nhow companies make environmental, social and governance \n(ESG) measurement a key part of financial reporting. Accelerating global companies toward net zero by 2050\n12"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 12, "chroma:document": "13\nAccelerating Global Companies toward Net Zero by 2050\nWhat is \nneeded? Intermediate targets\nCompanies need to make progress in the \nshort-term. Long-term targets alone are unlikely \nto spur immediate action, especially with 2050 \ndeadlines. Intermediate targets for this decade \nare necessary to ensure that progress is being \nmade and to drive action in the short-term. A clear and integrated  \ntransition strategy\nCompanies need a clear plan and framework \nfor their transition. While no two companies \nface the same challenges or starting points, \nclarity around climate strategy and governance, \nand integration or alignment with the broader \ncorporate strategy are key. Alignment to the \nTCFD framework is a great way to start.i\nNet zero targets\nCompanies need a north star. Without net zero targets that cover scopes 1, 2 \nand 3 in place, reaching net zero is unlikely to \nbe prioritised by the business.h\nLever-specific targets like \nrenewable energy targets\nCompanies need to incentivize investments in \nrenewable energy innovation and deployment."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 12, "chroma:document": "Notes: hScope 1 covers direct emissions from owned or controlled sources."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 12, "chroma:document": "Scope 2 covers indirect emissions from the generation of purchased \nelectricity, steam, heating and cooling consumed by the reporting company. Scope 3 includes all other indirect emissions that occur in a company\u2019s \nvalue chain; iTask Force on Climate-related Financial Disclosures\n02\n04\n01\n03\nAccelerating global companies toward net zero by 2050\n13"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 13, "chroma:document": "More sophisticated \nmeasures, like setting \nintermediate targets, \nare proliferating\nThe good news is that we see progress  \nacross these areas."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 13, "chroma:document": "Rather than merely setting blunt timelines \nfor decades in the future, companies that are \ncommitted to net zero are holding themselves \nto account with additional intermediate \ntargets that spur short-term action. 83%\n+17\n+15\n+22\n+14\n66%\nOverall Sample\n(2022 n=675;  \n2021 n=543)\nRegion\nn = companies setting \nnet zero targets\nIntermediate targets\nProportion of those with net zero targets setting intermediate \ntargets to measure their progress, 2022 vs 2021j; %\n2022 sample of companies with net zero targets 2021 sample of companies with net zero targets Y-on-Y change  \n(percentage points)\n86%\n72%\nEurope\n(2022 n=259; \n2021 n=190)\n89%\n66%\nNorth America\n(2022 n=167;  \n2021 n=142)\n75%\n61%\nRest of world\n(2022 n=249;  \n2021 n=211)\nNotes: jQuestion: \u201cHas the company set intermediate emission reduction targets as a strategy to reach the ultimate net zero target?\u201d \nChange percentages may appear to differ by one percentage point from 2022 minus 2021 figures due to rounding. Accelerating global companies toward net zero by 2050 \n14Accelerating global companies toward net zero by 2050"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 14, "chroma:document": "Companies are also devising \nadditional targets around the multiple \ndecarbonization levers needed to get \nthere \u2013 by focusing on the shift away \nfrom fossil energy use, for example. As well as \nrenewable \nenergy targets 50%\n45%Overall Sample\n(n=675)\nRegion\nn = companies setting \nnet zero targets (2022)\nRenewable energy targets\nProportion of those with net zero targets \nsetting renewable energy targetsk %\nPublic targets, and public actions/results No public targets, but public actions/results\nNo public targets, and no public actions/results\n48%\n49%Europe\n(n=259)\n53%\n43%North America\n(n=167)\n49%\n43%Rest of world\n(n=249)\n5%\n3%\n4%\n9%\nNotes: kQuestion: \u201cDo companies provide evidence for the presence of renewable energy targets?\u201d\nPercentages may not total 100% due to rounding."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 14, "chroma:document": "Accelerating global companies toward net zero by 2050 \n15"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 15, "chroma:document": "In every region, companies with net zero targets \nare readily adopting the Taskforce on Climate-\nRelated Financial Disclosures (TCFD) framework. This is a strong proxy for evidence of clear \ngovernance and strategy around the transition."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 15, "chroma:document": "Those that set net zero targets tend to also \nhave implementation plans that can be shared \nexternally. And a clear and \nintegrated transition \nstrategy 81%Overall Sample\n(n=675)\nRegion\nn = companies setting \nnet zero targets (2022)\nClear transition strategy\nProportion of companies reporting against \nthe TCFD frameworkl %\n2022 sample of companies with net zero targets\n81%Europe\n(n=259)\n82%North America\n(n=167)\n81%Rest of world\n(n=249)\nNotes: lQuestion: \u201cDoes the company report against the TCFD?\u201d\nAccelerating global companies toward net zero by 2050\n16"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 16, "chroma:document": "The Task Force on  \nClimate-related  \nFinancial Disclosures\nThe TCFD published its recommendations in \n2017. It provides a framework for companies \nto disclose better, standardized information \nrelated to climate-related risks and opportunities \nand the wider net zero transition. The TCFD aims to ensure that investors \nand other stakeholders can see \u2013 and make \njudgements on \u2013 a company\u2019s governance \nand strategy around the transition, as well \nas its approach to risk and opportunity \nmanagement and the metrics it uses."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 16, "chroma:document": "Aligning \nwith the TCFD framework helps businesses \ninitiate and execute on this journey. 17\nAccelerating global companies toward net zero by 2050 "}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 17, "chroma:document": "Y et despite growth in ambitions, \nmost companies remain off track\nUnfortunately, it\u2019s far from a rosy picture overall. On current emissions reduction trends, only 7% of Accenture G2000 companies, \nwhich is a small subset of global businesses, are on track to achieve their own net \nzero targets for scope 1 & 2 (operations) and pushing the targets forward to 2050  \nbumps that share only slightly to 8%. However, current emission reduction trends are likely to speed up as technology \nadvances, efforts intensify and external pressures increase. A greater share of \ncompanies are projected to reach net zero in a consensus pathway.*\nBut even in an accelerated scenario \u2013 where the pace of emissions reduction \nis twice as fast until 2030 and then up to five times as fast until 2050 \u2013 two \nfifths of companies will miss their own targets. And 22% will fail to hit net zero \nby 2050 \u2013 the deadline deemed necessary to avert catastrophic climate change. Concerted action is needed by companies in every industry\u2014and now is the right \ntime to proceed."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 17, "chroma:document": "Notes: * See methodology (p36)\nAccelerating global companies toward net zero by 2050 \n18"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 024abe8b-0f4a-4607-8386-ce69a8139080
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 18, "chroma:document": "vs. own target\n(n= 827)\nCurrent trends\nLinear projection\nConsensus pathways\nS-curve (x2 until 2030, x3 until 2050)\nAccelerated action\nS-curve (x2 until 2030, x5 until 2050)\nOn track Not on track\nvs. 2050\n(n= 1394)\nProportion of companies projected to reach net zero operational emissionsm\n7% 37% 61%\n8% 41% 78%\n93% 63% 39%\n92% 59% 22%\nNotes: mAnalysis based on sample of G2000 companies with at least 5 years of reported emissions data in the period 2011-2020."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 18, "chroma:document": "The projections cover scope 1 & 2 emissions, excluding scope 3 to avoid \ndouble counting."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 18, "chroma:document": "For more detail on the scenarios and modelling assumptions, please refer to About the Research at the end. We considered that a company achieved the target once they reduced by at \nleast 95% of the absolute emissions in 2020. Consensus emissions reduction pathways, such as the ones developed by the Transition Pathway Initiative, set sector-specific emissions reduction trajectories \nthat reflect consensus expert knowledge about the best available technology for reducing emissions and industry-specific challenges. The Accelerated Action scenario reflects the pace of emissions reduc-\ntion of mitigation pathways compatible with 1.5\u00b0C, as developed by the IPCC. Accelerating global companies toward net zero by 2050\n19"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 19, "chroma:document": "Even on a consensus pathway, in which projected emissions \nreduction speeds double over the next decade, many \nindustries will still fail to meet net zero by 2050. Average projected year to reach net zero in operations Average target year set for net zero in operations\nNet zero by industry\nEmissions scope 1 & 2; consensus pathway scenario for average company projected year of achievement\nMany industries are not on track to meet \nnet zero by 2050 and need to accelerate\nNotes: Modelling assesses the progress of companies in reducing operational emissions (scope 1 & 2) only. This is because companies are most able to control these emissions \u2013 and to avoid \ndouble counting emissions. Target year is based on the average target set by companies in the sample. Average projected year is based on the average of company trajectories. 2035\n2040\n2045\n2050\n2055\n2060\n2065\nInsurance\nUtilities\nLife Sciences\nBanking\nRetail\nCapital Markets\nSW&P\nHealth\nComm\ns & Media\nTravel\nIndustrial\nMobility\nHi-Tech\nA&D\nCG&S\nEnergy\nChemicals\nNat. Res."}


created_at: 2025-04-28 00:40:21
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 19, "chroma:document": "AFTER 2050\n20"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 20, "chroma:document": "Setting targets is a \ngood starting point\nFortunately, our research results \nalso showcase clear steps that every \ncompany can take to accelerate their \nnet zero efforts. It starts with goal setting."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 20, "chroma:document": "21\nAccelerating global companies toward net zero by 2050 "}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0767fd49-1188-46e0-8d29-4baaf9d802c5
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 21, "chroma:document": "On average, companies that have set full net zero targets managed to cut \noperational emissions by 18% between 2011 and 2020. Targets have a disciplining effect. Segmenting companies by the presence \nof emissions targets shows that net zero targets tend to work at getting \ncompanies to focus on cutting emissions. The pandemic had an overall dampening effect on emissions though."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e2b159f0-bafb-46b0-bb9d-9586739be979
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 21, "chroma:document": "Those with Scope 1 and 2 targets also saw on average a decrease in their \nemissions over this period, but to a much lesser degree. To eliminate the pandemic effect, we also tested emissions reduction to \n2019. The only group to have cut emissions in this period were those with \nnet zero targets. Relative change in average company absolute Scope 1+2 emissions\nGrouped by target status, %\nG2000 companies with emissions data that have\u2026n\n-18%\n-5%\nFull net zero targets\n(n=527)\ndecreasing increasing\nPeriod 2011 to 2020 Period 2011 to 2019\n-1%\n3%\nTargets for Scopes 1 and 2 only\n(n=222)\n13%\n20%\nNo Net Zero Targetso\n(n=411)\nCompanies with net zero targets have cut  \nemissions substantially since 2011\nNotes: n Companies without emissions data in both 2011 and 2020 are not included in the samples here. o This group either had no reduction targets whatsoever, or had some emissions targets but not related to any \nform of carbon neutrality across any scope."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 21, "chroma:document": "Accelerating global companies toward net zero by 2050\n22"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: df7bcb1b-87e8-409b-9c1f-88968925b021
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 22, "chroma:document": "Companies with \nmultiple targets \nare cutting  \nemissions faster\nWhat\u2019s more, companies that have built up a \nbigger suite of programs have been cutting \nemissions faster than their peers. By going much further than setting distant \nnet zero targets, firms that develop and \ndeploy comprehensive decarbonization \nstrategies and carbon intelligence \ncapabilities are seeing the benefit. 2.4%Overall (those with sufficient emissions data)\n(n=1395)\ndecreasing increasing\nCompanies with emissions data\n-0.2%With net zero target\n(n=572)\n-1.1%\n-1.1%\n-1.3%\n70%\n29%\n24%\n13%\n12%\nWith above plus intermediate targets\n(n=481)\nWith above plus renewables targets\n(n=258)\nWith above plus TCFD disclosures\n(n=237)\nNotes: p CAGRs are calculated using averages with outliers omitted; in a small number of instances, companies do not have data for 2011, so we use the CAGR based on their \nearliest year of reporting after this, provided they have at least five years of emissions data in the CAGR period. See About the Research for details on the modelling sample."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 7a9f48da-906e-4920-8f2f-5de9f0db895d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 22, "chroma:document": "Sub-group\nn = companies that meet given criteria\nProportion of G2000\n%\nEmissions CAGRp\n2011-2020\nAccelerating global companies toward net zero by 2050\n23"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 722c5f1c-5021-418f-bff3-a2f2523bda27
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 23, "chroma:document": "Lessons from  \nthe leading set\nZooming in on companies that are on track \nto hit net zero by 2050 on a consensus \npathway, we see this pattern of speedier \ndecarbonization even more clearly. Companies that deploy multiple strategies to \nmanage their decarbonization progress have \nbeen shown to be more successful at cutting \nemissions. In all, 109 leading companies \u2013 5.5% of our \nG2000 sample \u2013 display best practices in \na range of areas and have cut their own \nemissions rapidly. -4.2%Overall (emissions data + on track)\n(n=574)\nEmissions decreasing\nCompanies that are on track to hit net zero by 2050q\n-5.6%With net zero target\n(n=260)\n-6.5%\n-7.0%\n-7.4%\n29%\n13%\n11%\n6.1%\n5.5%\nWith above plus intermediate targets\n(n=222)\nWith above plus renewables targets\n(n=122)\nWith above plus TCFD disclosures\n(n=109)\nNotes: q Consensus Pathway 2050 goal; CAGRs are calculated using averages with outliers omitted; in a small number of instances, companies do not have \ndata for 2011, so we use the CAGR based on their earliest period of reporting after this. See About the Research for details on the modelling sample."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f9012b67-7afa-40bb-a5e8-33e8eb1809ce
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 23, "chroma:document": "Sub-group\nn = companies that meet given criteria\nProportion of G2000\n%\nEmissions CAGR\n2011-2020\nAccelerating global companies toward net zero by 2050\n24"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 98e9a012-4998-4137-87b2-5b6ef3a6efeb
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 24, "chroma:document": "Developing building blocks  \nof carbon intelligence\nLooking more closely at these leaders, we observe \nthey are more likely to treat their carbon, energy, and \nemissions data as true business information. They not only track it; they act on it. These leading companies are more likely to ensure their \ntargets are science-based. They build in methods to \nreduce energy use and emissions. And they implement \nmore complex mechanisms including, but not limited \nto, internal carbon pricing."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 6f41319e-3178-49b7-ba03-7218a8e4792f
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 24, "chroma:document": "In addition, they are more likely to adopt and report \nagainst prominent ESG frameworks, which demand \nclarity around climate strategy and governance. Leading companies\n(n=109)\nCompanies with a \nnet zero target\n(n=675)v\n79% 40% 34% 4.3\n66% 26% 22% 3.5\n31% 16% 12% 2.4Entire G2000 sample\n(n=2000)\nNotes: r Does the company mention that its targets are science-based?; s Do companies provide evidence for the presence of energy efficiency / energy consumption reduction targets?; t Do companies provide evidence \nfor the presence of internal carbon pricing? u Does the company report against these standards?"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f51fed5f-2d39-49bd-9803-8ab27f66e573
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 24, "chroma:document": "(Yes/No): CDP, GRI, TCFD, CDRB, VRF\u2019s Integrated Reporting Framework, SASB, WEF\u2019s Stakeholder Capitalism Metrics, \nUNGC; v Full set, not just those with emissions data. Sub-group\nn = companies in sample\nScience-based targetsr\nProportion with these, %\nInternal carbon pricingt\nProportion using, %\nEnergy efficiency targetss\nProportion with these, %\nESG framework adoptionu\nAverage number using, n/8\nAccelerating global companies toward net zero by 2050\n25"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: ee21ffc9-4e41-4cb0-91c4-0ef63ea44d49
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 25, "chroma:document": "Examples of leading company  \ndecarbonization initiatives\nNaturgy\nHP\nSiemens\nSuntory\nCVS Health\nMahindra & Mahindra\nWith the goal of achieving zero emissions across all \nscopes by 2050, Naturgy\u00b4s strategy for decarbonization \nincludes achieving a 56% clean energy mix by 2025, \nleading to the closure of all its coal-powered stations in \n2020, and a 33% increase in installed capacity through \nwind, water and solar power investment in 2021.13\nHP set the SBTi-validated goal of reducing 90% of its \nabsolute emission reduction across all scopes, with \ninterim 2030 targets. By engaging with suppliers through \ntraining, and promoting reporting and science-based \ntarget setting, GHG emissions intensity were reduced by \n4% in 2020, relative to 2015."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9d90724b-f572-48c3-8ce3-1c968cdc96d9
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 25, "chroma:document": "HP estimated a reduction of \n81,000 tons of CO2 from suppliers in 2021.16\nSiemens aims to achieve a 50% emission reduction in \noperations by 2030. Its plans are validated by SBTi and \naligned to TCFD guidelines."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a3e308a4-ba86-497d-9efd-382670a54a00
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 25, "chroma:document": "In 2021, its scopes 1 and \n2 emissions decreased by 36% compared with 2019. It achieved this by acquiring 78% of its energy from \nrenewable sources, electrifying 8% of its company fleet, \nmigrating to carbon-neutral buildings, and using an internal \nCO2 price to incentivise decarbonization initiatives.14\nThe Japanese company implemented energy-saving \nmeasures in its plants, improving heat recovery in industrial \nprocesses, installing photovoltaic panels, and switching \nto natural fuels with fewer GHG emissions per unit. In line \nwith its goal to reduce 50% of direct operation emissions by \n2030, Suntory reduced its scope 1 and 2 emissions by 13.5%, \ncompared with 2019 levels.17\nCVS recognizes that reduced air quality leads to more \nrespiratory and cardiovascular disease. As part of it \nHealthy 2030 commitments and SBTI-validated goal to \nreduce environmental impact by at least 50% by 2030, \nCVS is investing in more energy-efficient locations. CVS achieved a 33,500 MWh energy reduction in 2021 \nimplementing a range of initiatives including transitioning \n740 CVS locations and using energy management systems \nto optimize lighting, heating, and cooling systems.15\nThe Indian automotive company has in place a carbon \nneutral goal by 2040, validated by SBTi, as well as the \ntarget to achieve 100% renewable energy by 2030. In 2021, the company increased its renewable energy \nconsumption by 19%, and enhanced energy efficiency \nin its sites, achieving an 11% reduction in scopes 1 and 2 \nemissions compared with the year before.18\nAccelerating global companies toward net zero by 2050\n26"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2be6109c-25a5-41a6-ac28-810eeb6953f2
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 26, "chroma:document": "27\nAccelerating Global Companies toward Net Zero by 2050\nAccenture\u2019s view of carbon intelligence\nFocus is on equipping/embedding \nthese in the organization and across the \norganizational operating model \n(people, process, technology)\nFurther value from unlocking opportunities with \ncarbon and ESG intelligence up and down the \nvalue chain, from suppliers to customers\nCarbon intelligence is a set of capabilities that \nenables organizations to control, improve and drive \nvalue-creation and impact, by embedding carbon, and \nbroader ESG, business intelligence into decision making \nwithin the core business and across the value chain. Moving from carbon and ESG as an after-the-fact \nreporting exercise, to driving value by leveraging \nadvanced digital technologies for carbon-informed \ndecision making across core processes, with higher \ngranularity, higher frequency, better integrated and \nmore trusted and auditable data\nAccelerating global companies toward net zero by 2050\n27"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 01299fc0-cb2b-4c00-a78d-e91320faaca4
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 27, "chroma:document": "28\nAccelerating Global Companies toward Net Zero by 2050\nCarbon intelligence capabilities to develop\nInformation\nby diagnosing, assessing and \nsetting the decarbonization \nstrategy, and then monitoring \nand measurement of carbon \nperformance\nInsight\nto audit, record and report emissions, \nas well as to set targets and \nperformance manage their delivery\nImpact\nunlocked from this insight\u2014whether it \nis about reducing, replacing, optimizing \nor offsetting emissions; predicting or \nrebalancing the portfolio; or trading and \nmonetizing new products and services\nTo pick up the pace to net zero, companies will need to rewire to become carbon intelligent. This means \ndeveloping and deploying carbon intelligence capabilities across the business in three categories:\nThese categories span seven enabling and value-driving capabilities as shown below."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: c481ace1-590b-4603-96ee-09f29092acea
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 27, "chroma:document": "Diagnose, Assess \n& Set Strategy\nMonitor & \nMeasure\nAudit & Record, \nReport\nTarget & Performance \nManagement\nReduce, Replace, \nOptimize & Offset\nPredict & Rebalance \nPortfolio\nTrade & Monetize\nInformation Insight Impact\nEnabling capabilities\nCarbon intelligence\nValue-driving capabilities\nAccelerating global companies toward net zero by 2050\n28"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 28, "chroma:document": "Actions to  \ntake now\nRegardless of the starting \npoint, your company\u2019s efforts \nare essential to helping the \nworld achieve net zero by 2050. It takes determination and \naction across the spectrum."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 28, "chroma:document": "29\nAccelerating global companies toward net zero by 2050 "}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: fb33d018-7cf0-4b34-bd70-c3c6626c1b01
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 29, "chroma:document": "Companies just getting started:\n  \nSet targets, create milestones \nand start measuring progress\nGather, interpret and act on your carbon and \nenergy data. If your company doesn\u2019t have a \nclearly defined net zero target, set one. Then, \nmake sure there are milestones to get there, in \nthe form of publicly announced intermediate \ntargets. With the pathway set, build in more \nsophisticated metrics \u2013 around energy \nuse, for example \u2013 and create capabilities \nfor measurement and a plan for action. Those already on the journey:\n  \nPrioritize investments and harness \nefficiencies across the enterprise\u00a0\nWith granular data about energy and emissions \nadequately integrated with operational and \nfinancial data, you can identify and prioritize \nthe investments that have immediate value and \ncarbon payoffs. Evaluate assets and operations \nfor areas where efficiencies can be achieved."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3b46c473-f949-453f-81b6-fa1cc0f81944
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 29, "chroma:document": "These lead to both avoided emissions and saved \nenergy \u2013 especially useful when energy prices are \nhigh. Such measures can often be as mundane as \nfixing the lighting in your buildings or measuring \nelectricity performance with greater granularity. But it could also involve rethinking processes or \npivoting to self-generate renewable electricity. Those who are advanced:\n  \nPlace bolder bets. Innovate, \ninvest and collaborate across \nsectors and value chains\nIn some industries, the technologies and broader \nsolutions to get to net zero lie in the future \nthrough innovation. Identify, build and scale \nthem."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f59395ad-2f4d-42d2-9dfc-4fd7080b188a
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 29, "chroma:document": "This will involve extensive collaboration \n\u2013 across sectors and value chains. For some \nindustries, key solutions will be developed \nelsewhere. Work out what solutions will be \nneeded, and find partners to develop them. Similarly, legacy solutions that look cheap today \nmay become stranded assets."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a3b39ba1-f5de-461e-847f-096da71c80ae
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 29, "chroma:document": "Identify where \nnew investments can be made now that will \ngive your company an edge in the future. Accelerating global companies toward net zero by 2050\n30"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5e99f105-3544-4bbf-b454-3dc4417ea127
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 30, "chroma:document": "It\u2019 s time to lead  \ndecarbonization  \nefforts in this decade\nAt the halfway point towards achieving the UN \nSustainable Development Goals, it\u2019s urgent for global \ncompanies in every industry to accelerate toward net \nzero. While progress on target-setting made in the \npast year is promising, more work needs to be done."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 30, "chroma:document": "Strategies to accelerate decarbonization are available now. How will you guide your enterprise \nto become carbon intelligent? Contact Accenture to learn more. Accelerating global companies toward net zero by 2050\n31"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5c390425-4a9b-4870-96db-b830cfc39db3
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 31, "chroma:document": "Accenture committed  \nto being net zero by 2025\nAs shared in our online, interactive Accenture 360\u00b0 \nValue Experience, we define 360\u00b0 Value as delivering \nthe financial business case and unique value a \nclient may be seeking, along with striving to partner \nwith our clients to achieve greater progress across \nthese vital dimensions: Client, Talent, Inclusion & \nDiversity, Experience, Sustainability and Financial. For the category of Sustainability, \nwe are committed to helping our \nclients achieve their sustainability \ngoals and to operating Accenture  \nto reach ours. This includes addressing environmental issues \nthrough our own commitment to achieve net zero \nemissions by 2025 and by helping our clients and \nsuppliers make and meet their commitments. UN Global Compact Business Ambition \nfor 1.5\u00b0 Pledge--Accenture is one of 1,100 \ncompanies pledging to do our part to keep \nglobal warming below 1.5\u02da Celsius. Science-based target--By 2025 we will reduce our \nabsolute greenhouse gas (GHG) emissions by 11%, \nour Scope 1 and 2 GHG emissions by 65%, and Scope \n1, 2 and 3 emissions per unit of revenue intensity by \n40%, against our 2016 baseline."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4a5c9af5-b004-4954-9efc-cafae3e15cd3
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 31, "chroma:document": "As of August 31, 2021, \nour progress included total emissions decreased by \n65%, Scope 1 and 2 emissions were reduced by 72% \nand emissions per unit of revenue reduced by 76%. Renewable electricity--We plan to meet our office \nenergy needs with 100% renewable electricity by 2023. Engaging our suppliers--We will require 90% of our \nkey suppliers* to disclose their environmental targets \nand actions being taken to reduce emissions by 2025. (*Key suppliers are defined as vendors that represent \na significant portion of our 2019 Scope 3 emissions.)\nNature-based carbon removal--In September 2021, \nwe announced our investments in nature-based \ncarbon removal projects. Our projects will broadly \nalign with our geographic footprint, and will reforest \nland, rebuild biodiversity, make agriculture more \nsustainable, help create green jobs and allow natural \necosystems to rebound and thrive\u2014all while removing \nCO2 from the atmosphere."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: cba1624e-c592-4602-b0bd-4536a1c11bee
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 31, "chroma:document": "Over the next 20 years, this \nprogram is expected to physically remove more than \n13 million metric tons of carbon from the atmosphere. Accelerating global companies toward net zero by 2050\n32"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 32, "chroma:document": "ContributorsAccenture Authors\nJean-Marc Ollagnier \nEurope CEO \njean-marc.ollagnier@accenture.com   \n @jmollagnier\nPeter Lacy \nGlobal Sustainability Services  \nLead & Chief Responsibility Officer \npeter.lacy@accenture.com \n @peter-lacy\nMauricio Berm\u00fadez Neubauer \nCarbon Strategy & Intelligence Global Lead \nm.bermudez.neubauer@accenture.com \n @mauriciobermudezneubauer\nMatthew Robinson \nProject director\nBabak Moussavi \nProject lead\nCore team\nAna Clara Gimenez  \nMonique de Ritter  \nCatalina Mainardi  \nGuillaume Simon  \nKatharine Chung  \nFran\u00e7ois Luu \nJackie Brody Tavitas  \nDebbie Van der Hyde\nAccelerating global companies toward net zero by 2050\n33"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 33, "chroma:document": "About the research\nThis analysis takes stock of global corporate net \nzero targets. It shows how many of the world\u2019s \nlargest companies have announced net zero \ntargets, in which year these companies aim to \nachieve net zero, and how they are positioned to \nmeet these targets considering their track record \nof reducing GHG emissions in the past decade. Our sample was based on the Accenture \nGlobal 2000 (or \u201cG2000\u201d): an Accenture-\ndeveloped list of the Top 2000 public and \nprivate companies in the world by revenue. We first collected data about the net zero \ntargets based on the G2000 list working with \nTheSmartCube. We found 675 that had announced a \nnet zero target covering scope 1, 2 and 3 emissions. We grouped these companies by region (Europe, \nNorth America, and Rest of world and by industry."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: ce5a880e-3c11-4c8b-9cdc-be5ce8923751
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 33, "chroma:document": "Secondly, we analyzed the emissions from 2011 to \n2020 of companies in our sample. We focused on \nthe absolute scope 1 & 2 emissions (excluding scope \n3 to avoid double counting) and calculated the \ncompound annual growth rate (CAGR) of emissions \nover the 10-year interval, adjusting for missing data \nand excluding effects of structural changes to the \nbusiness (e.g., divestments and acquisitions). We \neliminated from the sample companies that did \nnot report on emissions for a minimum of 5 years \nduring the 2011-2020 period. This resulted in a \ndataset of 1394 companies (the sample that we \nused to model progress against a 2050 net zero \ngoal). In total there were 827 companies that had \nboth at least a scope 1 & 2 net zero target and had \nreported at least 5 years during the last decade \n(the sample that we used to model progress \nagainst companies\u2019 own net zero target years). Thirdly, we built projections of potential emissions \nreduction pathways for each company in our  \n \n \n \ndataset and estimated in which future 5-year \ntime interval the company is likely to reach \nnet zero. We chose the projections to take the  \nshape of an \u201cS-curve\u201d, in line with existing expert \nscenarios for emissions reduction by industry. We then aggregated the company-level projections \nto industry and region level to assess the time \nperiod over which companies in the industry \nand region are likely to achieve net zero. Finally, we compared the net zero target years \nwith the time interval resulting from the emissions \npathway analysis and evaluated commonalities and \ndifferences across industries and regions. We also \nran this analysis against a target year of 2050."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 33, "chroma:document": "We have conducted a similar analysis in December \n2021. For this wave, we have compared results \nto the last wave."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 33, "chroma:document": "Also, we have conducted \nadditional contextual analyses making use of \nAccenture surveys and the SBTi database. Accelerating global companies toward net zero by 2050\n34"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 34, "chroma:document": "Region and \nIndustry \nclassification\n  Region  Industry name Number of companies\nEurope (N=507)\nAustria, Belgium, Czech Republic, Denmark, Finland, France, \nGermany, Greece, Hungary, Ireland, Israel, Italy, Kazakhstan, \nLuxembourg, Netherlands, Norway, Poland, Portugal, Russian \nFed., Spain, Sweden, Switzerland, Turkey, Ukraine, United \nKingdom\nAerospace & Defense (A&D) 22\nBanking 152\nCapital Markets 52\nConsumer Goods and Services (CG&S) 155\nChemicals 79\nComms & Media 77\nNorth America (N=600)\nUnited States, Canada, Bermuda\nEnergy 121\nHealth 59\nHi-Tech 115\nIndustrial (Equipment, Freight & Logistics) 370\nRest of world (N= 893)\nAlgeria, Argentina, Australia, Azerbaijan, Brazil, Chile, China, \nColombia, Ecuador, Hong Kong, India, Indonesia, Japan, \nKuwait, Malaysia, Mexico, New Zealand, Oman, Pakistan, \nPhilippines, Qatar, Saudi Arabia, Singapore, South Africa, \nSouth Korea, Taiwan, Thailand, United Arab Emirates, Vietnam\nInsurance 150\nLife Sciences 60\nMobility 70\nNatural Resources 154\nRetail 197\nSoftware & Platforms (SW&P) 28\nTravel 29\nUtilities 110\nWe grouped the companies by \nregion and industry, based on \nthe Accenture G2000 company \nlist (original sample, before \nexclusion criteria)\nAccelerating global companies toward net zero by 2050\n35"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9fa37f2f-cff2-42a9-9fb0-014fa99629e5
