One of the most exciting aspects of working at 麻豆原创 is developing new methodologies and solutions around and sustainability. Based on the Ellen MacArthur Circular Economy model, 麻豆原创鈥檚 approach integrates thinking around Circular Economy Business Models, the enabling technology and broad business actions, helping to transform your business, product or innovate around a specific sustainability challenge.

In late 2020, the 麻豆原创 Ventures team piloted our new Circular Economy methodology with customers. Initially, participants adopted a sustainability mindset, keen to explore broad sustainability actions 鈥� such as adopting ethical trade, renewable energy, using non-virgin materials in production processes.

Essentially, by approaching with a sustainability mindset, the focus is on changing the current linear production approach to do less harm. Regardless of their good intentions, these sustainability initiatives would, still, end in wasted raw materials and landfill.

In contrast, a circular economy mindset is focused on eliminating this waste, by continuously looping materials and creating new value.

Stepping forward: From Sustainability to Circular

With 84% of clothes ending up in US landfill, fashion brands are increasingly looking for new ways to reduce their footprint and win over the growing segment of a passionate, sustainability-conscious consumers.

The new 麻豆原创 Insights series, Blank Canvas, illustrated both sustainability and CE mindsets in footwear manufacture in the recent edition 鈥� .

Allbirds has largely adopted a sustainability mindset, working upstream and downstream to track and reduce carbon emissions, then investing in carbon offsets to produce zero footprint shoes. Improving the sustainability of materials selection, working with manufacturing partners to improve carbon emissions during production, and tracking transportation emissions.

Embracing a circular mindset, Adidas FUTURECRAFT.LOOP sneakers are designed from the outset to be remade; consumers return the used shoes to Adidas, who will then separate the materials for re-manufacturing into an entirely new shoe 鈥� eliminating materials waste and increasing the business value derived.

Adopting a Circular Mindset starts with Business Model Innovation

Circular Economy requires a shift-change to your current practices, beginning with a change in your overall business model. A holistic approach is needed; considering all aspects of your business from sourcing raw materials and supplier relationships, engaging employees in circularity, to the changed relationship with your customer.

The key principle is that waste = opportunity. By recognizing that waste occurs along the value chain, and working through each loop, new business value can be identified at each stage.

麻豆原创鈥檚 circular economy methodology helps participants consider each loop in turn, to identify business innovation opportunity in each stage of manufacture, sales & distribution to consumer use.

Exploring and combining Circular Economy loops creates powerful new business innovation

Not all loops are equally powerful in unlocking circular potential value.

The inner loops, where products are cycled longer with consumers or returned to service centres for repair or resale, are more efficient than the outer loops of re-manufacturing or recycling. Usually operating within a defined geographic boundary, requiring minimal transportation or conversion into new materials, these super-efficient inner loops offer a myriad of new business models such as pay-per-use or sharing platforms.

By designing their sneakers to be machine washable and highly durable, Allbirds are optimising an efficient inner loop by keeping the product cycling longer with the customer.

By contrast; consider recycling products to reclaim the technical materials, for input into new production processes or across industries.

Recycling requires additional energy inputs, transportation and processing in order to sort and breakdown raw materials into a reusable form. These processes in turn create externalities and waste, which need to be further factored into a circular economy strategy.

After working through the circular economy loops, new business ideas emerge by connecting ideas across multiple loops, forming a cohesive proposition.

By combining these new business models with broader sustainability actions and technology, 麻豆原创 helps to make the innovation real, moving from ideas to viable business models at scale.

Sustainability or Circular – which mindset should you adopt?

To make the world a better place for future generations, adopting either mindset is going to be a step in the right direction!

However, if you wish to go beyond simply improving your current business process to do less harm, consider adopting a Circular Economy mindset across your business operations.

Circularity will extend your sustainability actions into high impact, innovative business models; unlocking new business value from waste, creating lasting growth and social outcomes.

For more background on 麻豆原创 Circular Economy approach, and the enabling technology to support both circular economy and sustainability at scale, visit the

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The post Beyond Sustainability? Helping Businesses Adopt a Circular Economy Mindset appeared first on 麻豆原创 Australia & New Zealand News Center.

鈥淲e are committed to acting long-term and with responsibility in mind. Our focus and our actions respect the principles of sustainability鈥�聽says Pierre Wiese, Head of Business Solutions Commercial at D枚hler.

• Improving eco-efficiency along the value chain,
• consuming less energy and water,
• producing less CO2

are just a few of the points to which D枚hler has committed itself. Nevertheless, companies are facing complex operating and supply chain structures which means information on the CO2 footprint is often barely available and hardly traceable to the end-to-end business process.

