Scope 3 emissions from activities across suppliers, product lifecycles, and customer usage comprise the overwhelming majority of emissions for telecommunications companies. While progress has been made on scope 1 and 2 emissions, scope 3 emissions remain a blind spot that demands urgent action. Addressing scope 3 emissions is vital for telecommunications companies to meet climate goals and lead the transition to a sustainable digital future.

According to the , the global telecommunications industry emitted 1.7 billion tons of CO2 equivalent in 2019, representing approximately 2% of total global emissions. Telecommunications companies have an outsized opportunity to drive change and reduce emissions given their scale and influence across global supply chains and billions of customers worldwide.

Now is the time for telecommunications companies to step up with courageous leadership, collective action across the ecosystem, transparency, and a laser focus on reducing scope 3 emissions.

Understanding Scope 3 Emissions in Telecommunications

Scope 3 emissions encompass the vast majority of emissions across the telecommunications value chain. Key sources include:

Supply chain
Manufacturing, transport, and disposal of network equipment makes up the largest share, such as 60% of Verizon’s total scope 3

Product usage
Energy consumption of infrastructure, data centers, and devices

Customers
Emissions from using products and services represent over 20% for leading telecommunications companies

While methodologies vary, standards like the enable consistent and transparent scope 3 accounting. Robust data collection and industry alignment will enhance accuracy over time. The urgency of climate action necessitates that telecommunications companies act now to address primary scope 3 hotspots like supply chain and product usage.

Success requires transparency, cooperation, and immediate commitment to tackle scope 3 emission sources.

Challenges in Calculating Scope 3 Emissions in the Telecommunications Industry

Calculating scope 3 emissions poses major challenges for telecommunications companies, including:

• Data limitations: Telecommunications companies lack visibility into supplier and vendor emissions. Greater transparency and coordination are essential.
• Complex value chains: Varied reporting mechanisms across the vast partner ecosystem create aggregation difficulties.
• Methodology alignment: Companies must determine boundaries and allocate shared infrastructure emissions while adhering to accounting standards.
• Rapid technology changes: Emerging solutions like 5G and the Internet of Things (IoT) require continuous emissions monitoring.

Robust data collection, industry collaboration, and transparency will be vital to overcome these obstacles. Standardized methodologies guided by established protocols will enhance accuracy over time.

Above all, open cooperation across telecommunications value chains is crucial to drive scope 3 progress. From suppliers to customers, aligning stakeholders to prioritize emissions reductions will accelerate the sustainability shift, despite near-term uncertainty. Telecommunications companies have the scale and influence to lead the way.

Strategies for Mitigating Scope 3 Emissions

Telecommunications companies can mitigate scope 3 emissions through:

Supplier collaboration
Joint research and development (R&D), audits, and incentive programs enable partners to reduce their supply chain footprint. AT&T uses a sustainability scorecard to motivate action.

Renewable energy
Shifting infrastructure and operations to clean power significantly decreases emissions. BT Group and Telef贸nica aim for 100% renewable electricity use.

Eco-design
Prioritizing recyclable and energy-efficient materials and manufacturing reduces lifecycle impacts. Vodafone’s Eco Rating drives more sustainable devices.

Customer engagement
Awareness campaigns, energy-saving tips, and green tariffs incentivize sustainable usage. Orange’s set-top box eco-rating nudges consumers.

Policy and regulation
Scope 3 requirements in markets like the EU also drive telecommunications companies to address value chain emissions through mandated reporting and carbon pricing.

Additionally, telecommunications companies can further engage customers through expanded recycling and take-back programs to optimize device lifecycles. Services like leasing instead of selling phones can incentivize longevity. Features that track energy consumption also enable users to reduce their footprint.

There are still challenges, but collective effort across the telecommunications ecosystem can drive progress on scope 3 emissions. Engagement and incentives can accelerate emissions reductions across value chains from suppliers to customers. With their global scale, telecommunications companies must lead the way.

Calculating and Reporting

To enable accurate and consistent scope 3 accounting, telecommunications companies should:

• Adopt recognized standards like the GHG Protocol Corporate Value Chain Standard, which provides comprehensive guidance.
• Improve supplier data collection through surveys and supplier engagement platforms.
• Increase transparency by regularly disclosing scope 3 inventories and strategies in sustainability reports.
• Obtain third-party verification for scope 3 emissions data to ensure reliability.
• Collaborate with industry peers and partners to align methodologies and reporting.
• Continuously refine calculations by incorporating improved data sources and emission factors.
• Supplement inventory accounting with scenario modeling to project future emissions.

While uncertainties remain, standardized and transparent scope 3 reporting is vital to understand emissions baselines, track progress over time, and hold companies accountable. Investors and customers are increasingly demanding credible disclosure.

Telecommunications companies should lead the drive towards robust scope 3 accounting and reporting across sectors. Their commitment can catalyze broader adoption of carbon transparency.

Using 麻豆原创 Sustainability Data Exchange, telecommunications companies can collaborate with partners, enhance awareness and engagement of stakeholders, gain insights, mitigate risks, and seize opportunities to reduce and offset emissions.