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 35, "chroma:document": "Methodology\nWe built projections of potential emissions \nreduction pathways for each company in our \ndata set, and estimated in which future five year \ntime interval the company is likely to reach zero \nemissions. We chose the projections to take the \nshape of an \u201cS-curve\u201d, in line with existing expert \nscenarios for emissions reduction by industry. As a first step, we determined a company\u2019s \nstarting point for the projection. This was \ninformed by its absolute emissions in 2020 \nand its negative Compound Annual Growth \nRate (CAGR) from 2011 to 2020. \u2022 Companies that have already achieved fast \nemissions reduction in the past decade were \nplaced further ahead on the S-curve to see \na deceleration in their emissions reduction \nrate over time, as the remaining options \nfor emissions reduction become harder to \nrealize. For these companies, the projection \nused the historical CAGR of the company. \u2022 Companies that had achieved little or no \nemissions reduction in the past decade were \nplaced further back on the S-curve, meaning \nthat in the projection they first catch up with \nthe typical emissions reduction rate that \nindustry peers had achieved in the past, \nand then gradually accelerate the pace of \nemissions reduction. For these companies, we \ncreate the projection using the median CAGR \nof the companies in the same industry that \nhad reduced emissions between 2011-2020. Secondly, we created the S-shape of the curve \nby using a matrix of multipliers for each period \n(displayed on the next page), which define the speed \nof emissions reduction over time."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 35, "chroma:document": "These multipliers \nvaried by scenario."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4ebc4736-10cb-43e4-a7d9-d076a6db140e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 35, "chroma:document": "The Consensus Pathways scenario \nreflects the emissions reduction trajectories of the \nTransition Pathway Initiative, which in turn reflect \nconsensus expert knowledge about the best available \ntechnology for reducing emissions and industry-\nspecific challenges. The Accelerated Action scenario \nreflects the pace of emissions reduction of mitigation \npathways compatible with 1.5\u00b0C, as developed by the \nIntergovernmental Panel on Climate Change (IPCC). As the projections are based on reduction rates \nand therefore approach zero asymptotically, \nwe considered that a company achieved \nthe target once they reduced by at least \n95% of the absolute emissions in 2020. Accelerating global companies toward net zero by 2050\n36"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 36, "chroma:document": "37\nAccelerating Global Companies toward Net Zero by 2050\nCAGR Multipliers Matrix\nConsensus Pathways Scenario\n Company\n CAGR\n Starting CAGR used\n for projection\n2020-\n2024\n2025-  \n2029\n2030-\n2034\n2035-\n2039\n2040-\n2044\n2045-\n2049\n < -12.5%  Company CAGR 1.8 2.1 1.2 1 1 1\n -12.5% to -7.5%  Company CAGR 1.8 1.8 2.1 1.2 1 1\n -7.5% to -5%  Company CAGR 1 2.1 3.2 3.2 3.3 3\n -5% to -2.5%  Company CAGR 1 2.1 3.2 3.2 3.3 3\n -2.5% to 0%  Industry median 1 2.1 3.2 3.2 3.3 3\n 0% to 2.5%  Industry median 0 1.8 3 3.5 3.5 3.3\n 2.5% to 5%  Industry median -0.2 1 2.1 3.2 3.5 3.5\n >5%  Industry median -0.5 0 1.8 2.1 3.2 3.5\nAccelerating global companies toward net zero by 2050\n37"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9644efb3-b1d5-424e-9acd-9fd73a92c157
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 37, "chroma:document": "38\nAccelerating Global Companies toward Net Zero by 2050\nAccelerated Action Scenario\nNote: We have not included a separate matrix for the Current Trends Scenario, as this scenario reflects the projection of the Starting CAGR and thus consists of having the same CAGR across all periods. Company\n CAGR\n Starting CAGR used\n for projection\n2020-\n2024\n2025-  \n2029\n2030-\n2034\n2035-\n2039\n2040-\n2044\n2045-\n2049\n < -12.5%  Company CAGR 1.8 2.1 1.2 1 1 1\n -12.5% to -7.5%  Company CAGR 1.8 2.1 2.1 1.2 1 1\n -7.5% to -5%  Company CAGR 1.8 2.1 3.2 3.2 3.3 3\n -5% to -2.5%  Company CAGR 1.8 2.1 3.2 4 5 5\n -2.5% to 0%  Industry median 1.8 2.1 3.2 4 5 5\n 0% to 2.5%  Industry median 1 2.1 3.2 4 5 5\n 2.5% to 5%  Industry median 1 2.1 3.2 4 5 5\n >5%  Industry median 1 2.1 3.2 4 5 5\nAccelerating global companies toward net zero by 2050\n38"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0ed0ecc4-6536-473f-9b5f-c2df8e45a012
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 38, "chroma:document": "39\nG2000 SAMPLE\nCompanies in G2000  \nlist (n=2000)\nMODELLING SAMPLE\nCompanies with sufficient emissions \ndata (at least five years of data between \n2011 and 2020)\n(n=1394)\nNET ZERO SAMPLE\nCompanies that have  \na full net zero target\n(n=675)\nMODELLING & TARGET SAMPLE\nCompanies with sufficient emissions \ndata to be modelled, and targets for at \nleast Scopes 1 and 2\n(n=827)\n10\ncompanies have net \nzero targets, but are \nnot in the modelling \nsample\ncompany has sufficient \nemissions data but \nbecause of difficulties in \nindustry alignment is not \nin the modelling sample\nSample: \nDifferent \u2013 but overlapping \u2013 \nsamples are used in the analysis, \ndepending on the area of enquiry. Our universe of companies is the \nG2000, but as we do not have all \nthe data for each company, sub-\nsets are used where necessary."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 62851117-4a00-49ed-b1f0-dc453bf33851
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 38, "chroma:document": "LEADING COMPANIES\nCompanies with best practices \n(see description)  \n(n=109)\n1\nAccelerating global companies toward net zero by 2050\n39"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 39, "chroma:document": "References\n1 COP26 Presidency Outcomes, \u201cThe \nGlasgow Climate Pact. (n.d.), United Nations \nClimate Change Conference UK 2021\u201d, 2021 \n2 European Parliament News, \u201cNew social \nand environmental reporting rules for large \ncompanies\u201d, June 21, 2022 \n3 \u201dUK to enshrine mandatory climate \ndisclosures for largest companies in law\u201d, \nOctober 29, 2021 \n4 The Guardian, \u201cGreve, J.: Senate passes \n$739 billion healthcare and climate bill after \nmonths of wrangling\u201d, August 7, 2022\n5 IPCC report, \u201cCooper, N. and White, A.: \nUrgent climate action needed to halve \nemissions by 2030."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b0b58986-8cc4-4e1c-b26a-bf3b00b1154b
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 39, "chroma:document": "World Economic \nForum\u201d, April 6, 2022\n6 Accenture Research analysis, \u201cAccenture \nCXO Survey Wave 6\u201d, June, 2022\n7 Accenture, \u201cOllagnier, J., Timmermans, \nK., and Brueckner, M.: From disruption to \nreinvention: the future of supply chains in \nEurope\u201d, May 23, 2022\n8 US Bureau of Labor Statistics,  \n\u201d Job Openings and Labor Turnover Survey\u201d, \nAccessed October 6, 2002 \n9 IMF Staff Discussion Note, Labor Market \nTightness in Advanced Economies, March \n31, 2022 \n10 Accenture Research analysis, \u201cAccenture \nCXO Survey Wave 6\u201d, June, 2022\n11 \u201cScience-based Targets website\u2014\ncompanies taking action\u201d, 2022\n12 Bloomberg NEF, \u201cRenewable energy sector \ndefies supply chain challenges to hit a \nrecord first-half for new investment\u201d, August \n2, 2022\n13 Naturgy, \u201c2021 Sustainability Report\u201d, 2021\n14 Siemens, \u201c2021 Sustainability Report\u201d, 2021\n15 CVS Health, ESG report, 2021\n16 HP, \u201c2021 Sustainable Impact Report\u201d, 2021\n17 Suntory, \u201cCSR Report 2021\u201d, 2021\n18 Mahindra & Mahindra, \u201cAnnual Report \n2020-2021\u201d, 2021\nAccelerating global companies toward net zero by 2050\n40"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0fb3b927-504b-47d2-8c9f-f74cb7ae1537
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 40, "chroma:document": "41\nAccelerating Global Companies toward Net Zero by 2050\nAbout Accenture\nAccenture is a global professional services company with leading capabilities in \ndigital, cloud and security. Combining unmatched experience and specialized \nskills across more than 40 industries, we offer Strategy and Consulting, \nTechnology and Operations services and Accenture Song \u2014 all powered by \nthe world\u2019s largest network of Advanced Technology and Intelligent Operations \ncenters. Our 721,000 people deliver on the promise of technology and human \ningenuity every day, serving clients in more than 120 countries."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b60eff28-31fd-4436-abf0-f9c8f5e81d4f
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 40, "chroma:document": "We embrace \nthe power of change to create value and shared success for our clients, people, \nshareholders, partners and communities. Visit us at www.accenture.com\nAbout Accenture Research\nAccenture Research creates thought leadership about the most pressing \nbusiness issues organizations face. Combining innovative research techniques, \nsuch as data science-led analysis, with a deep understanding of industry and \ntechnology, our team of 300 researchers in 20 countries publish hundreds of \nreports, articles and points of view every year. Our thought-provoking research \ndeveloped with world leading organizations helps our clients embrace change, \ncreate value, and deliver on the power of technology and human ingenuity."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: c219ee41-b7b1-4f19-8d71-afc5f4627793
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_Accenture-Net-Zero-By-2050-Global-Report-2022.pdf", "page": 40, "chroma:document": "This content is provided for general information purposes and is not intended to be used in place of consultation with our professional \nadvisors. This document refers to marks owned by third parties. All such third-party marks are the property of their respective owners. No sponsorship, endorsement or approval of this content by the owners of such marks is intended, expressed or implied. Copyright \u00a9 2022 Accenture. All rights reserved. Accenture and its logo are registered trademarks of Accenture. Accelerating global companies toward net zero by 2050\n41"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 7e585d24-c145-49bc-9b64-e3d8207a7b73
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 0, "chroma:document": "8/11/23, 10:28 AM How to build a sustainable city at scale\nhttps://www.strategy-business.com/article/How-to-build-a-sustainable-city-at-scale 1/8\nTech & innovation\nHow to build a sustainable city\nat scale\nA new net-zero model neighborhood is taking off in Berlin. by Raymond Colitt July 24, 2023\nA series of giant white X\u2019s painted on the tarmac in Berlin\u2019s city center signals to pilots that\nthe landing strip of the historic Tegel aerodrome, a product of the 1948 Soviet blockade of\nPhotograph by Andriy Onufriyenko"}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8df0ada5-8d66-4008-adcd-7d313ba1ec0a
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 1, "chroma:document": "8/11/23, 10:28 AM How to build a sustainable city at scale\nhttps://www.strategy-business.com/article/How-to-build-a-sustainable-city-at-scale 2/8\nthe city, is permanently shut. But look closer and there are plenty of signs of a new\nenterprise taking o\ufb00: Berlin TXL, in planning for more than a decade, is now emerging as\none of the biggest and perhaps most ambitious urban development projects in Europe. Named for the old airport\u2019s three-letter identifying code, TXL is already home to startups,\nand, when complete, it will have a university campus and housing for 10,000 people who\nwon\u2019t have to walk more than \ufb01ve minutes to get to shops, schools, and medical facilities. In e\ufb00ect, Berlin TXL is an \u20ac8 billion\u2013plus (US$8.6 billion) sandbox for \ufb01guring out\nsustainable urban development at scale. Its goal is to show that construction can be\ncarbon-neutral, technology can add to quality of life without crossing privacy borders, and\nclimate-proof housing can be a\ufb00ordable."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 59272288-00d8-4eb2-b024-4ea445a64185
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 1, "chroma:document": "As PwC\u2019s 2023 report Building sustainable cities:\nHow urban infrastructure can address energy challenges and shocks makes clear, the way\nthat existing and entirely new cities shape their energy infrastructure\u2014and especially the\ndegree to which they can use alternative fuels to power their operations\u2014will have a\nde\ufb01ning impact on our ability to move beyond fossil fuels over the coming decades. Cities\nwill be the stage on which the transition to net-zero emissions is played out. \u201cWe\u2019re testing how cities of the future can be built, developing a model quarter that\u2019s\nsustainable and inclusive,\u201d\u00a0Gudrun Sack told me. Sack is managing director of Tegel\nProjekt GmbH, a state-owned business commissioned by the city of Berlin to develop and\nmanage Berlin TXL. She sees the project as a possible path for other developments: \u201cWe\ncan\u2019t continue building the way we have, and that\u2019s what TXL is\u2014an example to show that\nit can be done di\ufb00erently.\u201d\nAccording to the United Nations, cities consume about 78% of the world\u2019s energy and\naccount for more than 60% of global greenhouse gas emissions. Urban transport alone\naccounts for the equivalent of 4 billion metric tons of CO emissions, which is more than\n40% of the transport sector\u2019s total emissions, according to the International Energy\nAgency."}


created_at: 2025-04-28 00:40:21
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 1, "chroma:document": "2"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e6a5fb3e-c47c-4302-8187-5922cb2533ef
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 2, "chroma:document": "8/11/23, 10:28 AM How to build a sustainable city at scale\nhttps://www.strategy-business.com/article/How-to-build-a-sustainable-city-at-scale 3/8\nSeveral big cities have made considerable strides in moving toward net zero. Paris plans to\nrestrict access to its center for some cars in 2024."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e49f220c-effc-4744-8769-052dad81de1a
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 2, "chroma:document": "Mexico City, this year, will complete one\nof the world\u2019s largest urban solar farms on the roof of the municipal wholesale market. Burlington, in the US state of Vermont, obtains all its electricity from renewable sources,\nalbeit to a large extent by burning wood. Woven City, located in Japan and sponsored by\nToyota, is to be a type of living laboratory for new mobility technologies. And Fishermans\nBend is an urban renewal project set to be completed by 2050 in Melbourne, Australia,\nthat shares some of the objectives of Berlin TXL. But TXL is unique in many ways, not least because of its scope and location."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 2, "chroma:document": "It also stands\napart because of how it\u2019s using an ecosystem approach to development."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a6354c1e-3539-447c-9612-72d97d3d5344
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 2, "chroma:document": "So how will it\naddress the challenges of remaining sustainable? Innovation rules\nBerlin wants to be climate-neutral by 2045. For Berlin TXL, that means adhering to the so-\ncalled triple-zero strategy: erect buildings that consume zero energy, emit zero carbon,\nand leave behind zero waste. The aim is that the use of energy-intensive concrete, steel,\nand plastic will be kept to a minimum. Instead, the project\u2019s residential quarter will be built primarily with lumber from forests\nsurrounding the city. Costs may initially exceed those of conventional materials, in part\nbecause the manufacturing process is still labor-intensive. But scaling timber construction\nto an industrial level through digitized processes and open standards could reduce costs by\naround 20 to 25% in the medium term, according to a study by the Technical University of\nBerlin and the Fraunhofer Institute for Wood Research. And wood constructions are highly\ne\ufb00ective carbon sinks, meaning that for many years they bind potential greenhouse gases\nthat would otherwise be emitted, were the trees to decompose naturally or burn. \u201cCity quarters could thus become huge CO stores and have a positive e\ufb00ect on the\nclimate,\u201d I was told by Philipp Bouteiller, who, as chief of Tegel Projekt GmbH for a decade\n2"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d69c6f11-ee53-4e5c-8b58-d24c17d15723
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 3, "chroma:document": "8/11/23, 10:28 AM How to build a sustainable city at scale\nhttps://www.strategy-business.com/article/How-to-build-a-sustainable-city-at-scale 4/8\nthrough 2022, was one of the intellectual architects behind TXL. And there\u2019s room to run:\nwhile 92% of new homes in the US are wood-framed, in Germany, wood houses make up\nless than 20%\u00a0of all new homes."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 13ce30e9-18fe-4c34-b5cd-47a78adfe98e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 3, "chroma:document": "The Schumacher Quarter, the residential sector within the TXL project, is earmarked to\nhave 5,000 climate-neutral apartments. \u201cWe know that heat pumps work, we know that\nfuel cells work\u2014what we need to demonstrate is the entire system, that everything works\ntogether in an entire district,\u201d said J\u00fcrgen Peterseim, Berlin-based director in sustainability\nservices at PwC Germany and coauthor of Building sustainable cities, when I asked him\nabout the project. \u201cThere are still people who say in a complete system it doesn\u2019t work, so it\nneeds to be shown once and for all that it does work.\u201d\n(Making it work would be a historic endeavor in more ways than one: to prepare the\nSchumacher site, salvage crews are busy recovering tons of unexploded ordnance from\ntwo world wars and a shooting range used by the kaiser\u2019s army until the end of the 19th\ncentury.)\nWe know that heat pumps work, we know that fuel\ncells work\u2014what we need to demonstrate is the entire\nsystem, that everything works together in an entire\ndistrict.\u201d\n\u201c"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 059b61b4-9d02-4671-b596-da70386f61d5
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 4, "chroma:document": "8/11/23, 10:28 AM How to build a sustainable city at scale\nhttps://www.strategy-business.com/article/How-to-build-a-sustainable-city-at-scale 5/8\nIndustrial action\nElsewhere, the TXL sandbox is alive with industrial activity. Past the rust-orange and lime-\ngreen main hangar, engineers test autonomous vehicles as they maneuver through\nobstacle courses."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 047b1dcd-ad66-44bb-8a77-b695c2b868b0
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 4, "chroma:document": "Other startups, too, have set up shop in the Urban Tech Republic, an\nindustrial and research park within TXL aimed at developing clean urban technologies. These organizations include HH2E, a hydrogen and renewable energy developer, and Futr\nHut, a think tank for developing innovative materials and timber construction practices. EasyMile, a Toulouse, France\u2013based\u00a0driverless technology company, which originally set\nup shop at TXL to do maintenance on vehicles for the old site\u2019s airline clients, is expanding\noperations in the new environment. \u201cTXL is really convenient, because we have o\ufb03ce\nspace, a workshop, and testing grounds all in the same place\u2014you don\u2019t often \ufb01nd that,\u201d\nNathalie Teer, head of strategic a\ufb00airs at EasyMile, told me. \u201cWe\u2019re considering expanding\nour R&D operations to Germany, and\u00a0if we do that, the startup vibe would be really\ninteresting. That sort of\u00a0ecosystem makes a di\ufb00erence.\u201d (Vay, an autonomous mobility\ncompany housed at TXL, drove the \ufb01rst remotely steered vehicle on a public road in Europe\nin February.)\nThe whole Urban Tech precinct will have what is called a low-energy network, a heating\nsystem comprised of water pipes that travels through the entire precinct and \ufb02ows at\ntemperatures of 40 degrees Celsius in the winter and 20 degrees in the summer. Compared\nto standard district heating, with \ufb02ow temperatures of up to 100 degrees, the low-energy\nnetwork has far lower losses. The whole system will be implemented in a public\u2013private\npartnership between the Germany-based multinational E.ON and the city-owned utility\nBerliner Stadtwerke in time for completion of the \ufb01rst apartments in 2028. Building trust, too\nFor any smart city to have the support and con\ufb01dence of its residents, it needs to be\ntransparent, particularly with its technologies and data."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 4, "chroma:document": "In order to allay concerns over"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f685b144-64f6-43c7-a437-1d743d992d97
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 5, "chroma:document": "8/11/23, 10:28 AM How to build a sustainable city at scale\nhttps://www.strategy-business.com/article/How-to-build-a-sustainable-city-at-scale 6/8\ndata privacy and AI-driven monitoring, the system running TXL will be open-source coded\nand feature a showroom so that residents can better understand and learn ways to bene\ufb01t\nfrom technology and data. Part of that system is already on display at an info center that\nwas opened in April 2023."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 73cecda0-33ff-4c51-bd9b-59045a85c19c
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 5, "chroma:document": "Digitizing so many aspects of life will create not just a smart city but, in some ways, a smart\nsociety. For example, sensors that continuously measure the \ufb02ow of bicycles and\npedestrians can provide wheelchair users options for the least-crowded path; the same\nsensors can monitor open parking spaces or public transport departure times at mobility\ncenters to maximize e\ufb03ciency. AI will also process data to help manage rainwater storage according to the \u201csponge city\u201d\nprinciple, which aims to protect against more extreme weather, be it heavy rain, drought,\nor heat. Instead of rainwater being channeled into canals, it will be directed to planted\nrooftops, \ufb02ood plains, and underground storage that all help cool the city on hot summer\ndays, thus promoting climate change adaptation. Berlin TXL expects to use rainwater to\nhelp create its own microclimate. The goal is for the whole area to generate at least as\nmuch energy and water as is consumed. Add to that a system of motion-triggered cameras\nto monitor local fauna, as well as heat sensors and aerial photography to study the\nmicroclimates and plant life, and you have a real-time laboratory that will allow climate\ntechnologies to continuously adapt to the changing environment, an approach also called\nclimate resilience. ESG with a capital S\nAll this activity has drawn massive international interest."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2cedebfb-39dc-4772-8010-67ecda5fead9
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 5, "chroma:document": "Sack, the project\u2019s managing\ndirector, said she gets roughly 50 to 100 visitors each week, mostly city planners and\npoliticians (including US Secretary of Housing and Urban Development Marcia Fudge in\nSeptember 2022). Many come to see the project not only for its sustainable technology but\nalso its broader environmental, social, and governance (ESG)\u00a0policies, including targets\nfor social equality and diversity."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: edf467e9-cae8-47ae-bd65-9cb22117afae
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 6, "chroma:document": "8/11/23, 10:28 AM How to build a sustainable city at scale\nhttps://www.strategy-business.com/article/How-to-build-a-sustainable-city-at-scale 7/8\nSince the fall of the Berlin Wall in 1989, the city has witnessed its share of large-scale\ndevelopment projects, as it essentially rebuilt much of its center and the former East\nBerlin. But not all of the projects were successful."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 66841cd9-cdee-4d29-bf01-a273bb0ac2b9
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 6, "chroma:document": "Plans for another former airport,\nTempelhof, were botched, \ufb01rst because of a lack of citizen participation and then because\nof a very decisive public vote against any development. The new Berlin Brandenburg Airport, southeast of the nation\u2019s capital, was delayed for\nnine years due largely to poor planning and a lack of oversight. That won\u2019t be the case at\nBerlin TXL, said Sack."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 24ecfee2-432a-43fb-86a2-81cf6ddb1e21
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 6, "chroma:document": "\u201cBerlin has learned a lot from the past. The fact that Berlin TXL is\nbetter positioned may have to do with the mistakes that were made in the past,\u201d she told\nme. \u201cAfter this long planning phase, it is important to me that we can get started now. We\nhave to start boldly, and then we\u2019ll see how it goes.\u201d\nAuthor profile:\nTopics:\ndesign infrastructure innovation sustainability urbanization\nRaymond Colitt\u00a0is a journalist with three decades of experience reporting, writing, and editing\nstories from around the globe, including Brazil, Germany, and the US. He has worked for\nthe\u00a0Financial Times,\u00a0Reuters, and Bloomberg and currently divides his time between Berlin, Los\nAngeles, and Brasilia."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4b0cdf3a-3b12-4a63-ab33-cef606fd32b3
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 7, "chroma:document": "8/11/23, 10:28 AM How to build a sustainable city at scale\nhttps://www.strategy-business.com/article/How-to-build-a-sustainable-city-at-scale 8/8\n\u00a92023 PwC. All rights reserved."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3ae1b425-1fe8-4598-8257-ac6d7d01fae1
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 7, "chroma:document": "PwC refers to the PwC network and/or one or more of its member firms, each of\nwhich is a separate legal entity. Please see www.pwc.com/structure for further details. Strategy+business is\npublished by certain member firms of the PwC network. Articles published in strategy+business do not necessarily\nrepresent the views of the member firms of the PwC network. Reviews and mentions of publications, products, or\nservices do not constitute endorsement or recommendation for purchase. Mentions of Strategy& refer to the global\nteam of practical strategists that is integrated within the PwC network of firms. For more about Strategy&, see\nwww.strategyand.pwc.com."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0b1bbcd1-053d-4de0-a3b3-9de7730a6536
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_PWC How to build a sustainable city at scale Berlin.pdf", "page": 7, "chroma:document": "No reproduction is permitted in whole or part without written permission of PwC. \u201cStrategy+business\u201d is a trademark of PwC."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: c8770610-f7b3-424d-a6b4-e8067660077f
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 0, "chroma:document": "8/11/23, 10:49 AM It\u2019s time to scale up natural climate solutions\u2014here\u2019s how\nhttps://www.mckinsey.com/capabilities/sustainability/our-insights/sustainability-blog/its-time-to-scale-up-natural-climate-solutions-heres-how 1/6\nHolding the rise of global temperatures to 1.5 degrees Celsius above preindustrial\naverages, an ambition speci\u0000ed in the Paris Agreement, will require cutting net\nemissions of greenhouse gases roughly in half by 2030 and to zero by 2050. By\u00a0Joshua Katz\nAdvises companies across the food-and-agriculture value chain on strategy and M&A and works\nclosely with investors and investor-owned companies to identify and execute on food-and-\nagriculture opportunities globally\nBy\u00a0Peter Mannion\nSupports clients in developing and delivering sustainability-related strategies, with a focus on\ncorporate climate strategy, agriculture, carbon markets, and carbon removals\nJune 4, 2021-Holding the rise of global temperatures to 1.5 degrees Celsius\nabove preindustrial averages, an ambition speci\u0000ed in the Paris Agreement,\nwill require cutting net emissions of greenhouse gases roughly in half by\n2030 and to zero by 2050. This environmental priority is converging with\nanother one: the protection of nature, which sustains over half of the global\neconomy."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 37bb8f5b-deb8-4ef3-aea6-20648e102d02
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 0, "chroma:document": "Both priorities, while formidable, can nevertheless be met with\nvarious solutions. Of these, one group has noteworthy promise: natural\nclimate solutions (NCS), which consist of conservation, restoration, and land-\nmanagement actions that either prevent emissions or remove carbon dioxide\nfrom the atmosphere. \ue949 \ue60c \ue931"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 24102141-8dfa-4722-a8cf-d037c0d36f33
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 1, "chroma:document": "8/11/23, 10:49 AM It\u2019s time to scale up natural climate solutions\u2014here\u2019s how\nhttps://www.mckinsey.com/capabilities/sustainability/our-insights/sustainability-blog/its-time-to-scale-up-natural-climate-solutions-heres-how 2/6\nAnalysis by the World Economic Forum and McKinsey suggests that NCS\ncould provide up to one-third of the emissions reduction needed to achieve a\n1.5-degree pathway\u2014at a lower cost than other methods of emissions\nabatement\u2014while also stemming the loss of nature. Based on a recent report\nfrom the Forum and McKinsey, here is a look at why NCS o\u0000er so much\npotential, and how companies, governments, and other stakeholders can\nbring NCS to scale. Video\nWhat are natural climate solutions? In 2020, the carbon credits from NCS that were purchased on voluntary\nmarkets accounted for the abatement of about 32 MtCO of emissions. That\namount represents about 40 percent of all the voluntary carbon credits that\nwere retired\u2014considerably more than the 5 percent of carbon credits,\nequivalent to 0.35 MtCO, that NCS yielded in 2010. The increase in demand for NCS credits could continue. Net-zero\ncommitments by companies have more than doubled in the past year, and the\nscale of NCS and o\u0000set pledges is rising accordingly. Based on net-zero\npledges from more than 700 large companies, there are already\ncommitments to buy about 0.2 GtCO of carbon credits by 2030. Companies such as Unilever and PepsiCo have committed speci\u0000cally to\nusing NCS to satisfy demand for carbon credits."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 32c0e318-c087-40e3-9ee0-276574d6c820
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 1, "chroma:document": "Some are also investing\ndirectly in nature."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9a590966-fe57-4b01-b8bc-b5833d7f27e1
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 1, "chroma:document": "For example, Amazon is investing $10 million to restore 1.6\nmillion hectares of forest in the United States, and Nestl\u00e9 is investing in\nending deforestation and forest restoration in Ghana and C\u00f4te d\u2019lvoire. 2\n2\n2"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 186a6fe9-be02-4d48-8ff4-35fc80a284ea
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 2, "chroma:document": "8/11/23, 10:49 AM It\u2019s time to scale up natural climate solutions\u2014here\u2019s how\nhttps://www.mckinsey.com/capabilities/sustainability/our-insights/sustainability-blog/its-time-to-scale-up-natural-climate-solutions-heres-how 3/6\nWhile exact estimates vary, to reach a 1.5- or 2-degree warming pathway by\n2030 would require a roughly 50 percent reduction of net emissions\u2014about\n23 Gt CO\u2014by that year from 2019 levels. NCS could deliver up to one-third\nof this net emission reduction, from eight high-potential solutions."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: ca1b23ae-d5dc-46ea-b4d2-71595f9e64ac
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 2, "chroma:document": "Abating emissions with NCS typically costs less than technological solutions\nsuch as carbon capture, utilization, and storage. What\u2019s more, many forms of\nNCS are available to be deployed immediately, without technological\nbreakthroughs. In most cases, NCS cost between $10 and $40 per ton of\nCO, with variations between geographies and project types. Avoided\ndeforestation has the greatest abatement potential overall, but also some of\nthe highest costs (for example, approximately $30 per ton of CO in Brazil\nand Indonesia). Another reason why NCS deserve attention is that investments in nature can,\nif made well, produce an array of co-bene\u0000ts in addition to emissions\nabatement. Analysis carried out by the Woodwell Climate Research Center\nshows that the three largest NCS, by emissions-abatement potential, also\nhave environmental co-bene\u0000ts for biodiversity, soil health, and water quality. Scaling up natural climate solutions can therefore help close the biodiversity\u2013\n\u0000nance gap, which was recently estimated at between $722 billion and $967\nbillion per year over the next 10 years. At 7 GtCO in annual potential by\n2030, at an illustrative price per ton of $20, capital \u0000ows toward NCS could\nexceed $100 billion. Opportunities to deploy these funds exist across the world, especially in the\nGlobal South."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d206b46f-060c-412e-8fc7-0f4df79ae576
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 2, "chroma:document": "Rural communities, in particular, can bene\u0000t from the climate\n2\n2\n2\n2"}


created_at: 2025-04-28 00:40:22
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 3, "chroma:document": "8/11/23, 10:49 AM It\u2019s time to scale up natural climate solutions\u2014here\u2019s how\nhttps://www.mckinsey.com/capabilities/sustainability/our-insights/sustainability-blog/its-time-to-scale-up-natural-climate-solutions-heres-how 4/6\nresilience that NCS can create. Restored coastal wetlands, for example, can\nabsorb incoming wave energy, reduce \u0000ood damage, and provide protection\nfrom storms; healthier soil increases the resilience of cropland; and \u0000re\nmanagement can mitigate the risk of catastrophic wild\u0000res. While NCS have ample potential to help address climate change and nature\nloss, some technical and conceptual hurdles, as well as institutional failures\nand poor experiences of past schemes, have undermined stakeholders\u2019\ncon\u0000dence that NCS can be e\u0000ective. Six actions can help overcome these\nchallenges and create certainty for buyers, suppliers, and regulators."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 444b5ba1-9b20-4c40-85ae-896a585be209
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 3, "chroma:document": "\u0000. De\u0000ne net-zero and corporate claims\u2014There is an urgent need to clarify\nthe role of NCS in sector-speci\u0000c net-zero strategies. One possible\napproach involves a company using carbon credits to compensate for its\nentire footprint today, as an interim measure while on a transition pathway\ntowards net zero. Truly unavoidable emissions after full decarbonization\ncould be o\u0000set only with removal credits, and companies taking this path\ncould claim net zero. \u0000."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a5e70bcc-17a4-473d-bde1-68776944d1a4
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 3, "chroma:document": "Highlight good practice for supply\u2014In recent years, concerns about the\nvalidity of NCS credits have been raised repeatedly. Most notably, there are\nquestions about the additionality of NCS projects (meaning whether the\nemission reduction would have occurred without a carbon-crediting\nprogram). To expand quality supply, participants in these ecosystems will\nneed to highlight good practices for mitigating environmental and social\nrisks so that others can follow the same course."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0e0a117f-32a6-4f67-b6f6-5f807841b7a4
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 4, "chroma:document": "8/11/23, 10:49 AM It\u2019s time to scale up natural climate solutions\u2014here\u2019s how\nhttps://www.mckinsey.com/capabilities/sustainability/our-insights/sustainability-blog/its-time-to-scale-up-natural-climate-solutions-heres-how 5/6\n\u0000. Send a demand signal\u2014Carbon markets in general and NCS markets in\nparticular have experienced years of oversupply and low prices."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 65d59c6c-df5b-44c6-b5d7-060086603fdc
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 4, "chroma:document": "A demand\nsignal would unlock the supplies needed to meet net-zero announcements. It would require high emitters coming together to prioritize NCS credits with\nhigh co-bene\u0000ts over other types of credits. In practical terms, this means a\nwillingness to pay a premium."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f3c6af1b-4916-471f-9f4a-228afc288292