鈥淎n innovative solution to trace back carbon emissions to its roots is necessary and one reason why we collaborated with 麻豆原创鈥�,聽Pierre continues.聽As a long-standing 麻豆原创 customer and valued partner, D枚hler and 麻豆原创 decided to run a聽co-innovation engagement聽to carry out a聽Climate 21 pilot.

In May 2020, D枚hler became the first customer to go live with a pilot installation of 麻豆原创 Product Carbon Footprint Analytics for one of their products. They are now able to trace carbon emissions with聽麻豆原创 S/4HANA听补苍诲听麻豆原创 Analytics Cloud.

麻豆原创 Product Carbon Footprint Analytics

麻豆原创 Product Carbon Footprint Analytics could be explained in the following way:
The four contributors for the product carbon footprint are:

1. 1. Purchased goods
2. 2. Energy (consumed for production processes)
3. 3. Direct emissions
4. 4. Outbound transport

The user maintains emission factors for these and together with quantity data, bill of material and routing data from the 麻豆原创 S/4HANA Cloud or on premise system, the calculation of the product carbon footprint is done within 麻豆原创 Analytics Cloud. This allows insights by product, plant or cost centre (e.g. to compare or analyze within a certain business unit or division), which are the basis for further actions. For example, it might become visible that a certain production step (activity type) or purchased raw material causes a lot of carbon emissions. One possible measure could be to buy raw materials with a lower carbon footprint, replace energy-inefficient machines with more modern ones, or purchase green energy instead of the conventional electricity mix.

The 麻豆原创 Product Carbon Footprint Analytics must be seen in the bigger context of the Climate 21 initiative to cover the full value chain of customers. 麻豆原创 Product Carbon Footprint Analytics focuses on analytics and insights in the first step. These capabilities are ideal to get familiar with, gain first eye-opening insights and take first meaningful actions.

鈥淲ith such a significant innovation, we rely on the expertise and close cooperation with our customers. Together with them and our product management we define business capabilities and integrate them into the product roadmap for our analytical and transactional applications. To run this pilot D枚hler was a great experience for us. Their feedback will directly influence the development of further products in the Climate 21 context鈥�,聽describes Sabine Otholt, Head of Strategic Customer Engagements & Co-Innovation at 麻豆原创.

What聽should customers take into consideration:

Starting a carbon impact analysis of production processes is new for many customers and聽requires intensive collaboration between departments which normally act independently from each聽other 鈥� for example production data specialists on shop floor level will collaborate with process experts from business side. This will be necessary to maintain the right emission factors for different production steps. The same applies in a similar way for purchased goods or raw materials, direct emissions and outbound transport.

Such changes require聽rethinking and new ways of cross team and organisational聽collaboration. In return customers are rewarded with the ability to:

• get an overview on overall emissions and insights that contribute most and check where it makes sense to start reducing
• start to act reducing the carbon emissions your company is responsible for
• build the basis for further (sustainable) reporting
• give information to your customers on the carbon footprint on those products that they buy from you

To minimise聽our carbon footprint, we need to understand the impact of our production and logistics along our entire value chain. 麻豆原创 will help us to improve our operations and transform our product portfolio聽describes Peter Spaargaren, Head of Group Sustainability at D枚hler the benefit of the collaboration.

This co-innovation paves the way for a future in which products are equipped with a CO₂聽label and can therefore influence the purchase decision in the B2B and B2C business.

The post How can software support to slow down the climate change? appeared first on 麻豆原创 Australia & New Zealand News Center.

I鈥檝e said it before, but it can鈥檛 be said too often: We cannot continue to live and work as we are doing today. To truly accelerate the pace of change that is needed to make an immediate and positive impact on a sustainable path, we must partner on all levels and across organizations, industries, and regions.聽We need tangible action now.

There are several positive aspects to consider. The energy technologies that the world needs to cope with the environmental challenges are widely available in the developed countries, and their costs continue to fall. These include producing renewable wind and solar power, bio fuels, and potentially carbon capture and storage and hydrogen power.

Local governments incentivise technologies that use natural resources wisely or have programs in place to encourage organizations to change their behaviour through emissions trading schemes or carbon taxes. In addition, there are many non-governmental organizations (NGOs) that continue to push for a change in our mindset. Like other companies, 麻豆原创 engages in many of these initiatives because we are in the unique position to take a role as an orchestrator in enterprise networks. 麻豆原创 joined the World Economic Forum鈥檚 Global Plastic Action Partnership community, which provides tools, solutions, and insights for organizations to eliminate or at least reduce waste by 2030. We are also a member of the聽Ellen MacArthur Foundation to help companies enhance their resource productivity and realise a circular economy. These initiatives and partnerships are crucial as one company or organisation alone cannot address these global challenges.