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 4, "chroma:document": "\u0000. Improve market architecture\u2014Several interventions identi\u0000ed by the\nTaskforce on Scaling Voluntary Carbon Markets would help create an\nappropriate infrastructure for NCS markets. One is creating reference\ncontracts that de\u0000ne the additional attributes of a carbon credit (such as\nsource, region, and co-bene\u0000ts) so these can be priced along with avoided\nemissions. Others call for creating registries to aggregate market data,\ndeveloping high-volume trading infrastructure, improving liquidity and\n\u0000nancing, and supporting intermediaries that can aggregate supplies of\ncredits for buyers."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 685f30b0-1061-4515-97a7-00f2150dce46
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 4, "chroma:document": "\u0000. Create regulatory clarity\u2014While many barriers to scaling up NCS are\ntechnical, others are political. Overcoming these requires stakeholder\ncollaboration, international consensus-building, and coherent policy\nframeworks in line with international climate goals. Countries can help build\ndomestic markets for NCS; implementation and accounting methods for\nprojects need to be clari\u0000ed; voluntary and compliance markets for carbon\ncredits need to be connected; and international markets could facilitate\ncross-border transfers and capital \u0000ows. \u0000. Build trust\u2014While there is disagreement about some conceptual\napproaches to using NCS, there is general agreement on the need for NCS\nas part of a net-zero strategy as well as the urgency to provide new sources\nof \u0000nance for forests. A coalition of high-level champions could amplify best\npractices, highlight advances in measurement and veri\u0000cation to increase\ncredibility, and endorse scienti\u0000c advances towards net-zero certi\u0000cation."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 1c335449-c585-4043-a461-e5b4c6237753
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 5, "chroma:document": "8/11/23, 10:49 AM It\u2019s time to scale up natural climate solutions\u2014here\u2019s how\nhttps://www.mckinsey.com/capabilities/sustainability/our-insights/sustainability-blog/its-time-to-scale-up-natural-climate-solutions-heres-how 6/6\nNCS can help address the converging crises of climate change and nature\nloss, while delivering sustainable development in line with the United Nations\nSustainable Development Goals (SDGs). If businesses, governments, and\ncivil-society organizations combine their e\u0000orts, they can create the\nmechanisms, guidelines, and con\u0000dence that are needed to unlock markets\nfor high-quality NCS and accelerate their growth."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_McKinsey It\u2019s time to scale up natural climate solutions\u2014here\u2019s how.pdf", "page": 5, "chroma:document": "Subscribe\ue608"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 0, "chroma:document": "Securing the Energy Transition\nWHITE PAPER\nJANUARY 2023\nIn collaboration with Accenture"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f708f82c-144f-4d23-9e98-8f1b85774945
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 1, "chroma:document": "Contents\nForeword\nExecutive summary\n1 Securing the energy transition \u2013 a perpetual priority\n1.1  Energy security in the context of an effective energy transition\n1.2  The current energy crisis highlights the underlying structural insecurities \nthat have been years in the making\n1.3  Landscape of emerging risks to energy systems is changing fast\n2 Energy crisis as a catalyst for the energy transition\n2.1 Ten actions to align energy crisis responses with energy transition\n3 Emerging energy security dimensions in a time of transition\n3.1 Supply security\n3.2 Demand management\n3.3 Market and regulatory measures\n3.4 Global and regional trust\n3.5 System stability\n3.6 System security\nConclusion\nAcknowledgements\nAnnex I Energy Transition Index (ETI) framework methodology\nEndnotes\n3\n4\n6\n7\n9 \n14\n15\n16\n21\n23\n26\n29\n33\n34\n36\n38\n40\n41\n42\nDisclaimer \nThis document is published by the World \nEconomic Forum as a contribution to a \nproject, insight area or interaction. The \nfindings, interpretations and conclusions \nexpressed herein are a result of a \ncollaborative process facilitated and \nendorsed by the World Economic Forum \nbut whose results do not necessarily \nrepresent the views of the World Economic \nForum, nor the entirety of its Members, \nPartners or other stakeholders."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f9cc1d46-72ad-45f5-aa53-f79f7b2bfe64
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 1, "chroma:document": "\u00a9 2023 World Economic Forum. All rights \nreserved. No part of this publication may \nbe reproduced or transmitted in any form \nor by any means, including photocopying \nand recording, or by any information \nstorage and retrieval system. Cover: @imaginima/Gettyimages\nSecuring the Energy Transition\n2"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0744869b-26a1-402b-bfc3-52b8101cf44e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 2, "chroma:document": "Foreword\nEnergy security is one of the key pillars of energy \nsystem performance, a primary concern for \ngovernments and economic players across the \nglobe, and a dimension whose impacts multiply \nacross supply chains, countries and international \nsystems. People, companies and nations depend \non secure and uninterrupted access to energy at \naffordable prices."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 891f85fa-1bd8-47fb-8c03-feaae290e9c7
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 2, "chroma:document": "Yet, we are in the middle of an unprecedented \nenergy crisis, afflicting countries across the world \nwith cascading macroeconomic implications. Worse \nstill, this energy crisis is hitting a world left more \nvulnerable by the COVID-19 pandemic, during a \nfull-fledged global energy transition process. It is \nclear from the current crisis that several distinct \ndimensions of energy security remain unaddressed. We need a new strategic perspective to effectively \nassess and monitor global energy security on an \nongoing basis. During the past months, short-term measures \nimplemented by countries to address the energy \ncrisis include fuel substitution, market interventions, \nfiscal measures and voluntary demand-reduction. These actions may address immediate security \nneeds. But unless they are aligned with a long-term \nenergy transition \u2013 based on goals of sustainability, \neconomic growth and justice \u2013 they will offer only a \npatchwork solution. The challenges underpinning today\u2019s energy context \nare so complex and interconnected that they can \nonly be resolved with structural solutions. Relying \non short-term fixes will potentially hamper the \ntransition to a sustainable, clean and affordable \nenergy system."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: c259235d-cca2-41fc-be44-c4019dcda128
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 2, "chroma:document": "This is something the world cannot \nafford."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3b906e00-a0fb-4640-be65-b55a90a8e181
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 2, "chroma:document": "However, this energy crisis also provides \nan opportunity for countries to redesign their \napproach to energy security, in light of advancing \ntechnologies and a changing fuel landscape. The objective of this report is to understand \nhow energy security has evolved amid the \ncurrent crisis and against a backdrop of the \nongoing energy transition. It reflects on the \nlong-term sustainability of measures currently \nbeing deployed and proposes 10 ways to align \nimmediate interventions with the long-term energy \ntransition. It also proposes a structured framework \nto balance energy security as part of the effective \nenergy transition. An exceptional level of multi-stakeholder \ncollaboration is necessary. Governments are \nprimarily responsible for ensuring their countries\u2019 \nenergy security. But addressing this crisis in \na sustainable manner must involve everyone."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b436c4da-b0ae-46db-9e97-5455439760f7
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 2, "chroma:document": "Companies, international organizations and \nindividual consumers all play critical roles. We offer this framework to help foster global \ncommon ground on ways forward for the energy \nsector to support much needed, co-ordinated \nstakeholder action at speed and scale. What is now \na global crisis could become an opportunity to steer \na more direct course towards a secure, sustainable \nand affordable energy future for everyone. Roberto Bocca \nHead of Shaping the  \nFuture of Energy,  \nMaterials and Infrastructure, \nWorld Economic Forum\nMuqsit Ashraf \nGlobal Lead, \nAccenture Strategy\nSecuring the Energy Transition\n3"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: cd74091c-d700-4fc3-b729-6609a738d4e9
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 3, "chroma:document": "Executive summary\nSpace for Net Zero 4\nEnergy security and climate goals are not \nmutually exclusive. The energy crisis should not \nderail the energy transition \u2013 but the emerging \nenergy system requires a new strategic \napproach to secure the transition."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5f291ffa-8676-4aa9-8190-52dc2424ad96
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 3, "chroma:document": "Energy security and affordability present global \nchallenges, but both are integral elements of a \nsuccessful energy transition, alongside sustainability \nto mitigate climate change. The current energy \ncrisis is driving inflation, slowing economic growth \nand contributing to social turmoil. Some choices made by countries in response to \nthe crisis, such as improving energy efficiency and \nscaling renewables, will be beneficial for the wider \nenergy transition. But other actions \u2013 including \nincreased production of electricity from coal and \nbroad-based consumption subsidies \u2013 put long-\nterm energy transition imperatives at risk, while \nleaving those countries more vulnerable to future \ncrises and putting global climate goals out of reach. The energy crisis highlights the impact of trends \nand structural challenges that have been years \nin the making. It is a consequence of factors that \ninclude underinvestment in the energy system and \nits transition over many years, as well as shocks \ninduced by COVID-19. The global pandemic led \nto a historically sharp drop in energy demand \nand investment in 2020. While post-pandemic \ndemand rebounded in 2021, global energy supply \nand investment were unable to keep up. Climate \nchange-induced extreme weather events, such as \nwildfires, heatwaves and droughts further strained \nthe conventional energy infrastructure. Energy markets and systems were therefore already \nunder pressure when Russia started its war in \nUkraine. The war\u2019s shock waves were felt throughout \ninterconnected energy markets and led to a global \nenergy crisis with severe economic consequences. Short-term responses to the crisis have pushed \nglobal CO2 emissions to record highs1 as several \ncountries have reverted to coal for power generation \nin a bid to save their natural gas for other uses. Policies to mitigate the impacts of rising energy prices \nhave stressed public finances and led to emergency \nenergy curtailment. To pursue the energy transition \nat pace, short-term interventions should align with \nclimate goals, protect market signals, target fiscal \ndiscipline and incentivize demand response. As the energy transition unfolds, shifts in \ntechnology, commodities, infrastructure and supply \nchains, along with geopolitical dynamics, will \ncreate new security constraints. A comprehensive \nreappraisal of energy security is necessary, to build \nresilience to potential shocks. Without a robust \nframework and a clear articulation of stakeholder \nroles within that framework, it would be challenging \nto co-ordinate the collective action necessary. This paper proposes 10 ways to align immediate \ninterventions with the long-term energy transition, \nalong with a comprehensive framework to highlight \nhow energy security can be strengthened in a way \nthat responds to the crisis and helps accelerate \na just and sustainable energy transition. The \nframework features the following elements:\nSupply security:\nConventionally, these actions have involved \nreducing import dependence by boosting \ndomestic self-sufficiency."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 6063a8de-f7d5-44ea-85a1-b07e7e601ec1
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 3, "chroma:document": "Increasing the \ndomestic low-carbon energy mix and \ndiversifying fuel and renewable energy systems \ncan address both security and sustainability \nneeds. Securing the supply chain for critical \nmaterials is another key pillar in supply security, \nas progress on clean-energy technologies is \nheavily reliant on affordable and sustainable \naccess to these materials. Demand management:\nRapid demand-side responses have included \nconsumption curtailment actions."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d5f59f04-cefb-4259-bba0-45324c7e2e9d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 3, "chroma:document": "Demand-side \nmanagement must now include incentives to \nshift energy demand permanently towards clean \nenergy, as well as initiatives to drive energy \nefficiency, materials efficiency, electrification, \nbehavioural change, digitalization and demand-\nresponse programmes at scale. Markets and regulation:\nThe current landscape forms the basis for \ndirecting the capital allocation necessary \nfor the energy transition."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 3, "chroma:document": "Policy structures \nand incentives play a crucial role by driving \ninnovation and scale, and by shaping the \nSecuring the Energy Transition\n4"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 4, "chroma:document": "energy systems to accommodate new \ntechnologies. A transparent and predictable \nregulatory landscape is a pre-requisite \nto manage and accelerate clean energy \ninvestments, while co-ordinating the \nretirement and reuse of existing infrastructure. For example, liquefied natural gas (LNG) \nregasification assets should be designed or \nretrofitted to ensure compatibility with future \nlow-carbon fuel infrastructure. Global and regional trust:\nTrust enables countries to rely on diverse \nenergy supply sources, invest in cross-border \nsuper grids, increase trade in low-carbon \npower, manage cross-border carbon emissions \nand enhance system flexibility \u2013 all while \ndeploying effective energy security plans."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 4, "chroma:document": "Trust \nand collaboration are needed to reduce risks \nand the cost of capital for the transition; they \nare also needed to set up new international \ncentres of expertise in finance and technology, \nto help countries share knowledge on energy \nsupply chains, privacy and the cyber challenges \nof the future. System stability:\nThis enables energy systems to withstand \noperational disturbances, such as grid \noutages, planned maintenance, extreme \nweather events or financial shocks (e.g."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 882b639b-5686-4f18-9a45-bc24858ddaca
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 4, "chroma:document": "price \nvolatility). Stability enhancements, which \nstrengthen the reliability and resilience of the \nsystem, have never been more important or \nmore challenging. For example, a key enabler \nof energy security is an increased reliance \non distributed solar and wind. However, \nintroducing more wind and solar in turn brings \nadditional requirements for system stability, \nsuch as grid modernization, greater energy \nstorage and backup generation capabilities. System security:\nSecurity of energy systems is evolving from \na focus on physical security and protection \nof critical infrastructure towards protection \nfrom cyber threats, defence of critical supply \nchains and resilience to climate risks. Delivering \non energy security requires effective risk \nmanagement across both traditional and \nemerging priority areas of energy security. A comprehensive and long-term approach helps to \nstrengthen energy security in the face of changing \nrisks and to embed security-by-design in the overall \ntransitioning of energy systems. This white paper \nhighlights the imperative to focus on solutions that \nadvance both security and sustainability ambitions \nand calls for an acceleration of strategies that can \ndeliver speed and scale. Securing the Energy Transition\n5"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: bef02781-c316-4259-9811-5e1208f6fe2b
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 5, "chroma:document": "Below: @Leonid Ikan/Gettyimages\nSecuring the \nenergy transition \u2013 \na perpetual priority \n1\nWar in Ukraine and accelerating climate shocks \nhave exploited pre-existing weaknesses in energy \nsystems and have exposed vulnerabilities in \nthe world\u2019s energy mix. A successful transition \ncannot happen without a secure energy system."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 5, "chroma:document": "Securing the Energy Transition\n6"}


created_at: 2025-04-28 00:40:22
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 6, "chroma:document": "Energy\ntriangle\nSecurity Sustainability\nEquity\nA reliable, uninterrupted, evolving energy system that can \nwithstand and respond to demand-supply dynamics and \nrecover rapidly from disruptions. An energy system that is consumption-conscious and \ndecarbonized, supporting the ambition of a cleaner and less \npolluted earth for current and future generations. An energy system in which energy is fairly distributed, \naccessible and affordable; a system in which sustainability \ninitiatives (and bene\ufb01ts) are shared to enable inclusive, \nequitable economic growth and improved standards of living. Sustainability\nEquity\nSecurity\nEnergy security is defined2 as the uninterrupted \navailability of energy sources at an affordable \nprice. During the current energy crisis, it has risen \nto dominate the headlines due to energy market \nvolatilities and supply disruptions. An effective energy transition is a timely transition \ntowards a more inclusive, sustainable, affordable and \nsecure energy system \u2013 one that addresses global \nenergy-related challenges, creates value for business \nand society, and balances the three dimensions of \nthe energy triangle: Equity, Security and Sustainability. The ongoing energy crisis has impacted all \nthree dimensions of the energy triangle."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: faa5dcd7-c3f6-4378-8326-619ce44da9ee
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 6, "chroma:document": "Supply \ndisruptions have forced some economies to delay \ncoal phase-outs, to expand LNG infrastructure or \nto invest in new hydrocarbon assets. Meanwhile, \nhigh energy prices are contributing to inflation (with \n87% of emerging and developing economies, and \n100% of advanced economies seeing inflation \nabove national targets in 2022) 3 and reducing \nglobal GDP by between 2.8% and 3.6% \u2013 an \nimpact which, coupled with falling incomes and \nrising interest rates, could potentially push \neconomies into recession.4\nThe World Economic Forum\u2019s Energy Transition \nIndex (ETI)6 looks at countries\u2019 energy systems \nperformance and their readiness for an effective \nenergy transition. One of the ETI\u2019s central insights \nis that energy security and energy transition go \ntogether (see Figure 2). On average, from 2010-\n2022, 63% of leading countries (those with well-\nperforming energy systems and high transition \nreadiness) have also led in energy security (defined \nby a country\u2019s net energy imports dependence, \ndiversity of import partners and diversity of total \nenergy supply). The twin concept of energy \ntransition and energy security cannot be delinked."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4708abb1-1229-4a79-bd75-1dc9f8afd60d
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 6, "chroma:document": "Energy security in the context of \nan effective energy transition\n1.1\nThe energy triangleFIGURE 1\nSource: World Economic \nForum, Energy Transition \nIndex (ETI) 2022\nOne of the central insights from the Forum\u2019s Energy Transition Index is that energy \nsecurity and energy transition go together\nSecuring the Energy Transition\n7"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 039b92e7-76b2-440f-982c-99ea63112e92
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 7, "chroma:document": "Energy Transition Index score (2010-2022) average\nEnergy security score (2010-2022) average\n20 30 40 50 60 70 80 90 100\n20\n30\n40\n50\n60\n70\n80\n90\n100\nPotential challengesCountry archetypes EmergingLeapfrogLeading\nEnergy security versus Energy Transition Index score (average 2010-2022)FIGURE 2\nNote: Refer to Appendix for \nETI methodology; analysis \nfrom World Economic \nForum\u2019s ETI 2010-2022. Below:@CharlieChesvick/\nGettyimages\nSecuring the Energy Transition\n8"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: eb26999d-e7e8-46dc-bc89-7e6b1a3e72b5
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 8, "chroma:document": "Percentage of countries with fuel import dependence (>70%) on top three trade partners Top import partners\u2019 regions\nLatin America &\nthe Caribbean\nCommonwealth of \nIndependent States\nEmerging & \ndeveloping Europe\n0 10 20 30 40 50 60 70 80 90 100\nEmerging & \ndeveloping Asia\nMiddle East & North \nAfrica (MENA)\nSub-Saharan \nAfrica\nAdvanced \neconomies\nLatin America & the Caribbean, \nNorth America\nRussia, Central Asia & \nMENA\nRussia, Europe & Central \nAsia, MENA\nEast Asia & Paci\ufb01c, Europe & \nCentral Asia, MENA\nMENA, Europe & \nCentral Asia\nEurope & \nNorth America\nEurope, Russia & \nNorth America\n86%\n67%\n64%\n56%\n38%\n35%\n28%\nDistant nuclear considerationsE\nA\nVulnerability from limited import partner diversification\nInadequate penetration of renewable and low-carbon energy sources to compensate for \nthe drop in fossil fuel supplies\nSlow progress on energy efficiency\nReduced investment in upstream oil and gas\nA\nB\nC\nD\nEnergy security has always been a strategic \npriority, but an era of supply abundance resulted in \nsome regions paying less attention to security and \nunderinvesting in legacy energy sources and overall \nsystem resilience. Long-term vulnerabilities coupled \nwith short-term, unforeseen events have created a \ncrisis on top of a crisis."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f6fd454e-d60a-4777-bca9-6ff4f5eedb53
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 8, "chroma:document": "Countries that experience energy security challenges \nhave typically failed to diversify either their domestic \nenergy mix or their energy import partners, or \nboth. The Forum\u2019s 2022 Energy Transition Index \n(ETI) reveals that out of 29 advanced economies, \neight countries have fuel import dependency on \njust three trade partners for over 70% of their net \nenergy imports. Of these eight countries, seven are \nin Europe. Figure 3 illustrates that countries with low \ndiversification in the number of import counterparts \nare more exposed to supply disruptions from adverse \nclimatic, geopolitical and supply chain events. Long-term pre-existing vulnerabilities include the following:\nThe current energy crisis highlights \nthe underlying structural vulnerabilities \nthat have been years in the making\nLong-term pre-existing vulnerabilities\n1.2\nFuel import diversificationFIGURE 3\nVulnerability from limited import partner diversification\nNote: Analysis from World Economic Forum\u2019s ETI 2022. Securing the Energy Transition 9"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a090a9a7-eb90-49b6-bfbb-40f2ddd637a8
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 9, "chroma:document": "B Inadequate penetration of renewable and low-carbon energy sources to compensate for the \ndrop in fossil fuel supplies\nSlow progress on energy efficiencyC\nYear\nGlobal consumption (TWh)\n1900\n5,000\n10,000\n15,000\n20,000\n25,000\n30,000\n35,000\n40,000\n45,000\n50,000\n55,000\n1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020\nOil\nBiofuels\nOther renewables\nSolar\nWind\nNuclear\nTraditional biomass\nHydropower\nGas\nCoal\nFrom 2015 (when the Paris Agreement was adopted) \nto 2020, investments in energy transitions remained \nflat at around $1 trillion per year. That falls far short \nof the $4 trillion or more which the International \nEnergy Agency5 (IEA) says is needed annually to \nbring about a peak and decline in fossil fuel demand, \nand to support the creation of a clean, sustainable \nenergy system. Figure 4 showcases the world\u2019s \nongoing dependence on fossil fuels, which remains \nstubbornly fixed at around 80% today. Insufficient investments in energy efficiency and \ndemand-side responses have compromised the \nflexibility of the energy system and led to higher \nlevels of energy demand than would have been \nthe case with a stronger, sustained emphasis on \nefficiency."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 017cae78-9e03-48c6-bef7-a6dadeff3b0b
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 9, "chroma:document": "While strong economic growth over \nmuch of the last decade has been accompanied \nby growth in energy demand from industry and \nhouseholds, progress in energy efficiency has \nlagged. Over the past five years, the rate of \nenergy efficiency improvements averaged 1% per \nyear, well short of the 4% annual improvement \nrequired under the IEA\u2019s net zero emissions (NZE) \nby 2050 scenario. 7 \nThe $1 trillion per year invested from 2015-2020 in the energy transition falls far short \nof the $4 trillion or more per year which the IEA says is needed to reduce fossil fuel \ndemand and support a clean, sustainable energy system\nGlobal primary energy consumption by source (1900-2021),6 showcasing ongoing \ndependence on fossil fuels\nFIGURE 4\nSource: Our World in Data, \n2022. Securing the Energy Transition\n10"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5158fc19-2bf4-48d7-8c5f-b699270c688c
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 10, "chroma:document": "D Reduced investment in upstream oil and gas\nE Distant nuclear considerations\nYear\n$ billions\n200\n400\n600\n800\n20222021202020192018201720162015\n-29% -23%\n417\n384\n353\n499\n526\n493484\n663\nWhile new investments in hydrocarbons may seem \nat odds with net-zero goals, the immediate need \nfor energy security and affordability may prompt \nfurther investment in fossil fuel projects while the \nsystem is in transition. Investments in the oil and \ngas sector in 2020-21 were about 26% 8 below \npre-pandemic levels; 2022 marked the third \nconsecutive year of spending shortfalls compared \nto 2019, thus creating tight energy markets  \n(see Figure 5). Following the Fukushima disaster in 2011, nuclear \npower fell out of favour in many countries."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 557cf8a7-a9c1-485b-96e7-fae48c0e23d6
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 10, "chroma:document": "In \nEurope, many states announced nuclear phase-\nouts in the following years and centre of gravity \nfor nuclear electricity production shifted to Asia. According to the IEA, as of 2019, investment \nin nuclear power was nearly 40% less than the \nspending required in the sustainable development \nscenario (SDS), with the largest gaps in Europe, \nthe United States and China. Additionally, \nconcerns around nuclear fuel and waste storage \nlimited countries from increasing investment. Global investment in upstream oil and gas ($ billions), 2015-2022 FIGURE 5\nSource: International Energy \nAgency, World Energy \nInvestment 2022. Securing the Energy Transition\n11"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 90e2c4f9-a9aa-4fa7-a737-c169595aec12
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 11, "chroma:document": "50%\n0\n100%\nApr-22202120202019\n20\n9\n20\n8\n55\n67\n87\n100\nAdvanced economiesEmerging markets and developing economies\nThe following short-term, unforeseen events have \naggravated the current energy crisis:\n \u2013 A spike in energy prices following the faster-\nthan-predicted rebound of demand after \nCOVID-19 and the exceptional recovery in \nglobal GDP growth (~5.9%) in 2021.10\n \u2013 Amplified demand due to extreme climate \nevents, which necessitated longer home-\nheating and home-cooling periods in countries \nexperiencing temperature changes. \u2013 Extreme weather-related natural hazards, \nincluding droughts, heatwaves, lower \nthan average wind speeds and extreme \ntemperatures, which exposed the vulnerability \nof grids."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e29d42e4-bd13-4ed0-a8ee-178d278cf972
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 11, "chroma:document": "In addition, more frequent and intense \nclimate events have left those affected little time \nto recover between disasters. \u2013 Growing cyber threats targeting grid \ninfrastructure, nuclear plants, gas pipelines and \nsafety systems for oil production operations \nover the past five years have elevated system \nsecurity concerns. With a system already left vulnerable by the long-\nterm insecurities and short-term shocks outlined \nabove, it is perhaps not surprising that the Russia-\nUkraine war then sparked a global energy crisis, \nleaving countries scrambling to secure supply and \nensure affordability. The war has also disrupted \nglobal trade, pushing up transport costs and limiting \nfarmers\u2019 access to agricultural supplies such as \nfertilizers."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: aef32d10-b111-4756-84ec-cf7007b1b803
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 11, "chroma:document": "The soaring prices of global energy and \nfood have in turn triggered cascading effects11 on \ninflation, economic growth and food security. As of April 2022, every advanced economy and \n87% of emerging and developing economies \nwere experiencing above-target inflation (see \nFigure 6). The prospects for global GDP growth \nhave shrunk from over 5.5% in 2021 to just 1.5% \nin 2023 (see Figure 7). Meanwhile, the number \nof people suffering from acute food insecurity \naround the world is expected to increase to 205 \nmillion in 2022. 12 \nShort-term events exacerbating the crisis\nRising global inflation: % of countries with inflation above target FIGURE 6\nSource: The Inflation Factor: \nHow Rising Food and \nEnergy Prices Impact the \nEconomy, September 2022 \n(based on data from the \nWorld Bank). Securing the Energy Transition\n12"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 777a6915-c02d-4f1c-bc28-4fa4a4b1c47a
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 12, "chroma:document": "0 1%\n2023\n2022\n2021\n2% 3% 4% 5% 6%\nBaseline Including Fed tightening Including energy price spike Including China COVID-19\nSlower economic growth: global growth scenarios (GDP forecasts %)FIGURE 7\nSource: The Inflation Factor: \nHow Rising Food and \nEnergy Prices Impact the \nEconomy, September 2022 \n(based on data from the \nWorld Bank). Below: @Bet_Noire/\nGettyimages\nSecuring the Energy Transition\n13"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0a5ca21a-5f04-4c55-837a-aef2649cc42f
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 13, "chroma:document": "The low-carbon transition is exposing new risks as \nthe energy system becomes more decentralized, \nelectrified, digitalized and decarbonized. These \nemerging risks are fundamentally different from the \ntraditional risks around supply, demand and system \nstability \u2013 although these traditional security threats \nremain (see Figure 8)."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 6d8fa4de-8664-4fc4-baf7-7a74caca66c5
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 13, "chroma:document": "The current crisis creates a strong case for a  \nlonger-term and more holistic view on energy \nsecurity \u2013 one that embeds security as a key \nelement of a successful transition. Landscape of emerging risks to energy systems is \nchanging fast\n1.3\nEmerging energy security risksFIGURE 8\n \u2013 Realigning energy trade flows of renewable energy technologies and components \n \u2013 Rising protectionism \n \u2013 Intellectual property barriers\n \u2013 Risks to system reliability and stability due to wide range of power generation and management assets\n \u2013 Lack of economies of scale\n \u2013 Likelihood of more stranded legacy assets\n \u2013 Exposure to more cyber risks, with increasingly connected systems \n \u2013 Digital assets more prone to critical system failures and lack stability to handle fluctuations\n \u2013 Unpredictable weather and extreme events (e.g. wildfires, floods, droughts) impact operation of \nrenewables, with implications on energy system stability and planning\n \u2013 Concentration of minerals in specific locations brings challenges in supply, accessibility, affordability\n \u2013 Aggravated by policy push towards diversification\nGeopolitics\nDecentralization\nDigitalization\nPhysical climate events\nCritical minerals supply\nSecuring the Energy Transition\n14"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f6dd463b-13df-41bd-ba1e-212d7b65412e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 14, "chroma:document": "Below: @Bim/Gettyimages\nEnergy crisis as \na catalyst for the \nenergy transition  \n2\nThe current energy crisis provides an opportunity \nfor countries to redesign their approach to energy \nsecurity, in light of advancing technologies and a \nchanging fuel landscape. Securing the Energy Transition\n15"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2a512ed6-bd91-4e40-a0de-cf76221bdc24
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 15, "chroma:document": "The current energy crisis is the first to affect \nthe energy system at a truly global scale. After \na prolonged period of under-investment in \nupstream fossil fuels, there is not enough natural \ngas to make up for supplies traditionally sourced \nfrom Russia."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 1e8c2a28-4fd2-4f4b-ae4d-29269f946be7
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 15, "chroma:document": "Consequently, countries have \nrushed to secure liquefied natural gas (LNG) \nshipments. Unlike traditional natural gas pipelines \nthat connect regions, LNG markets and supply \nchains are connected globally. This means that \ngas price volatility and, by extension, higher \nelectricity prices are now affecting countries \naround the world. In fact, 2022 is set to become \nthe first year in decades in which the number of \npeople without access to electricity will increase \n(a rise of about 20 million in 2022). 13  \nThe integrated nature of global energy, food  \nand industrial supply chains compounds the \nchallenges and spreads them across regions."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d39c660d-2b77-4aef-aba7-7a030e2eb3e3
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 15, "chroma:document": "In response, governments have taken measures \nto deliver immediate relief. These include fiscal \nmeasures, energy market interventions,  \ndemand-management programmes and new  \nLNG trade deals and infrastructure development. Many such emergency measures are targeted  \nto address near-term energy supply and \naffordability concerns. The emergency measures being enacted now will \nhave implications on the future trajectory of the \nenergy transition. For example, sunk upstream \nand infrastructure investments, fiscal costs, and \ninstitutional and behavioural lock-ins may stall \nthe transition\u2019s forward momentum. It is therefore \nnecessary to align these emergency measures with \nthe long-term energy transition goals of sustainability, \nsecurity, affordability and equity. The energy crisis \npresents several opportunities to catalyse the energy \ntransition through well-designed, targeted measures. 2022 is set to become the first year in decades in which the number of people without \naccess to electricity will increase\nThe near-term consequences of the energy crisis \nrequire immediate interventions. Socio-economic \neffects and market shifts resulting from the energy \ncrisis offer a window of opportunity to target \nbreakthrough progress in the energy transition, by \naligning immediate interventions with long-term \nenergy transition goals."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 564cd1f3-9291-4acc-ba68-5ec28b38138c
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 15, "chroma:document": "There are 10 immediate actions that should \nbe taken into consideration, organized around \nfour themes of supply reinforcements, demand \nmanagement, fiscal measures and investments, and \nco-ordination and long term strategy. Ten actions to align energy crisis responses with \nenergy transition\n2.1\nSupply reinforcements\nDemand management\nFiscal measures and investments\nCo-ordination and long-term strategy\nA\nB\nC\nD\nSecuring the Energy Transition\n16"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3ae7441d-14a4-45d2-9662-23564fd06ef9
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 16, "chroma:document": "Supply reinforcementsA\nIn response to the ongoing natural gas supply-\ndemand imbalance, countries are ramping \nup domestic gas production, entering new \nenergy trade agreements to bolster supply and \ninvesting in regasification import infrastructure \nfacilities. Nonetheless, this new LNG capacity \nwill take several years to materialize."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2e078dad-921b-4a8d-8be5-8cd8fb7b7899
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 16, "chroma:document": "As a result, \ncompetition for existing LNG will keep prices \nelevated and increase costs for energy-importing \ncountries substantially. The risk is that the high costs of gas will dampen \ninvestments needed to develop low-carbon \nenergy sources, thereby keeping emissions high. It is imperative, therefore, that new fossil fuel \nproduction is accompanied by a simultaneous \nacceleration in the development of renewable \nenergy capacity. For every $1 spent on new \nfossil fuel production and infrastructure, the IEA \nrecommends $5 of investment in developing \nrenewable energy capacity. 14\nEmerging energy-trade relationships should target \nhigher levels of diversification than before. Natural \ngas supply disruptions from Russia to Europe \nand subsequent price volatilities in the global \nLNG market have prompted countries to secure \nalternative sources of supply through new bilateral \nenergy trade agreements. The energy crisis is expected to accelerate the \nsubstitution of natural gas with renewable energy, \nshifting the timeline of peak gas demand earlier. However, the long-term outlook for natural gas \nremains positive, as the decline in demand for gas \nin advanced economies is offset by an increase in \nemerging economies. Therefore, concerns around \nenergy security necessitate finding new supply \nsources, to address near- and medium-term gas \ndemand."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 417b3aab-574b-4249-a532-2aadd9de797c
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 16, "chroma:document": "An over-concentration on a few energy \nsuppliers was a key contributor to the current \nenergy crisis. As energy trade flows realign, keeping \ndiversification as a core tenet of the emerging \nenergy-trade matrix can strengthen energy security. Prioritize augmenting supply from renewable energy, keeping fossil fuel \nreinforcements constrained to committed emission reduction targets\nAdvocate for a diversified energy and trade matrix\n1\n2\nFor every $1 spent on new fossil fuel production and infrastructure, the IEA recommends \n$5 of investment in developing renewable energy capacity \nRecent evidence suggests that total methane \nemissions from fossil fuel sources have  \nbeen vastly underestimated. Natural gas,  \nfor example, consists mainly of methane."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 71ccc2a7-cdc0-451b-82b8-6ed093ddab7f
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 16, "chroma:document": "The climate benefits of natural gas compared  \nto coal become marginal if between 3.2% and \n3.4% of the gas produced escapes into the \natmosphere before combustion. The average \nglobal leakage rate of methane from gas \nproduction is estimated to be around 2.2%,  \nbut some studies into individual gas fields have \nfound fugitive emission rates of 6% or more. 15\nAddressing methane leaks and non-essential flaring \nfrom gas production and infrastructure can mitigate \nclimate change and strengthen energy security. If potential gas exporters to the EU implemented \nmeasures to reduce gas flaring and methane leaks, \nit could save the equivalent of one-third of total \nRussian gas exports to the EU in 2021. If exporters to the EU reduced gas flaring and methane leaks, it could save the \nequivalent of one-third of all Russian gas exports to the EU in 2021\nAddress methane leakage from hydrocarbon supply chains3\nSecuring the Energy Transition\n17"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 6098b805-c819-486e-88b7-8550d6125872
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 17, "chroma:document": "Globally, the top 10% of households consume roughly 20 times more energy  \nthan the bottom 10%\nThe replacement of gas for industrial and \nresidential applications with electricity and \nenergy efficiency measures can accelerate \ndecarbonization, while making more gas available \nfor essential services. The likely high gas prices \nover the next few years will enhance the economic \nfeasibility of industrial electrification and energy \nefficiency investments, 16 while improving business \nresilience and competitiveness. Similarly, electric heat pumps are now more  \ncost-effective to run than fossil fuel-based  \nheating in residential settings, due to high gas \nprices. A co-ordinated policy response17 can  \nunlock faster deployment of heat pumps through, \nfor example: incentives for home-heating retrofits, \nstable policy signals to encourage heat-pump \nsupply, and supporting an ecosystem for financing, \ninstallation and maintenance of heat pumps. There are extreme levels of inequality in global \nenergy consumption, with the top 10% 18 income-\nearning households consuming roughly 20 times \nmore energy than the bottom 10%."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0a6a90ff-f03f-4eae-b315-0fe90f5765f2
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 17, "chroma:document": "Encouraging \ntop-end consumers to make simple lifestyle \nchanges, such as choosing fuel-efficient or \nelectric vehicles, increasing use of public transport \nand energy-efficient housing could reduce their \nenergy demands substantially.While behavioural \nbarriers have been persistent in energy efficiency \nefforts, the energy crisis is an opportunity to \nnudge consumers towards responsible energy \nconsumption through targeted information \ncampaigns, regular insights on household energy \ncosts and usage, and incentives linked to reducing \nenergy consumption. Maximize electrification and energy efficiency to alleviate and decarbonize \nenergy demand\nNudge social behaviour towards responsible energy consumption\n4\n5\nDemand managementB\nMore investments in clean energy need to come from the private sector \u2013 including oil \nand gas companies, whose excess profits are estimated to be $4 trillion in 2022\nTo reach net-zero emissions by 2050, investments \nin clean energy need to triple from the current level \nof $1.2 trillion to $4.4 trillion annually by 2030.19  \nThat represents approximately 4.5% of current \nglobal GDP . Given the heavy fiscal burden imposed \nby the energy crisis on governments, more of these \ninvestments need to come from the private sector \n\u2013 including oil and gas producers, whose excess \nprofits are estimated to be $4 trillion in 2022.20 \nBy accelerating their capital deployments in low-\ncarbon energy sources and technologies, energy \ncompanies can help bridge the investment gap."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 86db508d-8779-4e8e-b426-8cd0b10db9eb
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 17, "chroma:document": "Additionally, these measures will lower the carbon \nintensity of energy companies\u2019 asset portfolios, \nthereby strengthening their capability to attract \ncapital from investors looking to lower the emissions \nexposure of their portfolios. Leverage excess profits from energy market volatilities to bridge the clean energy \ninvestment gap\n6\nFiscal measures and investmentsC\nSecuring the Energy Transition\n18"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 03e66034-a39e-498c-8631-4b74698f2eae
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 18, "chroma:document": "Provide reliable signals to investors in energy supply and infrastructure, \nconsidering revised outlook of energy mix\n8\nThe short-term outlook for LNG demand is positive, \ngiven the increased demand in Europe to compensate \nfor Russian gas from pipelines and the role played by \ngas as an industrial input and source of peak power \ngeneration in many countries. Clear guidance from \npolicy-makers around the outlook for gas demand, \nflanked by an accelerated deployment of low-carbon \nsources, can provide certainty to investors and align \nnew capacity with demand projections. To make LNG infrastructure compatible with the \nenergy transition, emissions reduction measures \nshould be integrated early on, for example through \ncarbon capture and storage (CCS) and reliable \ncarbon offsets. In addition, LNG infrastructure \nshould be designed and built in a way that is \ncompatible with future repurposing to produce blue \nhydrogen and ammonia. Craft crisis-induced fiscal measures to target vulnerable consumers, without in-\nterfering in market signals\n7\nDuring the energy crisis, governments enacted fiscal \nmeasures to shield consumers and businesses from \nthe direct impact of rising energy prices. In Europe, \nthe aggregate cost of such measures is expected \nto be approximately $600 billion in 2022.21 Fiscal \nactions such as tax reductions or price caps are \nnecessary to alleviate affordability constraints and \nprotect energy-intensive industries from insolvency. However, these measures to support consumers \nshould not impede market signals."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: adbba109-f704-4901-b3c6-fc7afd8b6f40
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 18, "chroma:document": "Price caps, \nwhere necessary, can be kept to a level that still \nallows energy companies to invest in incremental \nsupply increases and incentivize consumers \nto consume prudently. Similarly, subsidy \nprogrammes should be targeted at the most \nvulnerable consumers, for example, through lump-\nsum cash payments (rather than consumption-\nbased support) and energy-saving incentives. Such measures will elicit the necessary demand \ncorrection while also ensuring energy equity  \nand justice."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 18, "chroma:document": "Unilateral actions by countries to address short-\nterm security challenges risk creating inefficiencies \nin resource allocation."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 21d4e297-8159-4fa2-8d04-9aa5f9829f79
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 18, "chroma:document": "Co-ordination among \ncountries would bring numerous benefits. For \nexample, new LNG import facilities planned \nby countries in the EU could supply a quarter \nmore gas to the EU than before.22 Co-ordinating \nsuch infrastructure investments could prevent \novercapacity, reduce the risk of stranded assets \nand limit locking-in emissions. Similarly, where permitted in regional markets, joint \nefforts to procure LNG and develop gas storage \ninfrastructure can be more cost-effective than \nunilateral measures. Meanwhile, co-ordination of \nfiscal measures can minimize the risk of regional \nand global energy market distortions. Co-ordinate with regional peers to maximize efficiency and minimize cost of \nenergy crisis mitigation\nRevisit energy security strategies considering shifting technology and fuel landscape\n9\n10\nThe cascading effects created by the current energy \ncrisis will have lasting impacts on countries\u2019 energy \nsecurity strategies, their future energy mixes and \nultimately their energy transition trajectories. While \nnear-term pressures require a supportive response, \nthis crisis also provides an opportunity for countries \nto comprehensively redesign their energy security \napproaches, considering the shifting of technologies \nand the fuel landscape within the energy mix, as well \nas emerging geopolitical balances. Co-ordination and long-term strategyD\nSecuring the Energy Transition\n19"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: c8d42c61-3b9a-4791-b063-178780a1b0a4
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 19, "chroma:document": "Sustainability Equity Security\nSub-Saharan Africa\nCommonwealth of Independent States\nLatin America and the Caribbean\nMiddle East and North Africa\nEmerging and developing Europe\nEmerging and developing Asia\nAdvanced economies\nRegions / Energy system performance dimensions\nA Supply reinforcements Sustainability Equity Security\nPrioritize augmenting supply from renewable energy, keeping fossil fuel \nreinforcements constrained to committed emission reduction targets1\nAdvocate for a diversi\ufb01ed energy and trade matrix2\nB Demand management\nMaximize electri\ufb01cation and energy ef\ufb01ciency to alleviate and \ndecarbonize energy demand4\nNudge social behaviour towards responsible energy consumption5\nAddress methane leakage from hydrocarbon supply chains3\nC Fiscal measures and investments\nLeverage excess pro\ufb01ts from energy market volatilities to bridge the \nclean energy investment gap6\nCraft crisis-induced \ufb01scal measures to target vulnerable \nconsumers, without interfering in market signals7\nD Co-ordination and long-term strategy\nCo-ordinate with regional peers to maximize ef\ufb01ciency and \nminimize cost of energy crisis mitigation9\nRevisit energy security strategies considering shifting technology \nand fuel landscape10\nProvide reliable signals to investors in energy supply and \ninfrastructure, considering revised outlook of energy mix8\nSustainability Equity Security\nSustainability Equity Security\nSustainability Equity Security\nRegional average scores on energy triangle dimensions and summary of 10 actions to \nalign energy crisis responses with energy transition\nFIGURE 9\nSource: World Economic Forum\u2019s ETI 2022. Figure 9 showcases the relative impacts of the 10 actions against the three dimensions of the energy triangle \n(Sustainability, Equity, Security)."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0fb6a151-bb9a-4203-87f7-cd70caabcac6
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 19, "chroma:document": "Securing the Energy Transition\n20"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f85e4ced-3d4e-4e83-9f75-09045c757561
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 20, "chroma:document": "Emerging energy \nsecurity dimensions \nin a time of transition  \n3\nEnergy systems in transition face opportunities \nand risks from changing energy markets \nas well as from decentralized, digitalized, \ndecarbonized and distributed energy supplies. Securing this transition requires strategic \nevaluation and actions across six dimensions."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 015e1265-7baf-4d22-8555-4c63ee831ead
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 20, "chroma:document": "Below: @CHUNYIP WONG/Gettyimages\nSecuring the Energy Transition\n21"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d4afc61d-2065-4e62-a6a7-79e7674394fd
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 21, "chroma:document": "Securing the \nenergy transition\nregional trustG lobal &\nregulatory m\neasures\nM\narket &\nDemand\nmanagement\nSupply\nsecurity\nSystem\nsecurity\nstability\nSystem\nEnergy security is typically understood in terms of \nsupply security, reliability and resilience. But there \nare other dimensions that need to be addressed \nto secure the energy transition, considering the \nemerging energy security risks and opportunities \nfrom a decentralized, digitalized, decarbonized and \ndistributed energy system under transition. To build resilience into an energy system in \ntransition, a comprehensive and strategic evaluation \nof energy security is necessary. Unaddressed \nsecurity risks not only have economic and social \nconsequences but will also affect the pace and \ntrajectory of the energy transition. This chapter proposes a framework of six dimensions \nto energy security in a time of transition (see Figure 10):\n \u2013 Supply security\n \u2013 Demand management \n \u2013 Market and regulatory measures\n \u2013 Global and regional trust\n \u2013 System stability\n \u2013 System security \nThese six dimensions should guide countries  \nand policy-makers to plan strategic actions, \npolicies and regulations. Across these dimensions, \ncompanies and consumers have their own roles  \nto play."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d4bc1b60-2bd2-4dab-85b9-2d8e815c5d44
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 21, "chroma:document": "Energy security is a collective  \nresponsibility, not simply a matter for  \ngovernments to address."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 54542e5f-f61b-45ff-9b44-64f29338309c
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 21, "chroma:document": "The chapter will  \nexamine each of these dimensions in turn. The six dimensions of the secure energy transition frameworkFIGURE 10\nSecuring the Energy Transition\n22"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b10fde60-106a-49b3-8f69-aac5c739220c
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 22, "chroma:document": "Energy Transition Index score (average, 2010-2022)\nTES diversi\ufb01cation score (average, 2010-2022)\nPotential challengesEmergingLeapfrogLeading\n30 35 40 45 50 55 60 65 70 75 80 85 90\n-10\n10\n20\n0\n30\n40\n50\n60\n70\n80\n90\n100\n110\nNew Zealand\nDenmark\nNorway\nFinland\nIn addition to becoming more self-sufficient, \ncountries looking to improve supply security should \nembrace a smart combination of energy trade and \ndiversification to keep overall costs in check. The IEA\u2019s net zero emissions (NZE) by 2050 \nscenario calls for low-emission energy sources \nto grow by around 125 EJ by 2030, which is \nequivalent to the growth of world energy supply \nfrom all sources in the last 15 years. 23 Under \nthis scenario, a diversified approach to domestic \nenergy supplies will reduce dependence on fossil \nfuels in favour of alternative energy sources with \nlower emissions. Fossil fuels will continue to be \na part of the energy mix in the medium term, but \nnew approaches can be used to mitigate their \nimpact on the transition. For example, additional \ngas capacity can be used to produce blue \nhydrogen and ammonia, while new infrastructure \ncan be equipped early-on with carbon capture, \nutilization and storage (CCUS) technologies. Supply security3.1\nDiversify supply by increasing domestic low-carbon energy mix\nDiversify supply by increasing domestic low-carbon energy mix\nDiversify imports to reduce trade exposure\nSecure supply of critical minerals \nA\nA\nB\nC\nIncreasing diversification of energy mix improves chances of successful transitionFIGURE 11\nNote: TES stands for Total \nEnergy Supply; analysis from \nWorld Economic Forum\u2019s \nETI 2022. Countries like Norway, New Zealand and \nDenmark score well in terms of their energy mixes."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5ac800b4-79b3-4c6b-bdc3-99f3c352df12
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 22, "chroma:document": "Respectively, they sourced ~72%, ~36% and \n~33% of their energy from renewables in 2021.24  \nThese countries also score among the top 10 for \nenergy security (based on average scores from \n2010-2022), according to the Forum\u2019s ETI. Finland \n(scoring top for energy security in 2022) has a \nhighly diverse energy mix, with renewables holding \na 48% share. It also demonstrates diversity across \nits renewable energy sources (e.g."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5551baa3-3b86-4dab-8908-3d906d8ce566
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 22, "chroma:document": "nuclear, hydro, \nwind, solar, biofuels and other sources), which \nfurther reduces its risk of being dependent on any \nsingle clean energy source. Securing the Energy Transition\n23"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 158e56fb-db15-4217-8ea6-f73fd9406a61
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 23, "chroma:document": "A lack of diversity in energy imports means \ncountries\u2019 energy systems have less \u201ccushion\u201d \nto deal with supply disruptions, which could \nprecipitate into national security concerns. Security \naround imports can be achieved by diversifying \nthe network of fuel and electricity import partners. This dual diversification reduces exposure to \nconcentrated supply shocks."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a82111f9-6583-4620-9ebc-84d151ad0fc0
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 23, "chroma:document": "Countries with over \n70% of their fuel imported from their top three trade \npartners are more exposed to supply disruptions \nthan those with a more diversified import partner \nmix. China, Spain and Singapore, with less than \n35% of their fuel imported from their top three \ntrade partners, are examples of less-exposed \ncountries. Furthermore, China\u2019s and Spain\u2019s top \nimport partners come from three different regions, \nwhich further reduces these countries\u2019 exposure to \nconcentrated regional supply disruptions. Increased dependence on top three partners for energy imports increases \nexposure to trade risk\nFIGURE 12\nDiversify imports to reduce trade exposureB\n% Imports from top three trade partners\n30% 65% 100%\nSource: World Economic Forum\u2019s ETI 2022. Importing countries with % fuel imported from top three trade partners\nSecuring the Energy Transition\n24"}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 29422dd5-0714-4295-8e80-e9cd53ac8504
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 24, "chroma:document": " \u2013 Fast-track and streamline planning, permitting and regulatory \nprocesses for critical minerals\n \u2013 Foster international co-ordination to expand and diversify \nmanufacturing capacity of critical minerals and materials globally\n \u2013 Lead the innovation and commercialization of technologies and \nmanufacturing processes that are less energy consuming and \nreliant on critical minerals\n \u2013 Develop circular products and circular supply networks to \nmaximize the reuse and recycling of materials\nGovernment/policy-makers\nIndustry leaders\nRecommended actions Stakeholders\nSecure supply of critical minerals  C\nAs the energy transition gains momentum, \ndeployment of clean energy technologies in the \nIEA\u2019s NZE by 2050 scenario will require four times \nthe volume of critical minerals in 2030, compared \nto current demand. Concerns about price volatility, \nresource availability and security of supplies are driven \nlargely by the regional concentrations of minerals."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 15b735d2-98d1-462f-a770-00c7322c84e0
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 24, "chroma:document": "For example, Chile holds 44% of global lithium \nreserves,25 the Democratic Republic of Congo holds \n50% of global cobalt reserves and China holds 38% \nof rare earth minerals. This concentration combined \nwith long lead times to expand supply makes supply \nsecurity of critical minerals to power the energy \ntransition an important dimension to consider. A comprehensive critical minerals strategy should \nincorporate recycling, reuse of electric vehicle \nbatteries and end-user energy efficiency measures. Enhanced research and development efforts \ncan help further reduce mineral intensity and \nenable mineral substitution in key applications."}


created_at: 2025-04-28 00:40:22
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4194ba17-b39c-47d8-ac14-b3b95a085dbf
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 24, "chroma:document": "Additionally, funding of new mineral exploration \nand mapping can strengthen domestic supply \nchains. This is the goal of the US\u2019s Bipartisan \nInfrastructure Law, which aims to invest $74.6 \nmillion in scientific research, data mapping \nand preservation of critical minerals. 26 For \nrecommended actions to secure supply chains for \ncritical minerals, see Box 1. Deployment of clean energy technologies will require four times the \nvolume of critical minerals in 2030, compared to current demand\nKey recommendations to secure supply chains for critical minerals BOX 1\nSecuring the Energy Transition\n25"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5f1d4c8a-93f0-4794-96cb-8350269d5f1e
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 25, "chroma:document": "Reducing energy demand is synonymous with \nreducing energy dependency and reducing \nemissions. Demand management is crucial and \nneeds to be formalized as a long-term proactive \nstrategy, rather than a short-term reactive measure. Energy efficiency, materials efficiency and behavioural \nchange can yield energy savings of around 110 EJ \nby 2030. This is equivalent to the total final energy \nconsumption of China today.27 These areas of focus \ncan also provide 80% of the emissions reductions \nrequired in the buildings sector by 2030. This dimension of energy security comprises three \nelements, detailed below:\nEfficiency measures can work with emergency \nconservation measures and active participation of \nend consumers in demand management to reduce \ndemand during disruptions. This was evident during \nthe supply shortfalls experienced by Japan from \n2011-2014, following the tsunami that damaged \nthe Fukushima nuclear power plant, when demand \ncurtailment from industry and households helped \nreduce electricity consumption by 26%.29\nLong-term efficiency measures include large-\nscale retrofit programmes, the adoption of high-\nefficiency appliances and the integration of industrial \nprocesses to drive benefits such as waste-heat \nrecovery and improving energy intensities. Analyses from the ETI show that lowering energy \nintensity, a measure of economic reliance on energy \nconsumption, contributes positively to the energy \ntransition (see Figure 13)."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e8a2d81e-78f9-4ff7-8c4a-a143f5a7bcac
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 25, "chroma:document": "Between 2000 and 2019, \nglobal efforts to lower energy intensity resulted in 8 \nbillion tonnes (gigatonnes or Gt) of avoided carbon \ndioxide emissions in 2019, offsetting almost half \nof the emissions growth that could otherwise have \nhappened.30 Since 2019, there has been less focus \non reducing global energy intensities. Improvements \nof lower than 1% per year were observed in 2020 \nand 2021 \u2013 well below the 4% per year required \non average from 2020 to 2030 in the IEA\u2019s NZE by \n2050 scenario.31\nLooking ahead, investments in technology innovation \nwill be needed to enable more efficient use of energy \nand materials, to allow substitution and to unlock new \nsupplies."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3939e467-73a7-4444-916f-12f75c803941
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 25, "chroma:document": "Targeted investments in energy efficiency \nand electrification, the share of which is expected to \ngrow from 17% of final energy consumption today to \n52% in 2050,32 will be particularly important. Demand management3.2\nPrioritize energy efficiency\nPrioritize energy efficiency\nAccelerate the materials transition\nScale up demand response28 and advocate for consumer behavioural change\nA\nA\nB\nC\nEnergy efficiency, materials efficiency and behavioural change can yield \nenergy savings of around 110 EJ by 2030 \u2013 equivalent to the total final energy \nconsumption of China today \nSecuring the Energy Transition\n26"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 92532004-44af-440a-9ee1-15da311a7e68
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 26, "chroma:document": "Scale up demand response and advocate for consumer behavioural changeC\nEnergy intensity versus Energy Transition Index score for G20 countries (excluding EU) FIGURE 13\nNote: Analysis from World \nEconomic Forum\u2019s ETI 2022. Energy Transition Index score 2022\nEnergy intensity MJ/$2017 PPP GDP 2022\nPotential challengesEmergingLeapfrogLeading\n40 60 80\n0\n2\n6\n4\n8\n10\nCanada\nUnited States\nFrance\nUnited Kingdom\nBrazil\nJapan\nGermany\nItaly\nAustralia\nArgentinaIndonesia Mexico\nTurkey\nRepublic of Korea\nIndia\nSaudi Arabia\nSouth Africa\nRussian Federation\nChina\nIndustries can evolve their current use of materials \nby seeking greater efficiencies, substituting \nemissions-intensive materials and enhancing \ncircularity. This includes replacing conventional \nmaterials with substitutes that are superior in terms \nof performance, weight durability to extend a \nproduct\u2019s life and optimize its energy consumption."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 67c26c10-b116-49de-af5f-f126d7f22757
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 26, "chroma:document": "For example, using carbon-fibre reinforced polymers \n(CFRPs) can reduce the weight of large rotor blades \nfor wind turbines by 30%,33  which leads to more \nefficient energy generation. In automobiles, next \ngeneration carbon-fibre composites can reduce \nthe weight of a passenger car by 50%, resulting \nin a ~35%34 improvement in fuel efficiency. By \nenhancing energy efficiency throughout product \nlifecycles and substituting emissions-intensive \nmaterials, the materials transition contributes to a \nstronger energy supply. Demand-response mechanisms are either price-\nbased (to encourage consumers to reduce demand at \npeak hours) or incentive-based (with direct payments \nto consumers who modify their consumption). Such \nmeasures help balance electricity supply and demand \nand lessen the risk of power outages and damage to \ndevices connected to the grid."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 70073fc1-f2e0-4057-a018-40d8d60e6791
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 26, "chroma:document": "Flexibility in the emerging power system is \nincreasingly reliant on demand response \nmechanisms. Approximately 25% flexibility is \nexpected from demand response by 2050,35 to \nreplace the 20-30% flexibility offered by unabated \nfossil fuels in 2021. The current energy crisis \nrepresents an opportunity to accelerate policy \nframeworks that reward end-users, demand \naggregators, industrial consumers and other \npotential providers of demand-side response with \ngreater flexibility in electricity, capacity and ancillary \nservice markets. Innovative business models \nfor demand aggregation, communication and \neducation programmes, coupled with distributed \npower sources and connected end-use devices \nwill be important to drive consumer and community \nparticipation in demand-response schemes. Changing consumer behaviour is critical to curtail \nenergy demand and carbon emissions. Behavioural \nchanges, such as adjusting thermostats, could \nreduce energy demand by 8 EJ and CO2 emissions \nby 1.15 Gt across transport, building and industry \nsectors in 2030 \u2013 amounting to 9% of total required \nemissions reductions.36 \nChanging behaviour begins with increasing \nconsumers\u2019 awareness of the impacts of climate \nchange, carbon footprints and the individual actions \nthat can be taken to support national energy \nsecurity and sustainability ambitions (see Figure 14). Accelerate the materials transitionB\nSecuring the Energy Transition\n27"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 48c8ddca-2a1b-49f0-906d-a0584f627297
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 27, "chroma:document": "Reduce excessive/wasteful energy use\nAdjust thermostat settings, adopt energy-saving practices in homes, take shorter showers, limit driving \nspeeds on motorways to 100 kilometres per hour etc. Switch transport mode\nShift to cycling, walking or ridesharing; take buses for trips in cities that would otherwise be made by \ncar; replace regional air travel by high/uni2010speed rail in regions where feasible etc. Engage & act as a \u201cprosumer\u201d\nInstall a solar water heater and home solar panels, switch to electric cooking and heating, buy an EV \ninstead of a combustion engine car, \ufb02y less etc."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9210769a-78d6-4e1c-8695-ee8862f580ba
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 27, "chroma:document": "Increase digitalization\nUse smart appliances such as smart thermostats, space/uni2010differentiated thermal controls etc. Note: Prosumers are consumers who produce part or all of their energy through locally installed (often renewable) assets. Reduce excessive/wasteful energy use\nIncrease digitalization\nActions \nconsumers can \ntake to reduce \nenergy demand\nSwitch transport \nmode\nEngage & act as a\n\u201cprosumer\u201d\n\u00baC\n\u00baC\nActions consumers can take to reduce energy demandFIGURE 14\nSecuring the Energy Transition\n28"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 821e2cb8-0389-412a-abb6-8439dbb326bf
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 28, "chroma:document": "This dimension of energy security comprises three elements, detailed below:\nNew investments needed to keep the energy \ntransition on track could exceed $4 trillion \nper year by 2030, 37 nearly a four-fold increase \nfrom the average annual investments in clean \nenergy over the past five years. Channelling new \nenergy investments to low-emissions sources \nand technologies is essential."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 429ee1c1-eca4-4268-89e1-34b9e749e268
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 28, "chroma:document": "However, current \ninvestments indicate the continued development \nof unabated coal power plants. With a typical \ncoal power plant lifetime of 30-50 years, this \nrepresents a risk of stranded assets to the tune of \n$1.4 trillion on a 1.5-degree pathway. 38\nCountries are currently re-wiring their energy \nsystems to accommodate shifting trade flows \ndriven by recent geopolitical events."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 271738c5-6ea1-4488-8fa3-b7522dc35b5d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 28, "chroma:document": "For example, \nEurope is investing at least $15-20 billion 39 \n(and likely more) to develop new pipelines, \nregasification terminals and other infrastructure \nupgrades as a consequence of the war in Ukraine. The scale of this investment underscores the \nexposure to stranded asset risks \u2013 and the \nneed for natural gas and LNG infrastructure to \nbe designed with emerging low-carbon energy \napplications in mind. Investments to replace the energy supply \ndisruptions using fallback fuels such as natural \ngas and coal play an important role. Yet investing \nin these fuels can be tricky during a crisis, since \ncountries are already spending more to secure \nenergy imports as well as offering consumers \nsubsidies to maintain affordability. Furthermore, \nshort-term needs for natural gas infrastructure \nand coal capacities should not lead to over-\ninvestment in assets designed to operate for  \n30-40 years, since this can lead to emissions \nlock-in as well as increase the risk of stranded \nassets, as policy measures to mitigate emissions \nbecome increasingly stringent (see Figure 15). Market and regulatory measures3.3\nRationalize capital funding and allocation\nRationalize capital funding and allocation\nAdapt to re-designed energy market structures \nManage policy mechanisms\nA\nA\nB\nC\nSecuring the Energy Transition\n29"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d77d5d35-febd-4efa-ae55-f06caaafc952
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 29, "chroma:document": "Global coal power capacity (GW), (status: announced, pre-permit, under construction)FIGURE 15\nCapacity (GW)\n0 150 300\nNote: Global coal capacities total approximately 476 GW from 941 coal plant units40 (status: announced, pre-permit, permit, under \nconstruction). Increasingly competitive renewables will cause much of the coal capacity planned for development to be underutilized \nand potentially stranded."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: be055de4-954f-49af-9cdc-b28b8b767390
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 29, "chroma:document": "Source: Global Energy Monitor\u2019s Global Coal Plant Tracker, July 2022. Flexible, short-cycle investments in  \nabating hydrocarbons (e.g. methane  \nabatement, flaring reductions), combined  \nwith a step-change towards clean, renewable \npower investments is a pathway that can  \nsecure the transition tomorrow while  \nstrengthening the system today. For a  \nsummary of key considerations  \nfor rationalizing capital funding and allocation  \nfor a secure energy transition, see Figure 16. Global coal power capacity (GW)\nSecuring the Energy Transition\n30"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: bdcc775d-d853-42cc-884f-f7703631f951