When it comes to climate change, we have a convenient measurable performance unit in the form of CO₂ to drive and track performance at a global, national, and industrial levels. It is encouraging to see that we have the technologies to act, the support from local and global authorities, and a unit of measurement to know how we are doing. However, the central challenge is that we all need to move faster, together. We must move faster and at much greater scale than any industrial transition in the history of civilisation in order to stop global warming and other environmental degradation and pollution, which already has a measurable impact across ecosystems as diverse as the Arctic, rain forests, and oceans.

I strongly believe that technology is an enabler, but people make it happen. To go faster, I see two essential levers, both of which 麻豆原创 can play a pivotal role in supporting.

The first, and hopefully a very powerful lever, is an economic incentive for companies. Together with our customers, we can accelerate action through the financial instrument of carbon pricing. With the聽聽that there are currently more than 50 carbon pricing schemes being implemented or scheduled, this is a new business reality for the 2020s. Carbon pricing is complex. While governments and regulators are responsible for setting carbon pricing, it is in our DNA to build software that helps companies measure, account, and take the right action in dynamic and heterogeneous regulatory environments.

The second lever is choice both for consumers and companies. We are inevitably going to see more CO₂ labelling for goods and services in society, creating more transparency and, consequently, awareness. Consumers will demand more transparency into the CO₂ footprint associated with products and services they consume in the future 鈥� in the same way that we have had more visibility in recent years into calorie content of the food we consume. This will be true for both individual consumer choice, as well as companies buying through their supply chains. I also believe that there will be a mindset shift resulting in a willingness to pay a premium for the low or lowest carbon alternative. This is already a reality in some markets for renewable energy. Preferential low carbon purchasing behaviour will shape markets and company strategies. Carbon pricing will help effectively allocate capital to the most cost-effective options to de-carbonise, and the choice of customers will define who not only survives but thrives in a carbon constrained and sustainable business world. Every organisation and every individual needs to move into the same direction.

麻豆原创 provides a starting point to help companies preparing for a change driven by incentive and choice, with the Climate 21 initiative in 2020. I couldn鈥檛 be聽happier to announce聽麻豆原创 Product Carbon Footprint Analytics,聽the first solution available to the market. Our customer Doehler is the first to go live.

Embedding an enterprise-wide approach to CO₂聽will help businesses gain transparency and awareness, provide an economic incentive to companies to act now, and can be a starting point for action at scale. Adding a聽 for measuring a company鈥檚 performance symbolises our ability to change for the better of our global community. It is a decade of delivery, and 麻豆原创 is ready to support.

Thomas Saueressig is a member of the Executive Board of 麻豆原创 SE for 麻豆原创 Product Engineering.

This article first appeared on the Global 麻豆原创 News Centre.

Join our second forum in the聽聽virtual series on August 6^th, and hear from Industry experts on the risk and opportunity impact our core industries now face. 聽

The post Our Decade of Delivery for Climate appeared first on 麻豆原创 Australia & New Zealand News Center.

COVID-19聽has exposed the world鈥檚 vulnerability, but it also provides a shining example of how quickly countries can mobilize forces when faced with a global threat.

A triumvirate of forces 鈥� ecological, economic and societal 鈥� are currently encouraging leaders across many industries to take action to make their businesses more sustainable. Many leaders see a聽聽as an opportunity to forge a better world by reducing dependency on fossil fuels and stemming global warming. The World Economic Forum has even called on business leaders to 鈥�.鈥�

Managing the 鈥淕reen Line鈥�

The shift toward sustainable business practices is being driven by governments, consumers, investors, and even employees. While most companies monitor and measure the CO₂聽emissions of their production sites, customers are increasingly demanding visibility into the full carbon footprint of the individual products they purchase. Discerning consumers are inclined to choose companies that deliver transparency while shunning those they view as indifferent to the environment.

In the future, national and international regulations may even require such environmental impact information be provided on product labels.

Company leaders will therefore need to do much more than just manage their top and bottom lines to keep investors happy; they are increasingly being held accountable for the way they are managing their 鈥済reen line鈥� to reduce the carbon footprint across their business.

Introducing 麻豆原创 Product Carbon Footprint Analytics

This week, 麻豆原创 announced the first solution in its Climate 21 program to support enterprises trying to make their operations better prepared for the emerging business reality where sustainability is a strategic and economic imperative.