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 30, "chroma:document": "Key considerations for rationalizing capital funding and allocation for a secure energy transition41 FIGURE 16\n \u2013 Consider low-cost and long-term financing to fund the required investments and retrofits (ensure \nstewardship of capital and reduce stranded asset risks)\n \u2013 Repurpose existing infrastructure to support the low-carbon supply chain and create a new revenue \nstream for existing assets\n \u2013 Rationalize investments to minimize the wasted capital from unplanned and pre-mature stranded assets\n \u2013 Aggregate energy projects into portfolios that can be securitized, giving investors the opportunity to \nfinance small-scale assets, while spreading risks and lowering financing costs\n \u2013 Address the risks of cashflow uncertainty and financing costs stemming from new business models \n(with policy changes and emerging technologies)\n \u2013 Ensure co-ordination among investors, companies and governments\n \u2013 Use good data and analysis to support decision-making for scaling investible opportunities aligned with \nlong-term goals\n \u2013 Accelerate the deployment of solutions such as wind, solar, hydrogen, biofuels and CCUS, as well as \nsolutions that improve energy efficiency and circularity\n \u2013 Investments in energy efficiency solutions need to grow by 94% over the next eight years \n \u2013 Investments in low-carbon fuels and CCUS will need to grow by more than 850% over the same period\n \u2013 Develop more full-scale demonstration projects to accelerate the commercial readiness of low-emission \ntechnologies and drive costs down\n \u2013 Targeted investments can spur adoption and scale the benefits of abated fossil fuel and renewable \ntechnologies\n \u2013 Hydrogen, sustainable fuels and carbon capture offer potential to reduce dependence on solar and \nwind alone, while supplying clean power for energy uses that cannot be electrified \n \u2013 By 2035, the global biofuels market is set to at least double; 64% of 80 sector-specific decarbonization \nsolutions are expected to be economically attractive; and the market for combined CCUS and hydrogen \nsolutions is expected to be worth $220 to $780 billion\nTackle stranded assets and repurpose infrastructure\nAllocate capital to align with long-term goals\nAccelerate commercialization of clean technologies and solutions\nOpt for targeted investments in the renewables value chain\nSource: @/Gettyimages\nSecuring the Energy Transition 31"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2e63793d-1a4a-49af-ac44-5eba49cf9d8e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 31, "chroma:document": "Redesigning energy market structures can hedge \nthe system against extreme price volatilities and in \na manner that reduces dependence on a single fuel \ntype as the sole driver of energy prices. Natural gas \nalone accounts for more than 50%42 of electricity \nprice increases, despite contributing only 23% of \nglobal electricity generation in 2021. This is because the average cost of production \nfor the electricity mix in a country can often be \nconsiderably lower than the price of the marginal \ncapacity needed in tight market situations."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: fd43cf24-4090-4c4b-b5ac-317127ea99c6
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 31, "chroma:document": "Consequently, electricity prices for the marginal \nsupply are generally higher for consumers. A potential market reform is to split the wholesale \nmarket into a clean power market (CPM) for \nrenewables and a fossil power market (FPM) for \nconventional generation.43 The CPM is remunerated \nvia long-term contracts or spot-markets44 with a \nprice cap, while the FPM competes in a short-term \nspot market to meet the residual demand. The price \npaid by energy purchasers in these markets would \nbe a weighted average of the CPM clearing price \nand the FPM clearing price. Markets re-designed \nin this way could allow consumers to access the \ncost savings of renewables while still allowing clean \ntechnologies to compete with fossil fuels in the \nproduction of electricity on the spot market. Adapt to re-designed energy market structuresB\nManage policy mechanisms C\nThere are many ways governments can influence \nenergy demand. These include subsidies, tax \nbenefits or waivers, capital grants, energy-\nefficiency mandates and more."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8ddd7f78-0fef-48a5-9b7e-dea23206cb6b
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 31, "chroma:document": "Such policy \nmechanisms can serve many purposes \u2013 from \nfostering implementation of green solutions to \nde-risking markets to unlock private financing. An \nexample would be policies driving excess oil and \ngas profits towards investment in renewables and \nproduction of low-emissions hydrogen. Carbon pricing is one of the strongest policy \ninstruments available to help incentivize the scaling-\nup of low-emission production technology. However, \nmuch remains to be done. Globally, emissions trading \nschemes (ETSs) and carbon taxes cover only 30% of \nemissions, with prices rising as high as $90 per tonne \n(in the EU).45 Carbon pricing has the potential to \nchange the behaviour of consumers, businesses and \ninvestors, while unleashing technological innovation \nand generating revenues that can be invested in a \ncleaner energy mix favouring supply security and \nsustainability imperatives. Carbon pricing is one of the strongest policy instruments available to incentivize \nthe scaling-up of low-emissions energy \u2013 but globally, carbon pricing covers only \n30% of emissions\nSource: @/Gettyimages\nSecuring the Energy Transition 32"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d1314a63-5982-47ae-afb6-64c7b2612b13
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 32, "chroma:document": "This dimension of energy security comprises two elements, detailed below:\nImproved trust and co-ordination not just across \nregions and countries but within countries and \nsectors and among stakeholders is the need of \nthe hour. Collaboration between public and private \nsectors, including risk-sharing as low-carbon \nsolutions mature, will attract the diversified sources of \ncapital needed for multi-year investments in energy \nsystems. Collaboration will be especially important \nover the next five to 10 years to develop large \ninfrastructure projects and to scale-up technologies \nin the demonstration or prototype phases today, \nsuch as clean hydrogen and CCUS applications. Multilateral public-private partnerships to finance low-\nemissions projects would help channel the necessary \ncapital into the first commercial-scale assets. Trust between countries is an essential driver \nof accelerated energy transition. Given regional \ndistributions in technology development, \nmanufacturing of renewable energy components \nand availability of critical materials, global trade flows \nwill increasingly influence the ability of countries \nto support mutual energy transition. Protectionist \npolicies that restrict trade in low-carbon materials \nand technologies risk eliciting similar responses from \nother countries."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 53b2fb2d-04bb-4dd0-81a7-87f4b8e8351e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 32, "chroma:document": "Additionally, trust in institutions is a critical factor \nin implementing successful demand-management \nprogrammes, which require broader societal \nacceptance and participation."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 187c4274-c87a-4068-8b3e-46793bbeb7da
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 32, "chroma:document": "Lessons from \nCOVID-19 pandemic management demonstrate \nthat social behaviour adaptation is possible in the \nshort-term, given a high degree of transparency, \nadherence to scientific evidence and consistent \ninformation-sharing. The impacts of a grid interconnection on \nenergy security can be quite complex."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 6a6ac19b-433e-46de-8d23-007abe3ff818
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 32, "chroma:document": "Any \ngiven interconnection project, evaluated from \na particular national point of view, will require \ntrade-offs between different dimensions of energy \nsecurity. For example, an interconnected grid \nmight improve energy supplies, but it comes with \ngreater import dependence and potential national \nsecurity implications. It may yield cost savings by \nenabling the substitution of electricity for other \nfuels and increase incentives for investors to \nfinance new energy capacity. However, it may also \nincrease exposure to energy price volatility from \ninternational markets. On the positive side, reinforced power grids and \nadditional interconnections can help even-out \nfluctuations in the supply of weather-dependent \nrenewables, within and between countries and \nregions. They can also connect additional providers \nto the system. Certain shared grid assets, such as \nhigh voltage direct current interconnections, can \nprovide highly flexible services such as fast ramping \nor voltage control directly. Countries can create new cross-border super \ngrids to increase trade in low-carbon power, \nreduce emissions, improve energy security and \nenhance system flexibility, while creating more \nopportunities for energy imports diversification. By \ntying comparable neighbouring economies through \nthe sharing of very valuable power interconnections, \nenergy security is improved through diversification \nand by building cross-border trusted mechanisms \nthat foster bilateral co-operation \u2013 much needed in \nthe current uncertain geopolitical environment. Global and regional trust3.4\nStrengthen collaboration for energy security \nStrengthen collaboration for energy security\nBuild trusted interconnections \nBuild trusted interconnections \nA\nA\nB\nB\nSecuring the Energy Transition\n33"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4f217e46-65aa-4847-9e14-86d8a8c77ce4
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 33, "chroma:document": "Electricity customers have high expectations for \nelectricity reliability from their utility providers. Virtually every sector of the economy depends on \nelectricity \u2013 from food production to banking, health \ncare and transportation. This places a high premium \non reliability."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 423f8896-1b28-4ed6-b465-eb84b0eaed6c
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 33, "chroma:document": "Traditional threats to reliability include the loss of \ngeneration, loss of transmission or loss of consumer \ndemand. Operational reliability is the ability of the \npower system to balance supply and demand in \nreal time by managing variability and flexible loads \u2013 \nincluding immediately following an event like a large \nfailure in a power plant or transmission line. As more \nand more variable renewable generation sources \nare added to the grid, a stronger focus on grid \nstability and reliability is critical."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 798996f0-56a1-44e1-809d-da6c5de4c808
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 33, "chroma:document": "This necessitates \nmarket structures that appropriately price and \nincentivize both supply- and demand-related \nreliability services. A reliable system can reduce \nor shift energy demand to meet supply, provide \ninformation about electricity production and use, \nand access or store renewable energy for use when \nit is needed. Grid resilience is crucial as energy systems transition \ntowards more variable and distributed generation. Diversifying into alternatives like wind and solar can \nenhance resilience. Small-scale generators, such as \ndistributed wind and solar PV, have the potential to \nfacilitate recovery from large-scale blackouts, while \nlarge thermal power plants take longer to resume \nnormal operations, since they need a large part of the \nsystem to be restored. A rapid scale-up of energy storage is critical to \nmeet the need for flexibility in a decarbonized and \ndistributed electricity system."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 33, "chroma:document": "Energy storage solves \nclean energy sources\u2019 intermittency problem, \nultimately making them as reliable and consistent as \nfossil fuels. The IEA\u2019s NZE by 2050 scenario calls for \na 44-fold expansion of installed grid-scale battery \nstorage between 2021 and 2030 (from 6 GW in 2021 \nto 680 GW in 2030). Storage is used to integrate renewables, support \nsmart grids, create more dynamic electricity markets, \nprovide ancillary services, and improve self-sufficiency \nand stability. Among other storage technologies, \npumped hydro47 is the largest source of electricity \nstorage today and is set to increase further over the \nnext ten years.48 In addition, using excess renewable \nenergy capacity (e.g. during times of high wind \nor sunshine) to produce hydrogen is emerging as \na solution to store seasonal peaks of renewable \nelectricity, while mitigating renewables\u2019 intermittency \nof supply."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 39e49158-2c3d-4e19-81b3-cddec517b89c
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 33, "chroma:document": "Finally, investing in energy storage should \nnot be limited to storage of power, but include \nenhancement of storage for fuel products. System stability3.5\nA\nThe share of electricity in the total final energy \nconsumption is bound to increase globally, from 20% \ntoday to 28% by 2030 and 52% by 2050 in the IEA\u2019s \nNZE scenario. System stability takes centre stage in \nelectricity security, to allow systems to withstand and \nrespond to disturbances such as generator or grid \noutages from load changes or extreme weather events. With more renewables being added to the grid, \nmaintaining stability requires operators to address \nthe variability of renewable energy supply, the role of \nstorage, changes in demand patterns and the impact \nof transmission outages (which may require a co-\nordinated inter-regional response). Weather-proofing \nthe energy infrastructure is also part of a strategy to \nincrease the stability and resilience of the system. This dimension of energy security comprises three \nelements, detailed below:\nBuild a reliable system with adequate dispatchable generation,46 demand response and \nnetwork capacity \nBuild a reliable system with adequate dispatchable generation, demand response and  \nnetwork capacity \nIntegrate system resilience to survive and quickly recover from extreme  \nand unexpected disruptions\nIntegrate system resilience to survive and quickly recover from extreme and  \nunexpected disruptions\nProgramme grid expansion and modernization\nA\nB\nB\nC\nThe IEA\u2019s net zero scenario calls for a 44-fold expansion of installed grid-scale battery \nstorage from 6 GW in 2021 to 680 GW in 2030\nSecuring the Energy Transition\n34"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: da3e91b0-5563-416f-ba94-3effbae6f16e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 34, "chroma:document": " \u2013 Reimagine operations, circular supply chains and workforce \nmanagement to build resilience against supply disruptions and \nclimate-related events\n \u2013 Strengthen the energy grid through integrated energy solutions that \ninclude digitalization, decarbonization and diversification\n \u2013 Invest in comprehensive stakeholder engagement programmes to \nsupport local communities, first responders and other stakeholders \nin the face of difficult energy supply conditions\nIndustry leaders\nProjects to expand grid infrastructure and enhance \ngrid flexibility need to proceed in step with variable \nrenewable capacity additions to avoid grid \ncongestion and ensure the success of clean energy \ntransitions. Grid modernization is emerging as a key \npriority for policy-makers looking to address both \nenergy security and energy transition."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 935b11a8-fbb1-4baa-8605-7bb7036ff53b
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 34, "chroma:document": "This is already \nevident in the United States,49 where $1 trillion has \nbeen set aside to revamp the nation\u2019s infrastructure. Notably, grid upgrades are prone to cost pressures \nand tight markets for critical minerals. Recent price \nspikes in critical minerals have pushed up the cost \nof new grid investments by 10%50 compared to the \nperiod 2010-2020. Smart grids are critical elements of any \nmodernization strategy."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f625c430-a8ab-4ce9-8b45-248fef584768
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 34, "chroma:document": "They use sensors, \nmonitoring devices and automation to improve \nperformance and uptime, and also give utilities \ncontrol over fluctuating voltage levels, thereby \nimproving overall stability and resilience. Global \ninvestments in digital technologies account for \nmore than 15%51 of total investment in electricity \ngrids, a significant fiscal consideration to be \naddressed in modernization plans. Some key recommendations to bolster energy \nsystem stability are proposed in Box 2. Programme grid expansion and modernizationC\n \u2013 Promote and provide incentives for technologies that enhance \nsystem stability, such as smart grids, distributed and dispatchable \nenergy generation, demand response, energy efficiency, distribution \nsystem planning and energy storage capacity\n \u2013 Create and share strategic grid modernization plans with industry \nleaders for effective grid architecture planning\n \u2013 Share draft policies that affect the power sector with appropriate \nparties for their consultation\n \u2013 Ensure transmission and distribution planning processes are better \nintegrated with generation planning, for example through planning \nprocesses co-ordinated by system operators\nGovernment/policy-makers\nRecommended actions Stakeholders\nKey recommendations to bolster energy system stabilityBOX 2\nSecuring the Energy Transition\n35"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: cbd87e5e-9563-49c2-a48f-838fdede3d29
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 35, "chroma:document": "A strategic approach to risk management \nenables more informed decision-making around \ntechnology, policies and operating models. Near-term and long-term risk management is \nincreasingly critical to the ongoing stability of the \nelectricity system. A decentralized energy system with effective \nrisk management plans can bolster a country\u2019s \npreparedness for disasters and ensure energy \nsecurity during any crisis. Effective risk management \nenables an examination of system vulnerabilities \nand targeted mitigation and contingency plans."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 90e87328-65fe-4df5-a3c3-830af21acc4c
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 35, "chroma:document": "Monitoring tools and data analytics can provide a \nholistic, proactive view of threats across the industry \nand region, including technical vulnerabilities and \nthe various factors (e.g. geopolitical, economic, \nlegal) that shape the threat environment."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 35abfa37-c88a-4203-9d7c-e0324c65e8ed
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 35, "chroma:document": "Partnerships, information-exchange programmes \nand research initiatives across the electricity sector \nand beyond can facilitate the development of robust \nenergy system risk management capabilities and \nstrategies. As a result of the energy security crisis in \n2022, numerous governments have had to redraw \ntheir contingency plans to prepare for different \nsupply disruption scenarios. In the future, such \npreparedness ought to be the norm, conducted \nwell in advance of and reflecting different supply \nsecurity threats. Energy security requires adequate protection of \ncritical infrastructure against physical threats and \ncyberattacks. Increasing digitalization makes the \nenergy system smarter. However, it also increases \nexposure to cyberattacks, which can compromise \nenergy supply and consumer data privacy. Cybersecurity is among the top 10 risks52  that have \nescalated the most since the start of the COVID-19 \ncrisis. Over the past 18 months, industries have \nundergone rapid digitalization platforms and devices \nfacilitating this have proliferated. At the same \ntime, cybersecurity threats are growing \u2013 in 2020, \nmalware and ransomware attacks increased by \n358% and 435% respectively \u2013 and are outpacing \nsocieties\u2019 ability to effectively prevent or respond \nto them. The current state of international risk \nmitigation efforts in managing cross-border \ncyberattacks and misinformation is worrying, \naccording to the World Economic Forum\u2019s  \nGlobal Risks Report 2022. Just 2% of such \nefforts are considered effective and only 23% are \nestablished."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: acec585c-90ab-4e2e-8ab4-4f0641228784
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 35, "chroma:document": "This means that three-quarters of all \nthe cyber risk mitigation efforts that are required are \neither in early development or have not yet started. Physical infrastructure security is essential for \nmaintaining the integrity of sensitive locations, \nsuch as data centres, and transmission and \ndistribution sites \u2013 these systems are also critical \nin responding to a cyberattack. Although there \nis a growing cybersecurity threat, most incidents \nare never reported."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8f94e157-2819-47fd-97b2-b99187d06fa9
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 35, "chroma:document": "Some attacks may even go \nundetected. Policy-makers must raise awareness \nof the issues and work with stakeholders to \nidentify, manage and communicate emerging \nvulnerabilities and risks. 53  \nSome key recommendations to fortify system \nsecurity are proposed in Box 3. System security3.6\nA\nThe energy sector provides the enabling \ninfrastructure for all other sectors. The impact \nfrom its disruption is felt across the entire \neconomy and wider society. As a uniquely critical \nsector, energy must pay special attention to \nphysical and cyber security. This dimension of energy security comprises two \nelements, detailed below:\nDevelop risk management capabilities \nDevelop risk management capabilities \nStrengthen cyber security and physical security of energy infrastructure\nStrengthen cyber security and physical security of energy infrastructure\nA\nB\nB\nSecuring the Energy Transition\n36"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: fd042c83-a655-4425-8fea-d179d0389755
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 36, "chroma:document": " \u2013 Develop emergency response strategies and improve response \ncapabilities (e.g. robust response and recovery procedures)\n \u2013 Improve mandatory reporting requirements for cyber incidents\n \u2013 Develop response strategies to cyber intrusions in collaboration \nwith the electric power industry, federal agencies, and state and \nlocal governments\n \u2013 Establish state-level task forces dedicated to study incidents and \nprovide recommendations to policy-makers\n \u2013 Ensure new systems are designed for cyber resilience and \nupgrade existing systems to be in line with state-of-the-art cyber \nprotection\n \u2013 Learn from historical incidents and via information-sharing and \nanalysis centres (ISACs) or knowledge-sharing platforms\nGovernment/policy-makers\nIndustry leaders\nRecommended actions Stakeholders\nKey recommendations to fortify system securityBOX 3\nBelow: @hxdyl/\nGettyimages\nSecuring the Energy Transition\n37"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5cf46594-3bea-411f-b6d9-172077193213
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 37, "chroma:document": "Energy security is firmly back on the agendas of \ncountries, companies and consumers. Improving it \nrequires focusing on six key dimensions:\n1."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 400ad5e4-6486-4c80-871a-9388992fa3d8
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 37, "chroma:document": "Supply security\n2."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 35d0eeb5-0fd6-40aa-a18b-1e45d92ee920
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 37, "chroma:document": "Demand management \n3."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8865b091-020d-48db-8b4e-a20cbaf323de
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 37, "chroma:document": "Market and regulatory measures\n4. Global and regional trust\n5."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: ebf08950-4526-4cd2-90c9-4f3c4b3a004a
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 37, "chroma:document": "System stability\n6. System security \nMeanwhile, to sustain energy security requires \nmaking it a cornerstone of the energy transition. Emerging energy security risks raise the question \nof whether all the risks from a decentralized, \ndigitalized, decarbonized and distributed energy \nsystem under transition are addressable (or \neven known). Is achieving energy security really \nfeasible? We believe the answer is yes. The \nframework proposed in this paper provides a \nroadmap for mitigating threats and creating a \nhighly secure and sustainable energy system. The priority actions that accompany the six \ndimensions of our proposed framework provide \nopportunities for countries to re-think their current \nstrategies, perform assessments, quantify energy \nsecurity performance and ask the right questions \n(see Figure 17). This will enable them to gain a \nbetter understanding of the energy security risks \nfacing them and to formulate plans to mitigate \nthose risks as part of their overall energy transition. While a decarbonized future energy system can \nprovide energy security dividends from abundant \nand localized low-carbon energy sources, \nensuring energy security and affordability through \nthe transition will require fossil fuels in the \nmedium-term. There will have to be a gradual \nphasing down of hydrocarbon energy sources \nand an accelerated phasing up of cleaner \nenergy sources to deliver on climate targets, \nboth by adjusting demand and by improving the \neconomics of supply. Countries will need a range of cleaner technologies \nsuch as hydrogen, sustainable fuels, carbon \ncapture and others. Most of them have existed for \ndecades but will need greater and more targeted \ninvestment. To ensure a just transition, greater \ninvestment will also be needed in skills training, \nresearch and innovation, and incentives to build \nsustainable supply chains that protect ecosystems \nand cultures. Governments are in the driving seat when it \ncomes to ensuring a country\u2019s energy security, but \ncompanies and private consumers play important \nroles as well. Multi-stakeholder collaboration and \nco-ordination are the need of the hour to ramp up \nclean energy investments, decarbonize industries \nand meet consumer demands. Open dialogue \nand policy co-ordination among stakeholders and \ngovernments can play a vital role in making energy \nsecurity a reality. The proposed six dimensions of our framework \nare not intended to be addressed in isolation. Finding the right balance between energy security \nand energy transition means looking for ways to \nprogress on all six dimensions simultaneously. Conclusion\nSecuring the Energy Transition\n38"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0891958f-a61c-4882-ba38-0191b1c102af
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 38, "chroma:document": "Securing the \nenergy transition\nregional trustG lobal &\nregulatory m\neasures\nM\narket &\nDemand\nmanagement\nSupply\nsecurity\nSystem\nsecurity\nstability\nSystem\nSystem stability\n- Accelerate stability enhancements to strengthen \nthe reliability and resilience of the system \n- Invest in transmission and distribution networks to \naccommodate tomorrow's power systems\nGlobal & regional trust\n- Collaborate to reduce risks and cost of capital for \ntransition, and leverage international centres of \nexpertise in \ufb01nance and technology \n- Build trusted interconnections to increase trade in \nlow-carbon power, to lower emissions and to \nenhance system \ufb02exibility\nMarket & regulatory measures\n- Opt for strategic and targeted clean energy \ninvestments while managing the retirement and \nreuse of existing infrastructure\n- Restructure markets and adopt regulatory \nplatforms to address market failures and \nintroduce targeted policies\nSystem security\n- Develop capabilities and prioritize risk manage-\nment across traditional (physical) and emerging \npriority areas (cybersecurity) of energy security \nrisks from increasing digitalization and connectivity\nSupply security\n- Unlock increases in domestic clean energy mix\n- Secure critical minerals supply chains to reduce \nimport dependence\n- Diversify trader networks \nDemand management\n- Drive effective demand management by prioritizing \nenergy ef\ufb01ciency and materials transition \n- Stimulate behavioural change measures and \ndemand responses using effective policy, tools \nand communication\nThe six dimensions of the secure energy transition framework \u2013 priority actionsFIGURE 17\nSecuring the Energy Transition\n39"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: bf6dd751-c54a-4bb9-ae6b-ee34217477ca
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 39, "chroma:document": "Acknowledgements\nContributors \nThe World Economic Forum acknowledges and \nthanks the following experts, without whose \nguidance this report would not have been possible. However, the report does not necessarily reflect the \nviews of these companies and individuals."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 459f4bbc-0314-4f13-af0e-85bb7586a3cd
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 39, "chroma:document": "Expert \nadvice is purely consultative in nature and does \nnot imply any association with the takeaways or \nconclusions presented within this report. Harmeet Bawa\nGroup Senior Vice President, Global Head of \nGovernment and Institutional Relations, Hitachi Energy\nJason Bordoff\nFounding Director, Center on Global Energy Policy, \nColumbia University SIPA\nMichela Cappanelli\nHead of Climate Strategy, Risk Mitigation and \nDisclosure, Eni\nLucy Craig\nDirector of Growth, Innovation and Digitalization, DNV\nRabia Ferroukhi\nDirector, Knowledge, Policy and Finance Centre, \nIRENA\nThomas Leurent\nCEO, Akselos\nJon Cortazar Lezzamiz \nGlobal Head of Public Affairs, Siemens Gamesa\nBertrand Magn\u00e9\nSenior Economist and Energy Specialist, European \nInvestment Bank\nValerie Marcel\nAssociate Fellow, Head of New Producers Group, \nChatham House\nMikaela McQuade\nChief of Staff and Strategic Advisor to Jason \nBordoff, Center on Global Energy Policy, Columbia \nUniversity SIPA\nDavide Puglielli\nHead of Scenario Planning and Group Strategic \nPositioning, Enel\nJohn Scott\nHead, Sustainability Risk, Zurich Insurance Group\nTatsuya Terazawa\nChairman and CEO, Institute of Energy Economics, \nJapan\nFridtjof Unander\nChief Economist, Aker Horizons\nThiago Vasconcellos Barral Ferreira \nPresidente, Empresa de Pesquisa Energ\u00e9tica (EPE), \nBrazil\nDavid G. Victor\nProfessor, Innovation and Public Policy, School of \nGlobal Policy and Strategy, UC San Diego\nRigoberto Ariel Yepez-Garcia\nManager, Infrastructure and Energy Department, \nThe Inter-American Development Bank\nWorld Economic Forum\nRoberto Bocca\nHead of Shaping the Future of Energy, Materials \nand Infrastructure\nEspen Mehlum\nHead of Energy, Materials and Infrastructure \nProgramme, Energy Transition Intelligence and \nRegional Action\nHarsh Vijay Singh (co-lead author)\nManager, Energy Transition Intelligence Programme, \nEnergy, Materials and Infrastructure Platform\nLucia Fuselli\nProgram Analyst, Energy, Materials and \nInfrastructure Platform\nMohammed Algeer\nProject Fellow, Energy, Materials and Infrastructure \nPlatform\nAccenture\nMuqsit Ashraf\nGlobal Lead, Accenture Strategy\nDavid Rabley\nManaging Director and Global Energy Transition \nLead, Energy\nMarine Bodin\nSenior Manager, Strategy and Consulting, Energy\nMonika Kashyap (co-lead author)\nManager, Strategy and Consulting, Energy\nFrancesca Tate\nManager, Strategy and Consulting, Energy\nEditing and design  \nJonathan Walter\nEditor\nAlbert Badia Costa\nDesigner\nSecuring the Energy Transition\n40"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 40, "chroma:document": "ANNEX I\nTo calculate the Energy Transition Index (ETI), a total \nof 39 indicators are used highlighting the aspects \nof system performance and transition readiness. Performance dimensions are calculated against \neconomic development, environmental sustainability \nand energy security."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: dd1dd05c-7fe4-4124-8112-f398d9c76210
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 40, "chroma:document": "Readiness dimensions are \ncalculated against political regulations, infrastructure, \ninnovation, human capital and financial investments. Available public data for 115 countries is used and \na reasonable weighting is allocated to each of the \nindicators \u2013 this is further aggregated to give a \ncountry score and ranking. For more information, see: \nThe Energy Transition Index Methodology and \nTechnical Notes\nEnergy Transition Index (ETI) \nframework and methodology\nSecuring the Energy Transition\n41"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5e6abc33-2b6e-418c-a667-bac4a1a56e31
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "Endnotes\n1. International Energy Agency, Global CO2 emissions rebounded to their highest level in history in 2021, https://www.iea.org/\nnews/global-co2-emissions-rebounded-to-their-highest-level-in-history-in-2021, 8 March 2022. 2."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b1a54110-5ea8-40dc-b748-b049f454a87c
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "International Energy Agency, Energy security: Reliable, affordable access to all fuels and energy sources, https://www.iea.org/\ntopics/energy-security, 2022. 3. Neufeld, Dorothy, The Inflation Factor: How Rising Food and Energy Prices Impact the Economy, https://elements. visualcapitalist.com/how-rising-food-energy-prices-impact-economy/, 1 September 2022. 4. Neufeld, Dorothy, The Inflation Factor: How Rising Food and Energy Prices Impact the Economy, https://elements. visualcapitalist.com/how-rising-food-energy-prices-impact-economy/, 1 September 2022. 5."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "International Energy Agency, Net Zero by 2050: A Roadmap for the Global Energy Sector, May 2021. 6. Our World in Data, Global primary energy consumption by source, https://ourworldindata.org/grapher/global-energy-\nconsumption-source, 2022. 7. International Energy Agency, Energy Efficiency, https://www.iea.org/reports/energy-efficiency, September 2022. 8. International Energy Agency, World Energy Investment, https://www.iea.org/reports/world-energy-investment-2022, June 2022. 9. International Energy Agency, World Energy Investment, https://www.iea.org/reports/world-energy-investment-2022, June 2022. 10. International Monetary Fund: World Economic Outlook Update:: Rising caseloads, a disrupted recovery, and higher inflation, \nhttps://www.imf.org/en/Publications/WEO/Issues/2022/01/25/world-economic-outlook-update-january-2022, January 2022. 11. Neufeld, Dorothy, The Inflation Factor: How Rising Food and Energy Prices Impact the Economy, https://elements. visualcapitalist.com/how-rising-food-energy-prices-impact-economy/, 1 September 2022.."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "12. Food and Agriculture Organization of the United Nations and World Food Programme, Hunger Hotspots: FAO-WFP early \nwarnings on acute food insecurity, October 2022 to January 2023 Outlook, https://docs.wfp.org/api/documents/WFP-\n0000142656/download/, 2022. 13. Cozzi, Laura et al., For the first time in decades, the number of people without access to electricity is set to increase in 2022, \nInternational Energy Agency, https://www.iea.org/commentaries/for-the-first-time-in-decades-the-number-of-people-without-\naccess-to-electricity-is-set-to-increase-in-2022, 3 November 2022. 14. International Energy Agency, World Energy Outlook 2022, https://www.iea.org/reports/world-energy-outlook-2022, October 2022. 15."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d2f5c588-d09f-4446-8d80-7f122d69c009
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "Kemfert, C. et al., The expansion of natural gas infrastructure puts energy transitions at risk, Nature Energy, https://www.nature. com/articles/s41560-022-01060-3, 4 July 2022."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f80698ad-fa29-4042-99c5-ace369325690
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "16. Walter, Lindsey et al., Solutions to Shield EU Industry from Elevated Gas Prices, https://www.carbonfreeeurope.org/product/\nsolutions-to-shield-eu-industry-from-elevated-gas-prices, 7 September 2022.\u201d\n17. Nesta, How to reduce the cost of heat pumps, https://media.nesta.org.uk/documents/How_to_reduce_the_cost_of_heat_\npumps_v4_1.pdf, February 2022. 18."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: bc54041c-c8c4-4c0b-b3cb-5dc82066a09c
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "University of Leeds, School of Earth and Environment, Shining a light on international energy inequality, https://environment. leeds.ac.uk/see/news/article/5311/shining-a-light-on-international-energy-inequality, 16 March 2020. 19. International Energy Agency, Clean energy investment in the net zero pathway, 2016-2050, https://www.iea.org/data-and-\nstatistics/charts/clean-energy-investment-in-the-net-zero-pathway-2016-2050, 26 October 2022. 20. International Energy Agency, World Energy Investment 2022, iea.org/reports/world-energy-investment-2022/overview-and-key-\nfindings, 2022. 21."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 57a3915f-254b-4c8f-845e-310b5dd7cc1d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "Sgaravatti, G. et al., National policies to shield consumers from rising energy prices, Bruegel Datasets, https://www.intellinews. com/bruegel-national-policies-to-shield-consumers-from-rising-energy-prices-257595/, 26 September 2022. 22. Climate Action Tracker, Global reaction to energy crisis risks zero carbon transition, https://climateactiontracker.org/\npublications/global-reaction-to-energy-crisis-risks-zero-carbon-transition/, 8 June 2022. 23."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0bab324a-e452-43ab-ac0d-37fccc6e71bb
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "International Energy Agency, World Energy Outlook 2022, https://www.iea.org/reports/world-energy-outlook-2022, October 2022. 24. Ritchie, Hannah, Max Roser and Pablo Rosado, Energy, Our World in Data, https://ourworldindata.org/energy, 2022. 25. Wilson Center, Geographic Concentration of Critical Minerals Reserves and Processing, https://www.wilsoncenter.org/article/\ngeographic-concentration-critical-minerals-reserves-and-processing, 28 September 2022. 26. Warwick, Filip, US allocates $74.6 million to 30 states for critical minerals research, mapping, S&P Global Commodity Insights, \nhttps://www.spglobal.com/commodityinsights/en/market-insights/latest-news/energy-transition/062222-us-allocates-746-\nmillion-to-30-states-for-critical-minerals-research-mapping, 22 June 2022. 27."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 72ec9603-3727-4709-9e2a-dec756ac6747
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "International Energy Agency, World Energy Outlook 2022, https://www.iea.org/reports/world-energy-outlook-2022, \nOctober 2022. 28. Demand response provides an opportunity for consumers to play a significant role in the operation of the electric grid by \nreducing or shifting their electricity usage during peak periods in response to time-based rates or other forms of financial \nincentives. Source: US Department of Energy."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 41, "chroma:document": "Securing the Energy Transition\n42"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8139d664-5f91-4cb9-9b97-81c00a0d918e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "29. Motherway, Brian et al., Accelerating energy efficiency: What governments can do now to deliver energy savings, International \nEnergy Agency, https://www.iea.org/commentaries/accelerating-energy-efficiency-what-governments-can-do-now-to-deliver-\nenergy-savings, 17 March 2022. 30. International Energy Agency, The value of urgent action on energy efficiency, https://www.iea.org/reports/the-value-of-urgent-\naction-on-energy-efficiency, June 2022. 31. International Energy Agency, Energy Efficiency: the first fuel of a sustainable global energy system, https://www.iea.org/topics/\nenergy-efficiency, 2022. 32. International Energy Agency, World Energy Outlook 2022, https://www.iea.org/reports/world-energy-outlook-2022, \nOctober 2022. 33. Almulla, Musaab, Samah El-Shahat, Nan Zhou, What is \u2018materials transition\u2019 and why is it critical for a net-zero future?, World \nEconomic Forum, https://www.weforum.org/agenda/2022/06/materials-industries-net-zero/, 14 June 2022. 34. Almulla, Musaab, Samah El-Shahat, Nan Zhou, What is \u2018materials transition\u2019 and why is it critical for a net-zero future?, World \nEconomic Forum, https://www.weforum.org/agenda/2022/06/materials-industries-net-zero/, 14 June 2022. 35."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 463540e7-2037-4754-bd67-8e2c48b8549f
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "International Energy Agency, World Energy Outlook 2022, https://www.iea.org/reports/world-energy-outlook-2022, October 2022. 36. International Energy Agency, World Energy Outlook 2022, Figure 3.19, https://www.iea.org/reports/world-energy-\noutlook-2022, October 2022. 37. Ashraf, Muqsit, Jack Azagury, Aleek Datta, Diana Alcala, Lasse Kari, A balanced Energy Transition: sustainability & security, \nAccenture, https://www.accenture.com/pl-en/insightsnew/energy/balancing-sustainability-security, 27 September 2022. 38. Edwards, Morgan et al., Quantifying the regional stranded asset risks from new coal plants under 1.5\u00b0C, Environmental \nResearch Letters, Vol. 17, No."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 932501b7-5c5a-43c4-81e9-e5be6d8e3954
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "2, https://iopscience.iop.org/article/10.1088/1748-9326/ac4ec2, 11 February 2022."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 99598f92-5858-4458-8c45-c8d1304f5c45
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "39. Ashraf, Muqsit, Jack Azagury, Aleek Datta, Diana Alcala, Lasse Kari, A balanced Energy Transition: sustainability & security, \nAccenture, https://www.accenture.com/pl-en/insightsnew/energy/balancing-sustainability-security, 27 September 2022. 40."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: ab1b4228-bdc6-4698-8477-8fc586d5ee7c
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "Global Energy Monitor, Global Coal Plant Tracker, https://globalenergymonitor.org/projects/global-coal-plant-tracker/tracker/, 2022. 41. Ashraf, Muqsit, Jack Azagury, Aleek Datta, Diana Alcala, Lasse Kari, A balanced Energy Transition: sustainability & security, \nAccenture, https://www.accenture.com/pl-en/insightsnew/energy/balancing-sustainability-security, 27 September 2022. 42. International Energy Agency, World Energy Outlook 2022, https://www.iea.org/reports/world-energy-outlook-2022, October 2022. 43."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5d5e78fc-3c18-4e45-9ccd-b57be3f6db2a
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "Heussaff C. et al., An assessment of Europe\u2019s options to reduce energy prices, Bruegel, https://www.bruegel.org/policy-brief/\nassessment-europes-options-addressing-crisis-energy-markets, 29 September 2022. 44. Energy spot markets are used to buy and sell physical quantities of power and gas in a short-term timeframe ahead of delivery, \nto enable a balance of supply (generation) and demand (consumption). Source: Europex, https://www.europex.org/about/\nenergy-markets/, 2022."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3c22c9bb-4a1f-4caa-aff9-d7076d9e15f6
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metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "45. Black, Simon et al., More Countries Are Pricing Carbon, but Emissions Are Still Too Cheap, IMF Blog, https://www.imf.org/en/\nBlogs/Articles/2022/07/21/blog-more-countries-are-pricing-carbon-but-emissions-are-still-too-cheap, 21 July 2022. 46. A dispatchable source of electricity refers to an electrical power system, such as a power plant, that can be turned on or off; in \nother words they can adjust their power output supplied to the electrical grid on demand. Source: Energy Education, https://\nenergyeducation.ca/encyclopedia/Dispatchable_source_of_electricity, 2022."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 00e0db65-1cbe-4e33-a919-f11a7d64c67e
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metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "47. Pumped storage hydropower (PSH) is a type of hydroelectric energy storage. It is a configuration of two water reservoirs \nat different elevations that can generate power as water moves down from one to the other (discharge), passing through a \nturbine. The system also requires power as it pumps water back into the upper reservoir (recharge). PSH acts similarly to a \ngiant battery, because it can store power and then release it when needed. Source: US Department of Energy, https://www."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f4b008d8-90d9-4864-8861-3d160b92c898
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "energy.gov/eere/water/pumped-storage-hydropower, 2022. 48. International Energy Agency, World Energy Outlook 2021, https://www.iea.org/reports/world-energy-outlook-2021, October 2021. 49."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: c9ae7207-1371-4892-8e8d-63b6790d0165
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "Morgan, David and Richard Cowan, After months of work, U.S. senators unveil $1 trillion infrastructure bill, Reuters, https://\nwww.reuters.com/world/us/us-senators-move-forward-with-infrastructure-bill-sunday-2021-08-01/, 2 August 2021. 50."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 86888322-789d-4c08-a1a0-9e3855c7d58e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 42, "chroma:document": "International Energy Agency, World Energy Investment 2022, https://www.iea.org/reports/world-energy-investment-2022, \nJune 2022. 51. International Energy Agency, World Energy Investment 2022, https://www.iea.org/reports/world-energy-investment-2022, \nJune 2022. 52. World Economic Forum, The Global Risks Report 2022, https://www3.weforum.org/docs/WEF_The_Global_Risks_\nReport_2022.pdf, 2022. 53. World Economic Forum, Cyber Resilience in the Oil and Gas Industry: Playbook for Boards and Corporate Officers, https://www. weforum.org/whitepapers/cyber-resilience-in-the-oil-and-gas-industry-playbook-for-boards-and-corporate-officers/, May 2021. Securing the Energy Transition\n43"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0dfc3a95-8be2-47bf-8c61-5fe4aa8331d1
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/Data_Accenture_WEF_Securing_the_Energy_Transition_2023.pdf", "page": 43, "chroma:document": "World Economic Forum\n91\u201393 route de la Capite\nCH-1223 Cologny/Geneva\nSwitzerland \nTel.:  +41 (0) 22 869 1212\nFax: +41 (0) 22 786 2744\ncontact@weforum.org\nwww.weforum.org\nThe World Economic Forum, \ncommitted to improving  \nthe state of the world, is the \nInternational Organization for \nPublic-Private Cooperation. The Forum engages the \nforemost political, business  \nand other leaders of society  \nto shape global, regional \nand industry agendas."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 895f62b5-902d-4574-aeea-7b85547b3198
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 0, "chroma:document": "Quarterly review \nN\u00b07 \u2014 2023\n"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: dd4939da-31eb-4753-a96b-c4f1cd32201a
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 1, "chroma:document": "2 Capgemini Research Institute Climate Tech: for a Sustainable Planet\nThe planet is undergoing dramatic changes. While there is growing \nacknowledgment of the urgency of the situation, a lot remains to be \ndone."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: c6e54552-ba4c-4d0d-b7f8-456c87f3d814
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 1, "chroma:document": "We need all of the latest climate technologies to come to bear \nwith behavioral changes and innovation to fight climate change. The cover picture of this edition showcases nature in its most \npristine form - an inspiration for all of us to work together to get the \nfuture we want. "}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 1e69c89e-721d-42cf-94cd-a7629ab3d561
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 2, "chroma:document": "33Capgemini Research InstituteClimate Tech: for a Sustainable Planet\nAt Capgemini, we \nhelp organizations \nprepare for tomorrow \nby distilling the \nunique insights and perspectives of leaders \nfrom global business, academia, the startup \ncommunity, and wider society. Climate Tech, sustainability, and what\u2019s \nnext for our planet \u2013 from business \nleaders, scientists, gen next, and more\nThrough our quarterly journal, \nConversations for Tomorrow, the Capgemini \nResearch Institute identifies the strategic \nimperatives for the future of business and \nthe society in which it operates. In this \nseventh edition of the journal, we look at \nthe necessity to transform the way we live \nand do business \u2013 be that as individuals, \norganizations, countries, or the planet as \na whole \u2013 through adopting and adapting, \ninnovating, inventing, and embracing climate \ntech and sustainable practices. As a global \nsociety, we are seeing unprecedented \nchange. Across organizations, sustainability \nis fast becoming a rallying cry."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: cc8a076a-c13c-43df-a194-3d5869abb146
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 2, "chroma:document": "A key aspect \nof achieving sustainability goals is to drive \ngreater adoption of technologies. Low-carbon hydrogen holds the potential \nto decarbonize heavy industry. Solar energy \nis already a hot topic in many markets. Scientists are looking into new areas of \nbioengineering to come up with sustainable \nalternatives. Tech startups are innovating \nacross a range of areas, including carbon \ncapture, spatial intelligence, food waste, \nand more. Electric vehicles (EVs) are rapidly \nmaking their presence felt in the automotive \nindustry. Alternative fuels and alternative \nplastics are now more than lab experiments \nand are being tested for commercialization. AgriTech is helping the farming community \ncut emissions. Leading scientists have explained how \nthey are innovating while simultaneously \nsounding the alarm that much more is \nneeded."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8a254ccd-6b8c-4ef9-9ef2-eb68ae6dce59
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 2, "chroma:document": "Sustainability leaders at global \norganizations have told us how they are \ntransforming their organizations. Gen next \nis making its voice loud and clear: they want \nto see governments and business act with \nurgency. We would like to thank all the leaders and \nexperts who have enriched this edition of \nthe journal with their insights into climate \ntech and sustainability. By sharing insights \nfrom such a diverse range of accomplished \nindividuals, we aim to present a clear view \nof the imperative to act, and the optimism \nthat technology and science can bring to \nthe table when it comes to tackling the \nexistential issues that climate change poses. Key contributors include: \n\u2022 A Nobel Prize Laureate in Chemistry \n\u2022 A world-renowned architect and author\n\u2022 One of the world\u2019s leading climate \nscientists\n\u2022 Senior executives from Air Liquide, P&G, \nVolvo Group, Enel Green Power, and \nL \u2019Or\u00e9al\n\u2022 The Deputy Executive Secretary of the \nUnited Nations Framework Convention on \nClimate Change\n\u2022 Head of a solar panel gigafactory\n\u2022 A range of startups, including a top \nunicorn in carbon capture\n\u2022 Gen next climate activists from the US, \nKenya, and India\n\u2022 Capgemini\u2019s own subject-matter experts\nPulling together such a wide range of \ninsightful perspectives was an extremely \ninstructive exercise for us. We hope you \nenjoy reading this edition as much as we did \nputting it together for you."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3435c0ce-8740-40a0-8c93-5bfce641c5c7
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 2, "chroma:document": "Foreword\nCyril Garcia\nHead of Global Sustainability \nServices and Corporate \nResponsibility, Capgemini\n"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b78a36b7-01ed-4d97-9400-7006684bf8b5
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 3, "chroma:document": "Contents\nP.14P.14\nTHE CEO CORNER\nP.28P.28\nINSIDE  THE MIND OF A NOBEL \nPRIZE LAUREATE\nP.14\nFran\u00e7ois Jackow,\nChief Executive Officer,\nAir Liquide\nP.14 \nAiman Ezzat,\nChief Executive Officer, \nCapgemini\nP.29\nFrances Arnold,\nNobel Prize winner in Chemistry \nin 2018 for Directed Evolution\nCalifornia Institute of Technology\n4\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 4, "chroma:document": "P."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 316d3d53-436a-4385-b58c-a03ea9635b51
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 4, "chroma:document": "40P. 40\nEXECUTIVE CONVERSATIONS WITH\u2026\nP.42\nAlexandra Palt,\nChief Sustainability \nOfficer,\nL\u2019Or\u00e9al \nP.52 \nVirginie Helias, \nChief Sustainability \nOfficer, \nP&G\nP.64 \nKarin Svensson,\nChief Sustainability \nOfficer, \nVolvo Group\nP.74\nEliano Russo,\nHead of the \n3Sun Gigafactory,\nEnel Green Power\nP.84\nWilliam McDonough,\nArchitect || Author,\nCradle to Cradle\nP.94\nJohan Rockstr\u00f6m, \nDirector,\nPotsdam Institute for \nClimate Impact Research \n5\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9919ee3a-f08d-4b03-9a3d-ae5b36aede7a
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 5, "chroma:document": "P.104P.104\nTHE CLIMATE TECH \nSTARTUP CORNER\nP.140P.140\nVOICE OF GEN NEXT\nP.106\nLucia Sinapi,\nEVP and MD, \nCapgemini Ventures\nP.114\nDr. Nathalie Casas,\nHead of R&D, \nClimeworks\nP.142\nArielle Kouyoumdjian, \nTeen Podcaster,\nFounder, Changing Planet \nJustice, US\nP.148\nVinisha Umashankar,\nFounder, Solar Ironing Cart, \nIndia TEDx and COP26 \nSpeaker, The Earthshot \nPrize Finalist\nP.152\nRahmina Paullete,\nClimate activist at Fridays \nFor Future International,\nFounder of Kisumu \nEnvironmental Champs, \nKenya\nCLIMATE TECH \nSTART-UPS\nContents\nP.126\n6\nCapgemini Research Institute Climate Tech: for a Sustainable Planet6"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 7a4189c9-3b8d-4a6c-a229-09513bf4242e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 6, "chroma:document": "7\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nP.166P.166\nPERSPECTIVES FROM \nCAPGEMINI\nWHY CLIMATE TECH IS \nPIVOTAL TO ACHIEVING A \nSUSTAINABLE PLANET\nP.168\nCyril Garcia,\nHead of Global Sustainability \nServices and Corporate \nResponsibility, Capgemini,\nand\nFlorent Andrillon,\nClimate Tech global lead, \nCapgemini\nALIGNING \nLEADERSHIP WITH \nSUSTAINABILITY\nP.190\nElisa Farri,\nVice President and \nCo-lead of Capgemini Invent\u2019s \nManagement Lab\nand\nGabriele Rosani,\nDirector of Content and \nResearch at Capgemini Invent\u2019s \nManagement Lab\nINCREMENTAL AND \nDISRUPTIVE INNOVATION \nIS THE ROUTE TO \nSURVIVAL\nP.178\nPascal Brier,\nGroup Chief Innovation \nOfficer and member of the \nGroup Executive Committee\nP.200P.200\nINSIGHTS \nFROM THE CAPGEMINI \nRESEARCH INSTITUTE\nP.201\nLow-carbon hydrogen\nA path to a greener future\nP.206\nA world in balance\nWhy sustainability ambition is not \ntranslating to action   \nP.156P.156\nFROM THE DESK OF\u2026\nP.157\nOvais Sarmad,\nDeputy Executive Secretary, \nUNFCCC"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8851bb57-0460-4926-a0d8-a6aa6402f4c7
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 7, "chroma:document": "Executive Summary\nThe clock is ticking for organizations and \nindividuals to act together to mitigate \nclimate change. Soon, the alarm will go off."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4c4a5193-67a2-47ab-9960-f066a97c9e63
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 7, "chroma:document": "Sustainability is no longer an aspiration \n\u2013 it\u2019s a global business imperative and \na collective responsibility. Science, \ntechnology, corporate purpose, and all \nstakeholders must come together to \naddress the ultimate challenge to our \nexistence. The time \nto accelerate on \nsustainability initiatives \nwas yesterday\nWe are very close to seeing irreversible \nchanges to the planet."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: abda7a60-0d52-4363-9d62-16826ead74d6
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 7, "chroma:document": "Our carbon budget \nis running out and there is little time left \nto do something about it. As of April 2022, \nhumanity had already crossed six of the \nnine planetary boundaries, dramatically \nincreasing the risk of large-scale \nirreversible environmental changes. Johan Rockstr\u00f6m Director, Potsdam \nInstitute for Climate Impact Research, \ndrives home the message: \u201cWe currently \nemit around 40 billion tons of CO2 per \nyear. With every passing day, the need for \ntechnology for CO2 removal becomes \nmore urgent.\u201d  \nExecutive Summary\n8\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nWith every passing \nday, the need for \ntechnology for CO2 \nremoval becomes \nmore urgent.\u201d  \nJohan Rockstr\u00f6m, \nDirector, Potsdam Institute for Climate \nImpact Research"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a8585f90-a710-440e-a887-94d7fb9c3523
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 8, "chroma:document": "And it\u2019s not simply a matter of watching \ntemperatures rise; every fraction of a \ndegree of global warming results in loss of \nlife and livelihoods. Ovais Sarmad, Deputy \nExecutive Secretary, United Nations \nFramework Convention on Climate Change \n(UNFCCC), explains the situation in stark \nterms: \u201cWe are in a race against time to \nlimit global warming not to exceed 1.5 \ndegrees Celsius in order to protect, prevent \nand preserve our natural resources, \nlivelihoods and lives in all parts of the \nworld.\u201d \nThe fight against \nclimate change needs \nClimate Tech\nToday, there is a growing acceptance of \nthe role of technology in accelerating \nour collective efforts to make the planet \nsustainable. Eliano Russo , Head of Enel \nGreen Power\u2019s 3SUN Gigafactory in \nCatania, Italy, one of Europe\u2019s leading \nmanufacturers of solar panels, comments: \n\u201cBy using key technologies, we have \nalready achieved a certified level of \nefficiencies."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 367a02a8-0eff-457c-a1cd-a87f1a095b5d
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 8, "chroma:document": "Technology is a big driver for \nthe increase in efficiency that we anticipate \nin the years to come.\u201d\nKarin Svensson, Chief Sustainability \nOfficer, Volvo Group, speaks on the \nimportance of technology in the \noperations of an automotive giant: \n\u201cTechnology and data are central to \neverything we do. Being able to analyze \ndata and take in data and to have our \nvehicles connected is a very important \nprerequisite in everything we do.\u201d\nWhile technology is a key driver of \nnew sustainability initiatives, it can \nalso be a powerful force for good in \nterms of nudging customers towards \npositive behaviors. Virginie Helias, Chief \nSustainability Officer at P&G, comments: \n\u201cI'm fascinated with the overlap between \ntechnology and sustainability. The \nreal-life data helps us with compliance \nand making interventions when needed \nimmediately.\u201d\nExecutive Summary\n9\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nTechnology \nand data are central to \neverything we do.\u201d\nI'm fascinated \nwith the overlap \nbetween technology \nand sustainability.\"\nKarin Svensson\nChief Sustainability Officer, Volvo Group\nVirginie Helias, \nChief Sustainability Officer, P&G"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8a4cde21-1b64-4870-a48c-338f9453d1b3
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 9, "chroma:document": "Getting Climate Tech \nright requires us to \nunderstand it\nEffective use of technology will require \na change in leadership behaviors. Pascal \nBrier, Group Chief Innovation Officer at \nCapgemini, comments: \u201cEffective solutions \nwill also require business leaders to \nunderstand the construct of technology."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 39e0da1b-9269-43a9-a105-e159802e734d
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 9, "chroma:document": "Today, every business is a technology \nbusiness. And they must be aware of \nhow digital innovation can help their \norganizations achieve their sustainability \ntargets.\u201d\nDirected evolution: \nUsing nature to rescue \nitself\nNature has in her power the means to undo \nsome of the damage that we have done \nto her. Frances Arnold, Nobel Laureate \nand Professor of Chemical Engineering, \nBioengineering and Biochemistry at the \nCalifornia Institute of Technology, explains: \n\u201cNature is solving all sorts of problems \n\u2013 how to degrade plastic bottles, how \nto degrade pesticides, herbicides, and \nantibiotics. She creates new enzymes in \nresponse to these problems all the time, \nin real time. With \u2018directed evolution,\u2019 we \ncan do the same; create new enzymes in \nresponse to new problems.\u201d \nExecutive Summary\n10\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nNature is solving all \nsorts of problems \n\u2013 how to degrade \nplastic bottles, how \nto degrade pesticides, \nherbicides, and \nantibiotics.\"\nFrances Arnold, \nNobel Laureate and Professor of Chemical \nEngineering, Bioengineering and \nBiochemistry at the California Institute of \nTechnology"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 90848aa9-c78b-4125-836e-7669bb1856ce
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 10, "chroma:document": "The role of technology, computation, \nand automation is also acknowledged \nin academic research. Professor Arnold \nspeaks on the importance of tech and \nAI: \u201cSustainability and evolution can be \nempowered by artificial intelligence \nand machine learning. I predict that, in \nthe next few years, AI is going to be a \npowerful force - one capable of recoding \nlife.\u201d \nHarnessing the \npower of the sun to \ndeliver sustainable \nenergy\nEnel Green Power\u2019s Eliano Russo, \ncomments: \u201cSolar energy will play a key \nrole in meeting the growing demand for \nsustainable energy. Currently, we are at \n1TW of installed solar capacity globally, \nbut this is expected to increase sevenfold \nby 2040.\u201d And as in other new areas of \nClimate Tech, digitization and automation \ncan help in the transition to renewables."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f1314178-98f7-4b99-b0d0-8a58e098f350
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 10, "chroma:document": "\u201cOur factory has a strong level of \nautomation and digitalization, which \nallows us to fully exploit digital intelligence \nand machine learning for quality control, \nreduce waste, and improve circularity,\u201d \nRusso states."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a16fc4e9-efb9-40d7-abe4-a41a4fe09d39
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 10, "chroma:document": "Shifting to low-carbon \nenergy solutions will \nbe key\nThe energy transition and the global \nimperative toward sustainability have \ndriven organizations to explore new energy \nmodels and solutions. Hydrogen is gaining \nrecognition as one of the possible routes \nto accelerating decarbonization of high-\nemission sectors that do not use electricity \ndirectly. As a major new fuel source, it \ncould also enable nations and organizations \nto reduce their dependencies on fossil \nfuels. Our research found that energy and \nutilities (E&U) organizations expect low-\ncarbon hydrogen to meet up to 18 percent \nof energy demand by 2050. Furthermore, \ncurrently 26 percent of E&U organizations \nare investing in low-carbon hydrogen \ninitiatives and a majority (64 percent) are \nplanning to invest by 2030; further, 98 \npercent plan to do so by 2050. Fran\u00e7ois Jackow, CEO of Air Liquide, \nhighlights the opportunity: \u201cLow-carbon \nelectricity, which can be generated through \nboth renewable and nuclear sources, will \nplay a key role in the energy transition. This will be a principal contributor to our \nline of low-carbon-content products, as \nwell as shrinking our customers\u2019 carbon \nfootprints.\u201d\nExecutive Summary\n11\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nSolar energy \nwill play a key role \nin meeting the \ngrowing demand for \nsustainable energy.\"\nEliano Russo,\nEnel Green Power"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a96f7842-49ea-468b-ac83-59da9912b15d
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 11, "chroma:document": "The future of renewable and green \nenergy is evolving. Enel Green Energy\u2019s \nEliano Russo comments: \u201cRenewable \nenergy is currently the answer and the \ndirection to go, and the focus should be on \nmaximizing efforts to reduce CO2 emissions \nbecause time is running out to stabilize \nconcentrations in the atmosphere.\u201d\nIf we use technology as a catalyst and an \nenabler, the opportunities around low-\ncarbon hydrogen are immense, as William \nMcDonough, renowned architect and \nauthor, explains: \u201cI would love to focus \non the idea of conceptually separating \nthe terms \u2018hydro\u2019 and \u2018carbon\u2019 in the word \nhydrocarbon. I\u2019m very excited about the \nidea of a technology that can use hydrogen \nas a clean fuel and carbon as a durable \ngood that does not go fugitive in the \natmosphere or require sequestering in the \ngeosphere.\u201d\nCarbon capture: Need \nof the hour\nTo slow climate change, companies have \nset the target of dramatically shrinking \ntheir carbon footprints to reduce CO\u2082 \nemissions by at least 90 percent before \n2050. However, that will still leave around \n10 percent of current levels of unavoidable \nemissions."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 26538ede-e20f-44b1-a674-005fcc82ceb8
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 11, "chroma:document": "Carbon removal is crucial to \nneutralizing these emissions and keeping \nglobal warming around the 1.5\u00b0C target. Organizations are using a variety of \ntechnologies, including Direct Air Capture \n(DAC) technology, to capture CO2 from \nthe atmosphere. Nathalie Casas, Head of \nR&D at Climeworks, highlights the growing \nimportance of carbon capture: \u201cThe market \nfor carbon dioxide removal has basically \nhad an exponential development over the \npast two, two and a half years.\u201d\nFor sustainability \ninitiatives to succeed, \ninnovation must be \nsupported by behavioral \nchange\nAs organizations undergo the massive \ntransition to sustainability, the debate \nturns to whether the focus of efforts \nshould be encouraging changes in \nconsumer behavior or the acceleration \nof innovation. The answer, however, lies \nin effectively combining innovation with \nbehavioral nudges."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3505a747-47c9-4f5d-84b4-9f13a5ebe65d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 11, "chroma:document": "Executive Summary\n12\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3779152f-ec3c-461b-98d9-39736e0dbd4d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 12, "chroma:document": "Nobel Laureate Dr Frances Arnold affirms \nthe need for a combined approach: \u201cWe can \noffer scientific solutions, good or bad, but \nif people don't change and people don't \nwant them, it's not going to happen.\u201d P&G\u2019s \nVirginie Helias adds: \u201cWe are innovating \nour products while nudging the consumer \nto drive behavioral change. I could develop \nthe best products out there but, if I cannot \nget our consumers to use it, there will be \nno impact. So, it needs to be both\u201d\nClimate Tech startups: \nThe key to our fight \nagainst climate change\nOver the past two decades, startups have \nbecome a critical source of innovation, \nfrom carbon capture to nuclear fission. Nathalie Casas, Head of R&D at \nClimeworks, a leading Swiss company \nactive in the carbon-capture space, \ncomments: \u201cWe need to extract billions of \ntons of CO\u2082 between now and 2050, a task \nso gargantuan that we will need all known \ncarbon-removal solutions to work together, \nuniting nature and technology in urgent \nsymbiosis.\u201d\nWe are all in it \ntogether\nGone are the days when an organization \ncould take sustainability initiatives in \nisolation and at its own pace. Alexandra \nPalt, Chief Sustainability Officer at L 'Or\u00e9al, \nhighlights the criticality of the need for \ncollective action: \u201cWe need to understand \nthe climate crisis we are in and align our \ntargets and ambitions together."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2ffab315-ee41-433c-968c-bddb22e7bda2
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 12, "chroma:document": "There is \nvery strong role of leaders today to foster \ninnovation\u201d \u201cClimate change is not a local \nissue, it\u2019s a planetary issue. We have to take \nnecessary decisions now, individually and \ncollectively.\u201d\nVolvo\u2019s Karin Svensson underscores why \nwe need to form partnerships across \nbusiness ecosystems: \u201cUnlike in the past, \nthere is now a strong need to work with \ncompetitors, suppliers, and governments to \nensure transformation of our products. The \ntime now is about winning together and \nnot winning alone.\u201c\nExecutive Summary\n13\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 03ca5a79-914e-41f6-aacc-ff846db7a606
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 13, "chroma:document": "The CEO \nCorner\nFran\u00e7ois Jackow\nChief Executive Officer, \nAir Liquide\nAiman Ezzat \nChief Executive Officer,\nCapgemini\nin discussion with \nThe CEO Corner\n14\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 14, "chroma:document": "The CEO Corner\n15\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 15, "chroma:document": "Fran\u00e7ois Jackow joined the Group in 1993. He is the Chief Executive Officer of Air \nLiquide since June 1st, 2022. He chairs the \nExecutive Committee of which he has been \na member since 2014. After starting with \nAir Liquide, he has held various positions \nin Marketing, Business Development, \nEngineering and Strategy in the United \nStates, the Netherlands and France. From 2002 to 2007, Fran\u00e7ois Jackow was \nin charge of Innovation, as Vice President \nof Research, Development, and Advanced \nTechnologies for the Group. From 2007 \nto 2011, he was President and CEO of Air \nLiquide Japan based in Tokyo. From 2011 \nto 2014, he headed the Large Industries \nbusiness line and from 2014 to 2016 was in \ncharge of Corporate Strategy. From 2016 \nto 2022, he supervised Europe Industries, \nEurope Healthcare and Africa / Middle East / \nIndia hubs, as well as the Healthcare business \nline. From 2020 to 2022 he also supervised \nthe Innovation, Technologies and Digital / IT \nfunctions.business administration both from \nFrance and the United States. Fran\u00e7ois Jackow, \nChief Executive Officer, \nAir Liquide\nAiman Ezzat, \nChief Executive Officer, \nCapgemini\nWith more than 20 years\u2019 experience at \nCapgemini, Aiman Ezzat has a deep knowledge \nof the Group\u2019s main businesses. He has worked \nin many countries, notably the UK and the US, \nwhere he lived for more than 15 years."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 15, "chroma:document": "Aiman \nwas appointed CEO in May 2020; prior to that, \nfrom 2018 to 2020, he served as the Group\u2019s \nCOO and, from 2012 to 2018, as CFO. Aiman is \nalso on the Board of Directors of Air Liquide \nand is a Member of the International Business \nCouncil of the World Economic Forum. Capgemini is a global leader in partnering with \ncompanies to transform and manage their \nbusiness by harnessing the power of technology."}


created_at: 2025-04-28 00:40:24
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5f2e6217-83e1-4531-b3be-0a3c9d470bcb
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 15, "chroma:document": "The Group is guided everyday by its purpose of \nunleashing human energy through technology \nfor an inclusive and sustainable future. It is a \nresponsible and diverse organization of 360,000 \nteam members in more than 50 countries. With \nits strong 55-year heritage and deep industry \nexpertise, Capgemini is trusted by its clients \nto address the entire breadth of their business \nneeds, from strategy and design to operations, \nfueled by the fast evolving\u00a0and innovative world \nof cloud, data, AI, connectivity, software, digital \nengineering and platforms."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3ad6d2e0-5742-4489-94a7-7b7a79d1a485