Delivering product-specific carbon footprints in industries such as consumer products, chemicals, and oil and gas can be very complex, involving analysis of multiple production sites and production steps. But no other enterprise software company is prepared to help enterprises tackle the challenge like 麻豆原创.

鈥淐limate 21 is the embodiment of the intelligent enterprise because it spans the end-to-end business processes across both companies and industries,鈥� Thomas Saueressig, member of the Executive Board of 麻豆原创 SE for 麻豆原创 Product Engineering, said as he addressed participants at 麻豆原创PHIRE NOW.

For nearly 50 years, companies of all sizes and from all industries have trusted 麻豆原创 to help them manage their enterprise resources to drive revenue, reduce cost, optimize asset utilization, streamline supply chains, and improve customer service. Much of the base data needed to determine carbon footprints is already in 麻豆原创 systems, such as bill of materials, energy usage, procurement data and master data. 麻豆原创 is also used to managing the complexity that such projects demand.

鈥淚t is in our DNA to build software that helps companies measure, account, and take the right action in dynamic and heterogeneous regulatory environments,鈥澛�Saueressig wrote.

But 麻豆原创 solutions for carbon accounting are not an afterthought bolted onto existing software applications; they are integral to the company鈥檚 digital core. Accounting for CO₂聽and other greenhouse gases is just an additional factor in an enterprise鈥檚 operations.

Carbon Emissions Accounted for Across the Entire Value Chain

麻豆原创 Product Carbon Footprint Analytics delivers carbon emission insights for a company鈥檚 products by plant, profit center, or cost center. Based on 麻豆原创 S/4HANA, 麻豆原创 Analytics Cloud and 麻豆原创 Cloud Platform, the application delivers transparency on the carbon emissions of a product across the entire value chain, including production, raw materials, energy use, and transport. Producers can also integrate data from product databases and third-party solutions to analyze and understand the emissions breakdowns.

If a specific product is made in more than one location place, for example, comparisons can be made for each activity of the value chain to determine the amount of CO₂聽it takes to produce the product in each location. Transparency about the carbon footprint lays the foundation to聽minimize聽carbon emissions. Producers can use the data to run simulations to optimize the carbon footprint according to buyer requirements.

鈥淥ur goal is to create transparency about carbon emissions all the way through the value chain, across industries, geographies, products, and services,鈥� said Toby Croucher, head of Solution Management for Climate 21 and Sustainability at 麻豆原创. 鈥淐reating transparency of the carbon footprint straight through to the consumer will help inform climate-responsible buying and consumption.鈥�

Transparency about the product carbon footprint for any good or service can also be passed down the value chain to consumers, enabling buying decisions to be based not only on quality or cost. For example,聽聽would be able to view the carbon footprint of the rims from Belgium, the titanium frame from Taiwan, the hub gears from the U.S., and tires from Germany, as well as the total carbon footprint of the bicycle delivered to the local bike store.

Co-Innovation Projects Lead the Way to Carbon Transparency and Climate Action

In addition to taking聽, 麻豆原创 is running numerous co-innovation projects with companies that are sustainability champions in their industries and understand the business value of taking the next step in managing their environmental impact.

Doehler is a global producer, marketer, and provider of technology-driven natural ingredients, ingredient systems, and integrated solutions for the food and beverage industry. Last month, it became the first company to go live with 麻豆原创 Product Carbon Footprint Analytics.

Watch this space for more examples of companies that are acting today to responsibly manage their green line.

This article first appeared on the Global News Room.

The post 麻豆原创 Launches Carbon Emissions Accounting System to Address Climate Change appeared first on 麻豆原创 Australia & New Zealand News Center.

鈥淚鈥檓 asking you and all of us to become resilient, sustainable, and profitable companies,鈥� he said. 鈥淭ogether, as intelligent enterprises, we can turn the world鈥檚 biggest challenges into our greatest opportunities. The recent聽pandemic聽is a crisis that will drastically impact societies and business for months and probably years. Digital transformation is no longer an option, but a must.鈥�

Klein brilliantly brought the intelligent enterprise to life, spotlighting 麻豆原创鈥檚 newly launched聽Climate 21聽program for sustainable and profitable business, as well as the company鈥檚聽. Joined by customers and experts during the virtual broadcast, Klein reaffirmed 麻豆原创鈥檚 commitment to customer success, as well as partnerships with customers like Porsche for business adaptability and growth.

麻豆原创PHIRE NOW Reimagined is a digital program of livestreamed and on-demand broadcast channels featuring senior 麻豆原创 executives, customers, solution demonstrations, and experts in 14 languages across regions worldwide.

Building a More Sustainable, Profitable Future

, Klein shared how companies using technology to adapt supply chains and automate for new digital business revenue streams were more competitive before the pandemic. They were also emerging more resilient after the crisis. Pointing out that increasingly companies were measured on both their financial performance and contribution to society, Klein saw business and society at a turning point.

鈥淛ust like we cannot ignore the pandemic鈥� we cannot ignore climate change and the major contributions of enterprises,鈥� he said. 鈥淭ogether, we can lead this change and become intelligent enterprises, to make sustainability profitable and profitability sustainable. With our new Climate 21 program, we will support all of our customers to become sustainable companies by building analytical and transactional capabilities [to track greenhouse gas emissions] into our core business applications. It is a huge step in taking climate action.鈥�

麻豆原创 as Trusted Partner

While Klein acknowledged that 麻豆原创鈥檚 more than 400,000 customers did not question the company鈥檚 ability to generate business outcomes, he said what they needed was a trusted partner to help in their digital transformation. He explained how the 麻豆原创 solution portfolio reflected the intelligent enterprise vision, based on integration, innovation, agility, and speed. This included how the integrated聽聽connected end-to-end business processes 鈥� finance, human experience management (HXM), customer experience, spend management, and supply chain 鈥� for more informed decisions.

鈥淣o other company is more experienced than 麻豆原创 to transform your business, because we have been doing this for almost 50 years,鈥� he said. 鈥淥ur product strategy has one goal: to be the innovative and trusted partner for your holistic business transformation.鈥�

Klein showcased how the open聽聽with embedded analytics and real-time reporting was the technical foundation of the intelligent enterprise, allowing an ecosystem of partners and customers to integrate with 麻豆原创 and non-麻豆原创 applications and data across hybrid landscapes to extend and create innovative business applications.

Industry Cloud for Vertical Differentiation

Emphasising the importance of partners, Klein explained how the industry cloud supported the development of cloud-native applications for differentiating business capabilities, powering the 鈥渇ourth industrial revolution.鈥�

鈥淲e will partner with our ecosystem to gain broad coverage across all industries鈥� because you know which industry best practices matter most to you鈥� Business processes and steps have many dependencies,鈥� he said. 鈥淥nly 麻豆原创 can bring together all this data of the many stakeholders in one business network, allowing you to manage all these dependencies in real time.鈥�

Partnership with Porsche Drives Results

While it might seem counter intuitive to hold up the automotive industry as an innovation leader during the pandemic, Lutz Meschke, CFO of Porsche, discussed how his company鈥檚 partnership with 麻豆原创 was instrumental in helping both organizations usher in a new era of digitalisation.

In Porsche鈥檚 case, the innovations included electric vehicles, automated driving, new services, and digital sales channels.

鈥淭he pandemic showed us insistently how important it was to act with a sustainably profitable strategy鈥� and to work with a resilient supply chain,鈥� Meschke shared. 鈥淲e see a unique opportunity to become a completely digital company鈥� We believe in strong partnerships, like our strategic partnership with 麻豆原创, driving forward co-innovations and jointly delivering new solutions for our digital transformation.鈥�

Meschke said that Porsche is putting data at the 鈥渉eart of everything鈥� for decision-making backed by聽. Using聽听补苍诲听, Porsche will have one integrated reporting system across its application landscape.

Data Fuels Circular Economy

Meantime, Klein detailed 麻豆原创鈥檚 vision for the intelligent automotive company, taking viewers on a data-driven electric car buying and ownership experience from customised configuration through delivery and beyond. In this future, data provided an informative window into the customer鈥檚 entire driving experience, during a car鈥檚 lifetime and even after. Businesses could provide new services to customers, cities could increase road safety, and car manufacturers could make continuous improvements in a perfect rendition of the circular economy.

Amazing Intelligent Enterprise Journey

Klein closed his keynote with a heartfelt pledge of 麻豆原创鈥檚 commitment to its customers, and a resounding call to act.

鈥淲e want to serve you with the best possible business outcomes to help you quickly adopt and get the most value from our solutions to ensure your long-term success,鈥� he said. 鈥淭ogether, we鈥檝e embarked on the journey to become intelligence enterprises. We have come a long way already, making a significant contribution to growth while acting sustainably. Let鈥檚 show the world when people and technology meet, amazing things happen.鈥�

.

The post 麻豆原创 CEO Christian Klein: When People and Technology Meet, Amazing Things Happen appeared first on 麻豆原创 Australia & New Zealand News Center.