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 15, "chroma:document": "The Group reported \nin 2022 global revenues of \u20ac22 billion. The Capgemini Research Institute spoke to Francois and Aiman to understand their views on the challenges of \nclimate change, energy transition and the potential of emerging technologies to fight this planetary challenge\nThe CEO Corner\n16\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d1d9ed2a-34dc-4882-ad1e-e2c9da733015
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 16, "chroma:document": "You took over the general management of Air Liquide as \nthe energy crisis and climate change rose up the corporate \nagenda. How is this context affecting the Air Liquide Group? \u2014 Fran\u00e7ois Jackow: The energy crisis clearly presents us with a paradox: \ndespite the risks and uncertainties, there are unprecedented opportunities \nto invest in the development of innovative, permanent solutions to the \nproblems of our customers and of society in general. Decarbonization needs \nto play a key role in managing the affordability of energy and the security of \nthe supply chain and this is a clear opportunity for Air Liquide."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: ca9abc49-2115-4773-a855-8e404dcd0dd9
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 16, "chroma:document": "For instance, \none of the services we now offer is oxy-combustion, which is a technique for \nmaking glass using oxygen; this reduces the use of natural gas by 10 to 35%,\nwhile also reducing CO2 emissions, which are both significant benefits to our \ncustomers. Fran\u00e7ois Jackow\nDespite the risks and \nuncertainties, there \nare unprecedented \nopportunities to invest \nin the development \nof innovative, \npermanent solutions \nto the problems of our \ncustomers and of society \nin general.\"\nThe CEO Corner\n17\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 46573057-8e76-455a-b3dd-695cd85822b5
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 17, "chroma:document": "Which climate technologies will play important roles in the \nenergy transition? \u2014 Fran\u00e7ois Jackow: One area that stands out is low-carbon electricity, \nwhich can be generated through both renewable and nuclear sources. This \nwill be a principal contributor to our line of low-carbon-content products, \nas well as shrinking our customers\u2019 carbon footprints."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 850da4c2-aa05-4820-b2ce-2b2f8ff7c0d2
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 17, "chroma:document": "I also think that \ncarbon capture, utilization, and sequestration (CCUS) is going to be very \nsignificant, particularly since all the technological bricks required (be it \ncapture, transportation or storage) have now \nbeen proven safe and economical. These \ntechnologies can be applied as of now to \nvery large quantities, and could, therefore, \nhave a huge impact across the spectrum \nof carbon emissions, notably in the hard-\nto-abate industries where no alternative \nexists. It is, however, important to keep in \nmind that, while CCUS will help us meet \nour short-term objectives, it should not be \nused as an excuse to halt the development \nof other technologies. We need to continue \nthe structural transition to renewable and \ncircular processes. \u2014 Aiman Ezzat: The success of the shift to a \nlow-carbon economy will depend heavily on Aiman Ezzat\nThe success of the \nshift to a low-carbon \neconomy will depend \nheavily on technological \ninnovations such as \ngreen hydrogen and \nCCUS, as well as the \nevolution of batteries.\"\nFran\u00e7ois Jackow\n\"Carbon capture, utilization, and \nsequestration (CCUS) is going to be very \nsignificant, particularly since all the \ntechnological bricks required (be it capture, \ntransportation or storage) have now been \nproven safe and economical.\"\nThe CEO Corner\n18\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a9998dfd-99ec-487a-9f26-0e4d84459e76
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 18, "chroma:document": "technological innovations such as green hydrogen and CCUS, as well as the \nevolution of batteries. I believe there will also be an important contribution \nfrom alternative fuels and remain confident that nuclear will play a critical \nrole in the energy transition. Solar is an underexplored arena; with advances \nin the efficiency of solar panels, solar energy could prove a key transition \ntechnology in many geographies. However, as Fran\u00e7ois highlighted, it \nis important to note that transitioning to renewable energy or relying \non climate tech will not be enough. We need to rethink our design and \nproduction methods to do business in new and better ways. What do you see as the role of low-carbon hydrogen in the \nfuture energy mix and what are the challenges of scaling \nthe relevant technology? \u2014 Fran\u00e7ois Jackow: The first challenge is to establish a secure supply of low-\ncarbon electricity, either from renewables or nuclear; today, globally, this \nis the bottleneck. The second challenge is to scale up hydrogen-production \ntechnologies. Take electrolysis; Air Liquide operates today the largest proton \nexchange membrane [PEM] electrolysis unit in the world [its 20-MW unit \nin Canada]. We need to scale that up tenfold \u2013 perhaps even as much as a \nhundredfold \u2013 to make an even more significant contribution."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f2e88293-e6b1-4d7e-b4e8-c1aa55b21be6
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 18, "chroma:document": "Another big \nchallenge is, obviously, to boost market demand, not only by improving the \ninfrastructure, but also promoting the usage of hydrogen. That will rely on \neffective public-policy incentives."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: cc93db19-ee51-4d56-9faa-bbdaabc2f089
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 18, "chroma:document": "Aiman Ezzat\nTransitioning to renewable \nenergy or relying on \nclimate tech will not \nbe enough. We need to \nrethink our design and \nproduction methods to do \nbusiness in new and \nbetter ways.\"\nThe CEO Corner\n19\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 19, "chroma:document": "\u2014 Aiman Ezzat: Hydrogen holds great promise as a sustainable, energy-\ndense fuel that could ultimately replace oil and gas as a principal energy \nsource. Our research shows that energy organizations & utilities expect low-\ncarbon hydrogen to meet up to 18% of energy demand by 2050."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 163f9faf-0008-4714-abc0-c569e471d763
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 19, "chroma:document": "Investment \nin the area is already taking off and is set to increase significantly. But there \nare important obstacles starting with cost: low-carbon hydrogen is still  2\u20133 \ntimes more expensive to produce than carbon-based hydrogen. Moreover, \nthe high costs of storage, transportation, as well as energy losses across the \nvalue chain all contribute to an increased total cost of operations."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4f715dbd-7044-4484-8c63-22b0eb5f9784
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 19, "chroma:document": "Finally, \nthere are also engineering and skill shortage challenges that organizations \nmust contend with. In the US, the Inflation Reduction Act is driving a lot \nof investment towards sustainability. What should \ngovernment be doing to drive investment in Climate Tech \nand low-carbon hydrogen especially? \u2014 Fran\u00e7ois Jackow: Governments must feel the sense of urgency, and \nthe responsibility to take action now. Sovereignty and sustainability are \nclosely related, and they offer business opportunities for any country - \nthis is one of the key learnings of the recent past. In order to capitalize on \nthese opportunities, governments must put in place a policy framework \nthat recognizes the value of carbon, and which will then drive economic \nbehaviour based on that recognition. Fran\u00e7ois Jackow\nSovereignty and \nsustainability are closely \nrelated, and they offer \nbusiness opportunities \nfor any country - this is \none of the key learnings \nof the recent past.\"\nThe CEO Corner\n20\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2a62f49e-a5c2-4ed7-bc62-fa47647a5c42
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 20, "chroma:document": "\u2014 Aiman Ezzat: The US has made a good start and we are seeing growing \nmomentum across Europe as well. Looking specifically at green hydrogen, \nFrance has already committed to spending over \u20ac9 billion ($9.9 billion) to \nencourage the transition of heavy industry to hydrogen. The UK plans to \ninvest \u00a34 billion ($4.8 billion) in creating a low-carbon hydrogen industry by \n2030. It is targeting 5 GW of annual production capacity \u2013 sufficient to power \naround 3 million homes \u2013 as well as heavy industry. Globally, momentum is \ndefinitely growing but, as Fran\u00e7ois mentioned, we need broader frameworks \nthat incentivize businesses while encouraging the growth of Climate Tech. Where are your organizations on their net zero journeys?"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: fc9d33e1-87f7-4058-ad25-db94bd84c1e5
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 20, "chroma:document": "\u2014 Fran\u00e7ois Jackow: Achieving net zero is a serious challenge for any \nmanufacturing company, especially when you are undergoing an energy \ntransition. We were the first company in our sector to set carbon-intensity\nobjectives and we are now 25% below the 2015 carbon-intensity level."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 71ac0359-ab78-40a4-b113-c0752143a57e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 20, "chroma:document": "However, two years ago, we realized we needed to set more \u2013 and more \nspecific \u2013 objectives in terms of our absolute carbon emissions."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 73e6905e-e753-4a79-a7df-316c25b523e5
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 20, "chroma:document": "We have \ntargeted carbon neutrality by 2050. Air Liquide\u2019s target of reducing its \nscope-1 and -2 CO2 emissions by 2035 has been validated by the Science \nBased Targets initiative (SBTi). We are the first organization in our industry \nto obtain such validation from a leading, independent authority such as the \nSBTi and this represents significant recognition of Air Liquide\u2019s trajectory \nto reach carbon neutrality by 2050. CO2 emissions reduction is a key \nobjective of our strategic plan for 2025. Air Liquide\u2019s strong commitment to \na sustainable future includes not only reducing the carbon emissions of its \nown assets, but also helping our customers to reduce their CO2 emissions \nand developing low-carbon ecosystems. \u2014 Aiman Ezzat: At Capgemini, we are fully committed to sustainability. We are proud of being one of the first companies in the world to have its \nnet zero targets validated against the new, more exacting SBTi standards \npublished at end-2021. We have set more ambitious near-term (2030) and \nlong-term (2040) carbon-footprint targets, notably with a 90% reduction in \nall emissions (scopes 1, 2, and 3) by 2040. As of end-2022, Group-wide carbon \nemissions had already fallen by 29% (and 46% per employee) against the \n2019 baseline set by the SBTi. Our ambitions are supported by initiatives such as our new-energy command \ncenter in India, which has used extensive digital data analysis to reduce our \nenergy consumption by around 20%, across all our campuses. On the back \nof progress achieved by Capgemini in 2022, the Group was admitted to the \nDow Jones Sustainability Index (DJSI) Europe at the end of the year. The CEO Corner\n21\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 79362f23-5347-4a19-a2a6-59f9330e7d23
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 21, "chroma:document": "How do you ensure that all stakeholders contribute towards \nthe reduction of scope-3 emissions? \u2014 Fran\u00e7ois Jackow: Because we need to take into account the full value \nchain, it's critical that every stakeholder takes responsibility for reducing \ntheir own scope-1 and scope-2 emissions. Currently, we are sourcing \nrenewable electricity and seeking to limit emissions from some of our units."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2c6c4f5c-b7dc-4a38-9c63-e63d744188b3
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 21, "chroma:document": "However, what we really need for effective control of scope-3 emissions \nis a unified set of standards across sectors. We are working actively with \nassociations such as the SBTi to develop an effective measurement and \nreporting framework, and are already reporting on nine of the 13 scope-3 \ncategories. Working on a more consistent industry wide view of scope-3 \nemission reporting, we have decided to already set the objective to have \n100% of our top-50 largest customers committed to carbon neutrality by \n2035. \u2014 Aiman Ezzat: Although we can\u2019t directly control all the scope-3 emissions \nin our value chain, as a global company, travel consistently contributes the \nlargest share of Capgemini\u2019s carbon footprint. We are raising our near-\nterm (2030) scope-3 targets for commuting and business travel to a 55% \nreduction per employee against a 2019 baseline."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 21, "chroma:document": "Similarly, sustainable \nbusinesses require sustainable supply chains."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b5ffee39-5bce-42e6-9385-041f74336d32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 21, "chroma:document": "Establishing a reliable universal \nmeasurement mechanism is the first key action. There are no short-cuts; it \ninvolves working closely with all stakeholders to help them understand and \nact according to their roles in the value chain. How are you aligning the organization to drive \nsustainability at all levels? \u2014 Fran\u00e7ois Jackow: Firstly, we need to set clear objectives - in line with \nour ambition to be Climate champions. Secondly, we must communicate \nthem clearly to ensure that sustainability is at the core of the Group\u2019s \ngrowth strategy, business model, and value creation, and that all employees \nunderstand their role in achieving the objectives. Lastly, we need to ensure \nthat we are consistent and credible, both within the organization and \nexternally. For instance, one of the most powerful things that we have done \nis to implement a carbon budget: a few years ago, we allocated investment \nto creating a carbon envelope around our operations. This has changed \nthe mindset of employees, who now prioritize projects that align with the \ncompany's carbon trajectory and emissions-reduction goals. The CEO Corner\n22\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 22, "chroma:document": "\u2014 Aiman Ezzat: Sustainability must not be managed as a compliance project. Rather, it requires enterprise transformation, like the digital transformation \nprograms that many organizations have launched."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 274ffef1-c486-45b8-ba09-a2b8891b96fe
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 22, "chroma:document": "This transformation \naffects all parts of the business \u2013 from design of the business model and \nproduct line to operations and IT. It requires proper governance, headed by \na C-suite executive. Having strong board support is also key to the success of \nsustainability initiatives. As a CEO, it is important to unify the organization \nin its purpose, removing silos and encouraging functions and teams to work \nclosely to achieve their sustainability goals. Organizations must recognize \nthe urgent need for viable sustainability initiatives, led and supported by \nrealistic short-term goals. How important do you think collaboration will be in \nachieving decarbonization? \u2014 Fran\u00e7ois Jackow: Collaboration is a key aspect of our sustainability \njourney. We work with our customers to invent new manufacturing \ntechniques and set more stringent objectives."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e48802ee-55ee-4aa3-957f-9ffe08e5683f
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 22, "chroma:document": "Today, our initiatives address \nnot only product innovation, but also system innovation. We collaborate with \ndifferent stakeholders, customers, suppliers, and partners, to develop an \necosystem of solutions. It is absolutely vital that different stakeholders each \nbring a piece of the puzzle and collaborate towards a common objective. We need a further-reaching, comprehensive outlook to impact all the \nstakeholders - not just customers, but also employees and shareholders - in \nthe sustainability journey. Aiman Ezzat\n\"Sustainability requires enterprise \ntransformation, like the digital transformation \nprograms that many organizations \nhave launched.\"\nThe CEO Corner\n23\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 98d84e28-03ff-4bbc-b5af-bf63322c5ef3
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 23, "chroma:document": "\u2014 Aiman Ezzat: We can achieve a sustainable future only through \ndeep collaboration with our clients, suppliers, and other stakeholders. Decarbonization will result from reconstructing the way we do business \nand rethinking our entire value chain and products."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b134487a-c925-4b23-9504-c5c4a06d3522
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 23, "chroma:document": "This requires an \nunprecedented level of cooperation and mobilization across industries."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9f017d88-06d6-4abd-af12-5fa5a1644d5c
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 23, "chroma:document": "To \nfind lasting, meaningful solutions, leading voices from business, academia, \nand government must come together to discuss our options as a society. The Conversations for Tomorrow journal is one of many such initiatives that \nCapgemini takes to juxtapose diverse viewpoints. Our research indicates that most executives still view \nsustainability as a cost driver and an obligation, rather than \na business opportunity. How do you convince your clients \nthat sustainability is good for business? \u2014 Fran\u00e7ois Jackow: We engage with our customers regularly on these \ntopics and we have identified three sustainability drivers. The first driver, \nparticularly in Europe, is to reduce emissions sufficiently to avoid paying \nthe EU Emissions Trading System (EU ETS) carbon tax. The second driver for \nengaging participation in a carbon-reduction project is helping customers \nmeet their corporate commitments and objectives in terms of carbon \ntrajectory. The third \u2013 and most important \u2013 driver is helping customers \nsee opportunities to promote and develop low-carbon offers, services and \nproducts. When our customers realize that they can gain\ncompetitive advantage and create added value by offering sustainable \nproducts, that's when a sustainable business model really starts to take \nFran\u00e7ois Jackow\nCollaboration is \na key aspect of \nour sustainability \njourney.\"\nThe CEO Corner\n24\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b3c8d4de-19e7-4251-9bd6-5de4aa898bab
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 24, "chroma:document": "shape. Decarbonization and sustainability \nshift to opportunity-driven goals, rather \nthan compliance-driven obligations for the \ncustomer. What new energy business models \ndo you anticipate will emerge in \nthe medium term? \u2014 Fran\u00e7ois Jackow: In their economic \nvaluations, our customers are putting \nan emphasis on carbon reduction. By \ndeveloping solutions that use traditional \nindustrial products such as oxygen, nitrogen, \nand hydrogen, while also helping to reduce \ntheir own carbon footprint, we can create \na lot of value for our consumers. But this \nwill entail rethinking how we deliver our \nproducts, and exploring new schemes to \npackage our offers."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5c93b421-6049-4a8d-abce-dfb17f8a4e49
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 24, "chroma:document": "Secondly, we see a new \nbusiness model for mobility. There's value \nto be created, not only in providing fuels \nfor mobility, but also in changing the way \ntransports (trucks, bus, train, etc.) are used \nlogistically for example. Business models are \nchanging because customers are willing to \nown fewer assets and embrace a different \nkind of business model, based on re-use. \u2014 Aiman Ezzat: The energy transition is \ndriving new business models in the energy \nand utilities market. These include clean \nenergy; alternative fuels; grid-management \nservices; and mobility services such as \nelectric-vehicle (EV) charging stations, \nenergy-storage solutions, and energy \nplatforms."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 16677361-dd08-44bb-94c1-382e001bbe30
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 24, "chroma:document": "As the share of renewables in \nthe energy mix increases, energy-storage \nsolutions and grid-management services \nwill be critical to managing intermittency \nin renewable-energy supply. Further, as \nconsumers increasingly turn into prosumers, \nFran\u00e7ois Jackow\nDecarbonization \nand sustainability \nshift to \nopportunity-driven \ngoals, rather than \ncompliance-driven \nobligations for the \ncustomer.\"\nThe CEO Corner\n25\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d6f14a54-ef32-4cc3-aac2-535b872bf1d4
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 25, "chroma:document": "there is growing demand for renewable-\nenergy storage systems for residential and \ncommercial use, and for platforms that \nfacilitate peer-to-peer energy exchange. Our research on this topic found that most \nenergy and utility industry executives \nexpect new energy models to constitute \ntheir mainstream business within the next \nfew years. What advice would you give \nto your peers on how to \nmanage large organizations in \nsuch a volatile and uncertain \nenvironment? \u2014 Fran\u00e7ois Jackow:  Firstly, in a volatile, \nchallenging environment, we need a clear \nstrategy based on strong fundamentals. My second piece of advice relates to \nexecution; we need to be agile and adapt \nto changes in the environment."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2347effe-12c2-4e85-b43f-a973218926fe
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 25, "chroma:document": "We cannot \nafford to waste time or resources, so \nwe need urgent access to the tools and \norganizations that can provide efficacy \nand efficiency, while building more \nresilient business models. Lastly, we must listen: to our customers, \nwho will act as our guides, and - equally \nimportant - to our employees. We need \nto engage them, communicate with them, \nexplain our strategy."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 59622ddf-ccb0-473f-ae5d-f8d45ff8dea4
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 25, "chroma:document": "They need to feel \nthat they are on the journey together. Aiman Ezzat\nThe energy transition \nis driving new business \nmodels in the \nenergy and utilities \nmarket.\"\nThe CEO Corner\n26\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d80cbbf5-d3e1-4723-bbda-dbdc04ab8a0b
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 26, "chroma:document": "\"In a volatile, \nchallenging \nenvironment, we \nneed a clear \nstrategy based on \nstrong\nfundamentals.\"\nFran\u00e7ois Jackow\nChief Executive Officer, \nAir Liquide\nAiman Ezzat \nChief Executive Officer,  \nCapgemini\n\"Decarbonization \nwill result from \nreconstructing \nthe way we do \nbusiness and \nrethinking our \nentire value chain \nand products. \"\nThe CEO Corner\n27\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b051e3d4-00b2-4882-8724-572643bcd12c
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 27, "chroma:document": "Inside the mind of a\nNobel\nPrize laureate\nInside the mind of a Nobel Prize laureate\n28\nCapgemini Research Institute Climate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 07c107c3-3313-40a7-ac1b-84af573d1bfb
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 28, "chroma:document": "DR. FRANCES \nARNOLD\nNobel Prize winner in\nChemistry in 2018 for\nDirected Evolution \nCalifornia Institute of Technology\nInside the mind of a Nobel Prize laureate\n29\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: dd0a1b5f-2af3-4e84-9ea0-7fc9805f5761
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 29, "chroma:document": "Inside the mind of a Nobel Prize laureate\n30\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nDr. Frances Arnold is the Linus Pauling Professor \nof Chemical Engineering, Bioengineering and \nBiochemistry at the California Institute of \nTechnology (Caltech). Dr. Arnold received the Nobel \nPrize in Chemistry (2018) for pioneering directed \nenzyme evolution and has subsequently created \nenzymes for use in alternative energy, chemicals, \nand medicine. She is co-chair of the President\u2019s \nCouncil of Advisors on Science and Technology \n(PCAST)."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 1db34ea6-13db-4266-8270-540fa162cfef
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 29, "chroma:document": "She has been elected to all three US \nNational Academies of Science, Medicine, and \nEngineering, and is also a director on the boards \nof prominent companies such as Alphabet and \nIllumina."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e5f57f8a-e82a-4d1a-80c2-1932f93e5db7
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 29, "chroma:document": "The Capgemini Research Institute spoke \nto Dr. Arnold to understand how directed evolution, \ncoupled with the resilience found in nature, can help \ncreate a sustainable world. Dr. Frances Arnold \nGIVING \nEVOLUTION A SHOT \nIN THE ARM"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9c771337-9765-42bc-b5c7-c01db0ba3ee1
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 30, "chroma:document": "Inside the mind of a Nobel Prize laureate\n31\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nWHAT IS DIRECTED EVOLUTION? What got you interested in science?"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 535acfc8-9c0c-4f41-b2e5-84d0a2268d69
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 30, "chroma:document": "I had all sorts of jobs when I was young, from taxi-driving to cocktail \nwaitressing; but these were to pay the rent. Math and science were what \nmade sense to me from an early age. I idolized my father, a nuclear physicist. I obtained a BSc in Mechanical and Aerospace Engineering and worked for \na while in the nuclear industry and in solar energy, but my real love turned \nout to be something I did not even know could be possible until I went to \ngraduate school at age 25: engineering the biological world. You won a Nobel Prize for your pioneering work on the \ndirected evolution of enzymes."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8217cb6a-d39f-43c6-bdd9-bdce7164b3e8
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 30, "chroma:document": "Can you help us understand \nwhat that is and how it can help society? Enzymes are the catalysts responsible for all the wonderful chemistry of \nthe biological world. We would like to use them in human applications, but \nthey are not ideal for this. So, in the 1980s, I started to engineer amino-\nacid sequences for enzymes that would perform in human applications. Back then, no one knew which sequence would be required to encode a \ndesired function \u2013 enzymes are complicated. However, evolution can show us how to \nencode enzymes more effectively. The simple \nprocess of mutation and natural selection \nthat has given rise to the rich diversity of \nthe biological world can be harnessed by \nchemists. Using newly developed tools in \nthe fields of molecular biology and high-\nthroughput screening, I developed ways to \npractice \u201cevolution by artificial selection\u201d for \nenzymes. In other words, this is a simple optimization strategy for making random \nmutations at a low level and screening to find the mutations that can \nbe most beneficial to us."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4cbcafb9-cf02-4ba6-b8dc-5001e9a0f810
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 30, "chroma:document": "Through various iterations, we find the best-\nperforming steps. Nature is solving all sorts of problems that we throw at \nher \u2013 how to degrade plastic bottles, how to degrade pesticides, herbicides, \nand antibiotics. She creates new enzymes in response to these problems all \nthe time, in real time. With directed evolution, we can do the same \u2013 create \nnew enzymes in response to new problems. I developed ways to \npractice 'evolution by \nartificial selection' \nfor enzymes.\" "}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 13943f61-be34-44be-b9c9-cd972ef45421
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 31, "chroma:document": "Inside the mind of a Nobel Prize laureate\n32\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nTHE SIMPLE PROCESS \nOF MUTATION AND \nNATURAL SELECTION THAT \nHAS GIVEN RISE \nTO THE RICH DIVERSITY \nOF THE BIOLOGICAL \nWORLD CAN BE \nHARNESSED BY CHEMISTS\nENZYMES FOR A GREENER PLANET\nMuch of your research focuses on sustainability. What \nabout this area of study excites you most?"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: cf0d3721-24f1-4170-b8dc-e109003fd339
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 31, "chroma:document": "What excites me most right now is expanding the chemistry of the biological \nworld to compete with human chemists. Making and breaking bonds. All \nmy projects are about sustainability or bioremediation \u2013 making things in a \ncleaner fashion or breaking them down again. I love working with enzymes."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2c3528ca-1571-4cfb-8660-7463440d89a7
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 31, "chroma:document": "Nature has developed a vast array of enzymes that do incredible chemistry, \nbut there's a lot that hasn\u2019t been explored yet. We could have better processes by getting enzymes to do chemistry \nthat would, for instance, dramatically reduce the cost of manufacturing \npharmaceuticals by replacing 10 chemical steps with one or two enzymes. One particular example I am proud of is how Merck [a multinational science \nand technology company] developed an enzyme using directed evolution to \nmake the drug Januvia, which is used to treat diabetes. The initial, unrefined \nprocess used toxic metals, with a lot of waste products. Merck has managed \nto reduce the waste to around one-hundredth of initial levels and remove \ntoxic-metal catalysts from their process, just using enzymes to synthesize \nthe pharmaceuticals. "}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: bc29ce7f-cf75-4ed8-81e9-d50825a8d0d6
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 32, "chroma:document": "Inside the mind of a Nobel Prize laureate\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\n33\nI am also excited about reducing the cost and time necessary to develop \nthese enzymes and the processes they are used in. I am working to \nincorporate machine learning [ML] and artificial intelligence [AI] into this \nevolutionary optimization."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 12aa35c1-f875-4689-8f3b-f0c12178b2dc
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 32, "chroma:document": "It promises to allow us to develop biological \nsolutions much faster than in the past. \"Merck has managed to \nreduce the waste to around \none-hundredth of initial levels \nand remove toxic-metal catalysts \nfrom their process, just using \nenzymes to synthesize the \npharmaceuticals.\"  "}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 116f69e4-09eb-492a-8ce3-51a254f819cd
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 33, "chroma:document": "Inside the mind of a Nobel Prize laureate\n34\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nHow can bioengineering help the \nplanet? Everything that nature does is efficient."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3df39906-c7a1-48c3-bee6-781860729c66
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 33, "chroma:document": "It's this highly evolved system that makes \nand breaks chemical bonds, creating \nchemicals and materials of magnificent \nfunctionality \u2013 but that won\u2019t persist \nforever. I think that biological chemistry, \nwith its very high selectivity and power \nefficiency, can broaden our thinking \naround fabrication and recycling. Not \nonly can we help break down everything \nwe use in our daily lives into recyclable \nelements, we can also help create new \nproducts entirely, things which are not \npossible using traditional chemistry. Biological chemistry can have a beneficial \neffect on any application of conventional \nchemistry, and we should use it to find \nefficiencies. Life today is the product of 4 \nbillion years of evolution, not of engineers \nin a laboratory."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d1025a12-6a0b-46b0-a3e9-533b4e92ac5c
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 33, "chroma:document": "Nature has a lot to teach \nus. You have co-founded three \ncompanies in the sustainable \nchemistry and renewable energy \nfields. Can you briefly describe \nthem? We founded Gevo [Green Evolution] \nin 2004 to make fuels from renewable \nresources. The concept was to engineer \nenzymes in yeast to make isobutanol, a \nprecursor to jet fuel, instead of ethanol. Today, Gevo is one of the leaders in the \ndevelopment of renewable aviation fuel. \"Everything \nthat nature does \nis efficient.\" "}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2cd3db16-1762-412c-8796-06eee6aa390a
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 34, "chroma:document": "Inside the mind of a Nobel Prize laureate\n35\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nThe second company, Provivi, was founded in 2014 to replace toxic \npesticides. We developed processes to make non-toxic pheromones, \nchemicals that serve as signaling mechanisms, which, when sprayed in the \nfield, confuse the mating instinct of insects."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: b5e6014f-454a-4ce0-ba2e-f53db27211e9
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 34, "chroma:document": "Our focus is to create a new \nfoundation for safer, affordable, and sustainable crop protection. The third company, Aralez Bio, was formed more recently, in 2019. It uses \nenzymes to make pharmaceutical intermediates.1 They can make hundreds \nof new amino acids and other chemical building blocks, while cutting waste, \nenergy consumption, and costs. LIFE TODAY IS THE \nPRODUCT OF 4 BILLION \nYEARS OF EVOLUTION, \nNOT OF ENGINEERS \nIN A LABORATORY. NATURE HAS A LOT TO \nTEACH US. 1 Chemical compounds widely used in bulk pharmaceutical manufacturing and also in research."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 868b3da8-6a05-4054-b7fb-ac13f143ae49
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 35, "chroma:document": "Inside the mind of a Nobel Prize laureate\n36\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nUSING AI TO CREATE NEW PROTEINS\nHow is new technology helping \nyour research in bringing \nenzymes faster to market? Evolution is a process."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f9052e6c-68af-4278-a59c-341a81917e9c
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 35, "chroma:document": "It's turning the \ncrank of mutation and artificial selection. We can harness the power of evolution by \nautomating and empowering it, using AI \nand ML. I have been publishing on this for \n10 years. But even more exciting is that \nsome of these generative AI capabilities \nare being used to invent proteins from \nscratch. Enzymes are more complicated, \nbut I predict it will be possible to invent \nthem, too, in the future. This is the \nconvergence of experimental capabilities, \nunderstanding the features that really \nmake up a successful protein and then \nharnessing the new methodologies made \navailable through generative AI. I predict \nthat, in the next few years, AI is going \nto be a powerful force \u2013 one capable of \nrecoding life."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: fc19c667-cf01-4451-9a0d-8015b20d6249
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 35, "chroma:document": "I predict that, in the \nnext few years, AI is \ngoing to be a powerful \nforce \u2013 one capable of \nrecoding life.\""}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 3112b494-cd18-4bcb-a92c-71301fb38964
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 36, "chroma:document": "Inside the mind of a Nobel Prize laureate\n37\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nHow can generative AI help in creating new proteins? I am on the board of Generate Biomedicines, a biotech startup which uses \nAI to generate therapeutic proteins that could be used to cure diseases. Machine learning algorithms can generate novel sequences for proteins \nthat have never been seen in nature. These algorithms analyze hundreds of \nmillions of known proteins, looking for statistical patterns linking amino acid \nsequence, structure, and function. Using these learned statistical patterns, \nthe company generates custom protein therapeutics \u2013 from short peptides \nto complex antibodies, enzymes, gene therapies, and yet-to-be-described \nprotein compositions. What is your advice to young women who want to enter the \nfield of science?"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f24102d5-5654-46f4-b3b8-eec08f7d6b52
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 36, "chroma:document": "Try different things."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f053c1a1-2964-4030-afb6-9e0e31cb4852
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 36, "chroma:document": "I tried many fields of science before I found what I love \nto do. If you\u2019re going to change the world, you\u2019ve got to be fearless. Don't \nfeel that you have to stick with something just because you said you were \ngoing to do it. If you don't like it, do something else. MY ADVICE TO YOUNG WOMEN: BE FEARLESS"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 132eafe2-1c3d-419e-943e-58780d424202
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 37, "chroma:document": "Inside the mind of a Nobel Prize laureate\n38\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nTo what degree is finding the path to a sustainable world \ndependent on innovation from science/new technologies as \nopposed to behavioral changes? It has to be both."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9c579aaf-07b9-4579-9a8a-3d8600de0c1f
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 37, "chroma:document": "What we have learned during the pandemic is, you can have \nall the science and technology you want, but if people won't be vaccinated, \nit doesn't do any good at all. We can offer scientific solutions, good or bad, \nbut if people don't want them and don\u2019t accept the necessary behavioral \nchanges, it's not going to happen."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 041513be-40ae-4029-8ca2-cdc5b8774063
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 37, "chroma:document": "So, this interface between science and \npeople is vitally important. If you had a magic wand, in our transition to a sustainable \nworld, what would you change right now? I would love to see respect for biodiversity. I would love to see respect for \nthe natural world that we rely on, but that we treat so badly. I would love to \nsee the natural world being accounted for as an invaluable asset on which \nour very existence depends. I WOULD LOVE \nTO SEE RESPECT FOR \nBIODIVERSITY\nTHE IMPORTANCE OF THE INTERFACE BETWEEN SCIENCE AND PEOPLE"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 04c8ecb6-52c3-4696-b2e5-1d3f8a56d5cb
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 38, "chroma:document": "\"We can offer scientific \nsolutions, good or bad, but if \npeople don't want them and \ndon\u2019t accept the necessary \nbehavioral changes, it's not \ngoing to happen.\"\nDr. Frances Arnold,\nLinus Pauling Professor of Chemical \nEngineering, Bioengineering and \nBiochemistry\nCalifornia Institute of Technology\nInside the mind of a Nobel Prize laureate\n39\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 74a2c073-b466-4f67-8a14-ab40bfdb252c
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 39, "chroma:document": "Executive Conversations\n40\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nExecutive \nconversations \nwith\u2026"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 46eda74b-c39b-4cea-9ac6-d5bcaa114db9
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 40, "chroma:document": "Executive Conversations\n41\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nL\u2019OR\u00c9AL\nAlexandra Palt\nChief Sustainability Officer\nP.42\nPROCTER & GAMBLE\nVirginie Helias\nChief Sustainability Officer\nP.52\nVOLVO GROUP\nKarin Svensson\nChief Sustainability Officer\nP.64\nENEL GREEN POWER\nEliano Russo\nHead of 3SUN Gigafactory\nP.74\nCRADLE TO CRADLE \nWilliam \nMcDonough\nDesigner, Architect, Innovator, Author \nP.84\nPOTSDAM INSTITUTE FOR \nCLIMATE IMPACT \nRESEARCH \nJohan Rockstr\u00f6m\nDirector\nP.94\n"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 00b81d4e-9c25-418a-b21d-e2fe8c006092
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 41, "chroma:document": "42\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nExecutive Conversations\nALEXANDRA PALT  \nChief Corporate Responsibility \nOfficer, L \u2019Or\u00e9al, and CEO of the \nFondation L \u2019Or\u00e9al\nL\u2019Or\u00e9al"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a77b66b7-e460-4607-9222-86facb11b152
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 42, "chroma:document": "Executive Conversations\n43\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nAlexandra Palt is the Chief Corporate Responsibility \nOfficer of L\u2019Or\u00e9al and CEO of the Fondation \nL\u2019Or\u00e9al. A lawyer by training, specializing in human \nrights, Alexandra joined L\u2019Or\u00e9al in 2012 as Chief \nSustainability Officer. She was instrumental in \nlaunching the Women4Climate initiative. The \nCapgemini Research Institute spoke to Alexandra \nabout L\u2019Or\u00e9al\u2019s collaborative sustainability journey. COLLABORATION \nFOR A SUSTAINABLE \nFUTURE\nFounded in 1909, L 'Or\u00e9al is one of the \nworld's largest manufacturers of high-\nquality cosmetics, perfumes, hair care, \nand skincare products spread across 150 \ncountries. In 2022, the company reported \na revenue of $38.2 billion with assets \nworth $48.9 billion."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: af2f3444-4e83-4948-be90-17597c6c8013
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 42, "chroma:document": "The company currently \nemploys more than 85000 people across \n150+ countries. The company has been \nawarded a \u2018AAA\u2019 rating by CDP for seven \nyears in a row."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a3aff44b-7723-4609-9157-e1e1e6e8cc15
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 43, "chroma:document": "Executive Conversations\n44\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nWhat are your priorities as Chief \nCorporate Responsibility Officer \nof L\u2019Or\u00e9al and CEO of the \nL\u2019Or\u00e9al foundation? At L 'Or\u00e9al, I'm responsible for internal \nbusiness-model transformation, making \nsure that we develop a circular economy \nwithin the planetary boundaries model.1  \nAs CEO of the L \u2019Or\u00e9al Foundation, \nI'm in charge of the organizational \ncontribution to tackling the greatest \nenvironmental and societal challenges \nwe face today. These two functions \npresent complementary targets."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9adbe0e3-eb2a-462d-89fb-1f7b40bae869
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 43, "chroma:document": "We \ncannot continue to follow conventional, \nprofit-driven business models; we need \nan approach that combines two essential \nelements: internal transformation and \nmobilization of economic resources for \nimpact investing. Alexandra Palt,\nChief Corporate \nResponsibility Officer of \nL\u2019Or\u00e9al and CEO of the \nFondation L\u2019Or\u00e9al\nWE CANNOT \nCONTINUE TO FOLLOW \nCONVENTIONAL, \nPROFIT-DRIVEN \nBUSINESS MODELS\n1 The planetary boundaries model sets a number of boundaries within which humanity must maintain \nits activities in order to preserve environmental equilibrium and preserve a safe, survivable \noperating environment (See interview with Johan Rockstr\u00f6m)"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 52d1a3b4-b9b6-495a-9a49-8d763295fe44
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 44, "chroma:document": "Executive Conversations\n45\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nSUSTAINABILITY TRANSFORMATION AT L\u2019OR\u00c9AL\nWhere is L\u2019Or\u00e9al on its sustainability journey? L 'Or\u00e9al\u2019s sustainability journey started way back in 2013."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4220253e-7f18-4170-a8df-16c769056c63
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 44, "chroma:document": "We set ambitious \nsustainability goals throughout our value \nchain, which focused on reducing the \nenvironmental footprint of our products \nand increasing our social impact. This \nled to a profound shift in mindset, which \nprompted all our employees to begin to \naddress these issues. As part of a virtuous \ncircle, this helped us develop our next \ngeneration of sustainability targets. By 2020, we had reduced our carbon \nemissions by 78% from 2005 levels. We \nhad reduced the carbon footprint of more \nthan 90% of our products. In 2020, L \u2019Or\u00e9al launched L \u2019Or\u00e9al for the future program, a strategy that \nincluded pledging to respect planetary boundaries. The strategy is based \non setting quantifiable, measurable goals to minimize the impact of \nbusiness operations on the climate, security of water supply, biodiversity, \nand natural resources, while addressing some of the most urgent social \nand environmental challenges facing the world."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 48bf5db3-8393-4924-a9a6-69b98dba347f
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 44, "chroma:document": "We aim to improve energy \nefficiency by transitioning to 100% renewable energy by 2025. And we \nintend that, by 2030, 100% of our packaging will be either from recycled or \nbio-based sources. \"We aim to improve energy \nefficiency by transitioning \nto 100% renewable energy \nby 2025.\"\nBy 2020, we had \nreduced our \ncarbon emissions \nby 78% from \n2005 levels.\""}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: efb89f6c-dc3c-412f-a49c-5a827831397d
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 45, "chroma:document": "Executive Conversations\n46\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nIn defining and setting our new targets, we not only focused on reducing \nemissions and carbon footprints; rather, we went about designing an entirely \nnew, scientifically based business model that will assist us in maintaining \nour operations within the planetary boundaries. This won\u2019t be easy; it\u2019s a \ncompletely circular model that will oblige us to make difficult choices."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 8276e70f-0be6-46aa-ab6e-86f381bb7de6
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 45, "chroma:document": "WE ARE DESIGNING \nAN ENTIRELY NEW, \nSCIENTIFICALLY BASED \nBUSINESS MODEL \nTHAT WILL ASSIST US \nIN MAINTAINING OUR \nOPERATIONS WITHIN \nTHE PLANETARY \nBOUNDARIES."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: c4ec3d89-69e8-40bb-9274-a97e54437388
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 46, "chroma:document": "Executive Conversations\n47\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nSHARING RESPONSIBILITY AND HELPING CONSUMERS MAKE THE RIGHT CHOICES\nHow does a global organization \nsuch as L\u2019Or\u00e9al engage consumers \non sustainability? We engage our customers by advocating an \napproach based on shared responsibility."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 07459e8a-1beb-4839-b9fe-bc4869227f78
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 46, "chroma:document": "We \nbelieve it is our responsibility to produce the \nmost environmentally sustainable products. We have started sharing information with \nconsumers on the carbon footprint of our \nproducts and their material impact on the \nenvironment. We also encourage the consumer to \nmake sustainable choices; they might \nnot be prepared for a major shift in their \nconsumption behavior, such as refilling or \nrecharging, rather than buying new every \ntime. So, the onus is on us to help them \nmake these choices. There are various \nstrategies that can help us do this; for \ninstance, by making refilling and recharging \navailable in the most impactful categories; \nby encouraging specific behaviors through \nprice discounts; and through nudges [using \nenvironmental factors such as in-store \nsignage and advertising to subtly influence \nbehaviors]. We have started sharing information \nwith consumers on the carbon footprint of \nour products.\""}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 5251d8e3-f934-454d-8d88-6629a4770351
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 47, "chroma:document": "Executive Conversations\n48\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nCOLLABORATING WITH COMPETITORS FOR A SUSTAINABLE PLANET\nHow do you balance the pros and cons of the collective \napproach initiated by L\u2019Or\u00e9al through the EBS Consortium 2  \nin a highly competitive industry? As we strive for global sustainability, some things belong to a non-\ncompetitive space."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: cd4d32a5-829d-45ab-958a-462b364ff810
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 47, "chroma:document": "There will be no business to compete for in a world where \nconsumption is no longer possible. The challenge for us is not to occupy the \nleadership position, but how we can facilitate shared progress in a limited \ntimeframe. Through the EBS, we can hold discussions across the industry \nabout how to achieve sustainability and protect the environment without \ncurbing our commercial ambition. What are the key success factors in fruitful collaboration? There must be a shared vision, and a willingness to look for common ground. We need to understand the realities of the climate crisis and align targets to \nmaximum effect. By doing this, we can preserve our industry and continue to \noperate, create, and grow within the planetary boundaries. 2  The EcoBeautySystem Consortium, comprising around 60 leading industry players, has the aim of \ndeveloping an industry-wide environmental impact-assessment and scoring system for cosmetics \nproducts. AS WE STRIVE \nFOR GLOBAL \nSUSTAINABILITY, SOME \nTHINGS BELONG TO \nA NON-COMPETITIVE \nSPACE."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d057ef74-0e7e-4475-a6f3-a6b53cb80f95
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 47, "chroma:document": ""}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: df42e5b1-80eb-4f54-a832-a7889bb75b3e
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 48, "chroma:document": "Executive Conversations\n49\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nINNOVATION AND BEHAVIORAL CHANGE NEED TO GO HAND IN HAND\nInnovation or behavioral change \u2013 which will be the \ngreater driver of the transition? In order to overcome the challenges we face, we will need to pursue \nscientifically based innovation."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 89839f4d-069d-4abe-95c0-2b704cb598d2
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 48, "chroma:document": "It is the responsibility of organizational \nleaders to foster this approach. For the past half-century or so, since the \nclimate became a topic of concern, people have reassured themselves \nby saying, \"We will find a technological solution, we will find a scientific \nsolution.\u201d But, to date, one hasn\u2019t been found. Even when someone does \ncome up with a viable solution, that will only be half the battle, because \nwe will need to find the financing to realize it. Technology will be part of the solution, but only if we start to innovate \nwith sustainability as the goal. Likewise, science will help us, but we will \nalso have to change our consumption behaviors. Businesses need to accept \nthat they are not just carrying on with business as usual, with a few green \ntweaks; they are looking at wholesale change of the business model. It \ndoesn\u2019t matter how much it costs to do it either; the cost of not acting will \nbe infinitely greater."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 32fbcc18-0980-40db-956a-9645f675cfce
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 48, "chroma:document": "\"Science will help us, \nbut we will also have to \nchange our consumption \nbehaviors.\"\n"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e1b16aee-8d5e-4e49-b5c0-fdd52fa60266
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 49, "chroma:document": "Executive Conversations\n50\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nMAKING THE TRANSITION FAIR FOR EVERYONE \nCan you tell us a bit more about the \u201cjust transition\u201d \nconcept? We still operate in a system that only works for a minority."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: a59cd3ba-aff8-42e9-ab37-084e49349a5b
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 49, "chroma:document": "Most of the \nglobal population lives in poverty and suffers from a lack of decent living \nconditions. As long as this situation persists, the environmental transition is \ngoing to be uneven. We have to work together as a global society to provide populations \nwith basic living essentials, so that they can then become invested in \nenvironmental issues. One of the most important issues is fair pay \u2013 it\u2019s not \njust about our employees but also our value chain. Our suppliers have to \npay a living wage. But what is a living wage? A living wage is a salary that allows a person \nworking in the value chain to cover their basic needs and the basic needs of \ntheir dependents. Unfortunately, a lot of companies don\u2019t consider this their responsibility. So, L 'Or\u00e9al has decided not only to pay a living wage to our employees, but \nalso to work with suppliers, where necessary, to help them do the same. By \n2030, all our strategic suppliers will be paying living wages to employees in \ntheir value chain if they want to continue to work with us. Climate change is not a local issue, it\u2019s a planetary issue."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 1f2084f5-1663-4d66-81a0-5a189c336268
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 49, "chroma:document": "We have to take \nvital decisions now, both individually and collectively."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: c3331ec7-0b19-4929-b0ab-3751d6a44152
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 50, "chroma:document": "Executive Conversations\n51\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\n\"L'Or\u00e9al has decided not \nonly to pay a living wage to \nour employees, but also to \nwork with suppliers, where \nnecessary, to help them do \nthe same.\"\nAlexandra Palt,\nChief Corporate Responsibility \nOfficer, L\u2019Or\u00e9al, and CEO of the \nFondation L\u2019Or\u00e9al"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 51, "chroma:document": "52\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nExecutive Conversations\nVIRGINIE HELIAS  \nChief Sustainability Officer \nProcter & Gamble"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 39499a0d-50db-465a-9268-13b47bbd2abc
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 52, "chroma:document": "Executive Conversations\n53\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nVirginie Helias is P&G\u2019s Chief Sustainability Officer. Her mission is to develop the organization\u2019s \nstrategies and goals on sustainability and \noperationalize them across businesses and regions. She has been part of P&G for over 30 years, working \non brands including Pantene, Ariel/Tide, and  \nPampers. Capgemini Research Institute spoke to \nVirginie about sustainable product design and using \ninnovation to drive sustainability and customer \nsatisfaction. PUSHING \nTHE BOUNDARIES OF \nSUSTAINABILITY THROUGH \nINNOVATION \nThe Procter & Gamble Co (P&G) is a \nmanufacturer and marketer of fast-\nmoving consumer goods. It operates \nthrough the Beauty, Grooming, Health \nCare, Fabric & Home Care, and Baby, \nFeminine & Family Care segments."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 89402e0b-f1bc-44ef-9cec-e4dee0d53b1b
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 52, "chroma:document": "More \nthan 106,000 employees work at P&G. The company was founded in 1837 and is \nbased in Cincinnati, Ohio."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 2ba03631-e89a-4a09-a492-4dddae5c5049
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 53, "chroma:document": "Executive Conversations\n54\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nENABLING AND INSPIRING RESPONSIBLE CONSUMPTION\nYou have been with P&G for \nover three decades. How did \nyou come to the Sustainability \nfunction?"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 71075b72-eda6-4b3d-8af1-088cb845cbb6
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 53, "chroma:document": "When I first pitched my current role to \nthe then CEO, sustainability was only \nloosely connected with business. I saw \nan opportunity to reinforce our business \nmethods with scientific knowledge, \nwith the primary mission of making \nsustainability integral to how we build our \nbrands and innovate. Over the years, my role has evolved \nfrom driving change on the periphery \nto being central to how we do business, \nand now I\u2019m responsible for enabling our \nbusiness to deliver our Ambition 2030 \ngoals and helping our brands to develop \nirresistibly superior innovations that are \nmore sustainable. It is also about helping \nthe company meet the needs of all our \nstakeholders \u2013 consumers, retailers, \nemployees, shareowners, and society at \nlarge, for whom sustainability is an ever-\nincreasing expectation. Virginie Helias,\nChief Sustainability Officer,\nProcter & Gamble"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d1ef2536-38a1-4acf-8d35-55f6c38a2672
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 54, "chroma:document": "Executive Conversations\n55\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nCan you explain Ambition 2030 \nand the progress to date? We launched Ambition 2030 in 2018, \nwith the goal of enabling and inspiring \nresponsible consumption through our supply \nchain, brands, employees, and partnerships."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 80bc95d7-3a76-484d-843a-b8dc611e1535
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 54, "chroma:document": "The ambitions have since been expanded \nand refined several times with specific goals \nfor reducing greenhouse-gas emissions \non the way to reaching net zero in 2040, \nincreasing recyclability of our packaging and \nreducing our use of virgin petroleum plastic, \nand most importantly creating the systems \nand the culture to embed sustainability into \nthe organization. The initiative is built on \nthe strength of four science-based pillars: \nclimate, waste, water, and nature. From 2010 to 2022, we reduced absolute \nScope 1 and Scope 2 emissions across our \nglobal operations by 57% through energy \nefficiency and renewable-energy sourcing."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 9242f4f7-b76c-4a04-bdbd-f7eafe8ef746
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 54, "chroma:document": "As we continue to reduce emissions, \nwe are also advancing natural climate \nsolutions, which will balance any residual \nemissions from our operations that cannot \nbe eliminated by 2030. In September \n2021, we set a new ambition to achieve \nnet zero greenhouse-gas emissions across \nour operations and supply chain, from \nraw-material to retailers. Last year we \nreported close to 80% of recyclability for \nour packaging globally with 2 times more \nrecycled content versus two years ago. From 2010 to \n2022, we reduced \nabsolute Scope 1 \nand Scope 2 \nemissions across \nour global \noperations by 57% \nthrough energy \nefficiency and \nrenewable-energy \nsourcing.\""}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 1c14b857-d16f-4de9-b684-ece322e865b0
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 55, "chroma:document": "Executive Conversations\n56\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nLAST YEAR WE \nREPORTED CLOSE TO \n80% OF RECYCLABILITY \nFOR OUR PACKAGING \nGLOBALLY WITH \n2 TIMES MORE \nRECYCLED CONTENT \nVERSUS TWO YEARS \nAGO. "}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: aad8a707-29a5-4cc1-a674-41e10a4a6d15
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 56, "chroma:document": "Executive Conversations\n57\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nMAKING LONG-LASTING PRODUCTS \nHow far have you progressed on sustainable \nproduct design? Sustainability is an integral design principle in P&G today \u2013 it is \nbuilt-in, not bolted on."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 162b59f7-43f4-4ae3-a58e-ecaf4a51c8ee
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 56, "chroma:document": "Previously, sustainability and innovation \nwere treated as separate entities, but we have integrated \nthem into one cohesive strategy, known as 'irresistibly superior \nand sustainable innovation.' Our goal is to have 100% of our \ninnovations be irresistibly superior for consumers and represent \nan improvement on sustainability on any of the four dimensions \n(climate, waste, water, and nature). I would say today we \nare halfway there. I am \nparticularly proud of some \nof our recent 'irresistibly \nsuperior and more \nsustainable innovation.' \nGillette and Venus undertook \na sustainable packaging \nupgrade to transition \npremium refillable razor \npacks to a plastic-free, \nrecyclable cardboard box \nmade with recycled materials \nand FSC certified paper. This is available in every \nP&G region globally and it \ndelights consumers with \nits ease of opening and full \nrecyclability."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e17062b1-5206-4228-b20c-bb699d7c1988
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 56, "chroma:document": "We estimate \nthis packaging change \nsaves the plastic equivalent \nof more than 85 million water bottles per year. The Ariel \nperformance improvement in cold water is another example. By \naddressing the biggest carbon footprint driver \u2013 the temperature \nof the washing cycle \u2013 Ariel is helping consumers reduce their own \nfootprint while getting a superior clean in cold water. This is a win-\nwin-win for people, as washing in cold helps clothes stay looking \nlike new longer, for the planet and for our business. Our goal is to have \n100% of our innovations \nbe irresistibly superior \nfor consumers \nand represent an \nimprovement on \nsustainability on any \nof the four dimensions \n(climate, waste, water, \nand nature).\""}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 91c5253a-cbc2-43b8-a5b0-c448005f8be7
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 57, "chroma:document": "Executive Conversations\n58\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nHow do you find a trade-off between recyclability and \nbiodegradability in packaging? At P&G our goal is to design all of our packaging to be reusable or recyclable \nbecause we believe that packaging materials, such as plastic, have lasting \nvalue. Our efforts are focused on circular solutions so that our packaging \nmaterials can be used again and again. I often get asked whether to prioritize \nrecyclability or biodegradability in packaging. This is complicated because, \nunder some conditions, biodegradability can be counterproductive to \nrecycling. It can become a contaminant in the recycling streams, and it can \nbe a pollutant if the packaging ends up in landfill with no oxygen. There are \ncertain regions of the world that lack waste management infrastructure \nand biodegradability may be relevant in these regions until good waste \nmanagement infrastructure is in place. We are currently testing marine \nbiodegradable packaging for shampoo for the Philippines market. How does P&G as a corporation balance its responsibility \nfor driving growth and increasing consumption with \npromoting sustainability?"}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 0d2327c2-f983-479d-a518-3da3abfd7861
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 57, "chroma:document": "Let\u2019s look at our grooming products business."}


created_at: 2025-04-28 00:40:25
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 7336fa9e-10c6-40be-b616-31b50f4ddf8d
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 57, "chroma:document": "One of our key strategies here \nis to make products long-lasting. We are aiming to produce razors that are \nsuperior and more durable. On our new Gillette Labs Razors for instance, we \nare offering a lifetime warranty. Furthermore, we are engaging in reverse \nlogistics to recover some of the components in used products. We are \nworking with third parties to collect the handles and the blades for recycling. We have several programs globally to accelerate circularity and durability of \nour materials. It's completely central to our sustainability strategy."}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 892e2ce3-3c8a-48fe-b895-31ac3ad1f3d1
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 57, "chroma:document": ""}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: bbf6aefd-df43-4743-a4eb-2dc8117f34a2
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 58, "chroma:document": "Executive Conversations\n59\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nAre consumers willing to pay a premium for sustainable \nproducts? Only a small portion (10\u201315%) of consumers are currently willing to pay for \nsustainable products that do not offer performance or experience benefits."}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: d21f9fd2-acd6-454f-a426-97c64b8a40a4
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 58, "chroma:document": "Most consumers want a product that is sustainable but without any trade-\noff. You will see in many surveys that a significant percentage of consumers \nglobally are claiming they are willing to pay a premium for more sustainable \nproducts. But we are also seeing an intention-to-action gap between what \npeople claim and their actual purchase behavior. In real purchase situations, \nsustainability is rarely the main driver (although it can be a tie breaker all \nthings being equal). Therefore, the focus has to be on developing innovation \nthat provides more delight and is more sustainable. MOST CONSUMERS \nWANT A PRODUCT \nTHAT IS SUSTAINABLE \nBUT WITHOUT ANY \nTRADE-OFF."}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f7337c2a-6dde-4442-bfe8-e40ea4a7170e
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 58, "chroma:document": ""}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: f198b243-b15c-45ee-809c-47a364b8532f
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 59, "chroma:document": "Executive Conversations\n60\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nCOMMUNICATING ENVIRONMENTAL INNOVATIONS TO CONSUMERS \nHow do you manage communication around \nsustainable innovation? As I said before, the focus is on being irresistibly superior and sustainable."}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 7100e224-4d13-4b6b-aff5-e5b81afb872a
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 59, "chroma:document": "Therefore, we communicate how superiority enables sustainability or \nincludes sustainability. For instance, when it comes to Ariel, 60% of its \nenvironmental footprint comes from the temperature of the washing \ncycle."}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 616e698f-472d-4219-aea4-b375ae361cf7
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 59, "chroma:document": "We are developing products that have superior performance in cold \nwater. This is what we communicate \u2013 with Ariel you can be confident your \nclothes will be clean when you wash in cold because \u201cevery degree makes \na difference,\u201d which is the name of the campaign. That means saving on \nyour electricity bills and reducing your footprint at the same time. With that \ncampaign, we have seen the average claimed wash temperature in Europe \ngo down by 2 degrees, even more among Ariel users. \"When it comes \nto Ariel, 60% of \nits environmental \nfootprint \ncomes from the \ntemperature of \nthe washing cycle. We are developing \nproducts that \nhave superior \nperformance in cold \nwater.\""}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: ca06cbb3-b63f-4811-aacd-bf13bdae2dca
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 60, "chroma:document": "Executive Conversations\n61\nCapgemini Research InstituteClimate Tech: for a Sustainable Planet\nAnother example is our Cascade brand. Dishwasher usage in the U.S."}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 85fbf2a2-6137-43a3-b57f-ede59c50dd3c
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 60, "chroma:document": "is low \ndue to the erroneous belief that it wastes water and energy compared \nto manual washing. We have developed a product that works so well \nthat you don\u2019t need to pre-rinse your dishes before putting the dishes in \nthe dishwasher, a habit done by 75% of people in the U.S. We launched a \ncampaign called \u201cDo It Every Night,\u201d where we encouraged people to skip \npre-rinsing dishes and run the dishwasher every night instead of doing it \nby hand. While this could mean running the dishwasher before it is full, it \navoids people handwashing in between dishwasher loads, which turns out to \nbe much less water efficient. A person can save up to 100 gallons of water \na week if they run their dishwasher every night instead of washing those \ndishes by hand. This initiative has the potential to save 25 billion gallons of \nwater in the U.S."}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: abdad9ee-a264-4e89-bab4-957e871a0ff0
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 60, "chroma:document": "The key to our successful sustainability communication is a \ncombination of superior performance and sustainability innovation. How do you at P&G manage your responsibilities around \ndeforestation and biodiversity? We take specific steps to ensure no deforestation in our palm, wood \npulp, and paper packaging supply chains. We focus on understanding our \nbusiness\u2019s dependency and impact on nature and where in the supply chain \nthat impact is greatest, and \nthen concentrate our efforts \nthere. We have committed to \nprotecting 1.5 million acres \nof land and we follow closely \nthe emerging standards for \nthe Taskforce on Nature-\nrelated Financial Disclosures \n(TNFD). We have a Nature \nand Biodiversity leader in \nplace to lead our holistic \nprogram, including investing in natural climate solutions. This is an exciting \nemerging field, with lots of possibilities."}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: e8c40d8e-9085-4125-89cb-158f656449f4
encoding: FLOAT32
metadata:
{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 60, "chroma:document": "How can technology help us transition to a \nsustainable world? I'm fascinated with the overlap between information technology and \nsustainability. We use satellite technology to monitor our palm-oil supply \nchain, for instance. The real-life data helps us with compliance and making \nimmediate interventions, when required. Data can also help consumers \nunderstand their own impact on the environment. In the UK, for example, \nBiodiversity is \nan exciting emerging \nfield, with lots of \npossibilities.\""}


created_at: 2025-04-28 00:40:27
topic: persistent://default/default/ff41f70e-78a5-4746-9e39-8f885e260b3d
id: 4587e6e4-6645-4308-b384-69315e5c06b9
encoding: FLOAT32
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{"source": "/content/AD_CombinedData_Accenture PWC CapGemini/AD_Data_CapGemini_Conversations_Edition_7_Report_1705202.pdf", "page": 61, "chroma:document": "Executive Conversations\n62\nCapgemini Research Institute Climate Tech: for a Sustainable Planet\nTHE BEST EXPERTS FROM EVERY DISCIPLINE TO DRIVE SUSTAINABILITY\nHow has sustainability impacted skill development \nat P&G? We are focusing on reskilling and upskilling at every level, from the top \ndown."}