Ultimately, courageous leadership and collective diligence across telecommunications company value chains are imperative to drive progress. Telecommunications companies have the influence to spearhead robust and transparent scope 3 practices across all sectors. But, success hinges on prioritizing partnerships, integrity, and environmental stewardship above all. The moment for action has come.

For more information on how 麻豆原创 helps companies record, report, and act on their sustainability goals, visit .

Venkata Rao is a business transformation expert at 麻豆原创.
Mohan Shekar is head of Industry Service at 麻豆原创.

鈥淭here have always been regulations, rules, and expectations on how companies operate in order to make sure there isn鈥檛 a negative impact on the environment,鈥� says Michael Censurato, global solution manager for at 麻豆原创. 鈥淲hat鈥檚 changed in the last couple of years is that there鈥檚 a lot more focus and scrutiny. It鈥檚 in the news. It鈥檚 on consumers鈥� minds. It鈥檚 on investors鈥� minds.鈥�

A by the Forum for Sustainable and Responsible Investment found that in 2022 climate change was the top environmental, social, and governance (ESG) issue, in asset-weighted terms, for money managers and institutional investors alike. 麻豆原创鈥檚 own research shows that, between 2021 and 2022, the importance of customer demand as a motivator for sustainable action increased sevenfold.

Joining the Green Vanguard

While executives now consider ESG initiatives integral to the future success of their businesses, they鈥檙e also acutely aware of the difficulty in measuring the progress of these initiatives and of translating their successes to regulators. In research conducted by Oxford Economics and 麻豆原创, had established policies for working with regulators to ensure the implementation of sustainable practices. For businesses of all sizes, the risks and costs of non-compliance are high 鈥� ranging from penalties and fines to suspended operations, loss of business, and even personal liability on the part of executives.

Among the most significant difficulties in ESG reporting is ensuring that environmental metrics are both transparent and accurate 鈥� reflecting actual values, rather than averages. In many organizations, environmental compliance strategies have historically required a highly manual effort, relying on spreadsheets and weeks of data aggregation and processing across multiple time zones and working structures, often leading to oversights and delays.

Finding a solution that offers a better route towards ESG reporting and compliance is a critical step in the broader business strategies and outcomes of teams big and small. As the imperative to establish a carbon-neutral bottom line becomes stronger than ever, those companies that are able to meet these challenges will emerge as market leaders.

End-to-End Environmental Management

Since 2003, 麻豆原创鈥檚 EHS team has been helping enterprises comply with environmental regulations through a range of solutions, including 麻豆原创 Environment, Health, and Safety Management. This application can provide the consistency, auditability, risk reduction, and transparency that companies require. It can also supply environmental managers and technicians with an easily navigable platform, helping to unlock in-depth insight into their operation鈥檚 environmental impact.

Powered by 麻豆原创 S/4HANA, 麻豆原创 EHS Management helps support teams throughout the process of aggregating, preparing, and analyzing their environmental data. The application鈥檚 advanced capabilities can also allow for early detection of deviations from target emissions values 鈥� so that if, for example, carcinogenic compounds released during a particular production process exceed their environmental limit, a plan can be instantly put into action, giving teams plenty of time to adjust and remain compliant.

The Emissions Declaration Challenge

Within the broader category of EHS compliance, emissions declarations in particular are notorious for the time and diligence they require. Companies based in Germany, for example, must file detailed reports every four years for the BImSchV ordinance on emissions declarations, while European companies at large must file annually for The European Pollutant Release and Transfer Register (E-PRTR). There are more regulations on the way: earlier this year, the International Finance Reporting Standard鈥檚 (IFRS) International Sustainability Standards Board (ISSB) the development of a standardized language for disclosing ESG-related risks and opportunities. The new criteria will come online in January 2024.

And for companies in heavy-emitting industries, such as chemical, oil and gas, or steel and iron production, the diversity of emissions that need to be recorded and included in these declarations range from the dust and exhaust released during the transportation and processing of raw materials to passive emissions such as fuel tank venting. As a result, the extent of the reporting itself 鈥� and the challenge of remaining compliant 鈥� is immense, particularly for global operations operating across jurisdictions.

In the past, the burden of these emission reports fell on the shoulders of environmental and operations managers, who have had to struggle with the inefficiencies built into the highly manual procedure of gathering, calculating, and reporting the necessary information, all within a strict timeline.

Reporting Made Easy

Addressing this bottleneck, the new 麻豆原创 Fiori app “My Emissions Declarations” is designed not only to help fast-track the creation and completion of emissions declarations but also to help establish a governed backbone to the process itself. My Emissions Declarations is currently designed specifically for the filing requirements of the BImSchV ordinance, but additional filing procedures, triggered by legal requirements, will soon be featured as part of the app’s offering.

The My Emissions Declarations app helps emissions reporting stay on track from the very beginning of the process. Plant managers are in charge of ensuring that the required reports are started and filed on time. When plant managers need to initiate a declaration, the app sends a notification directly to the manager鈥檚 e-mail and automatically creates a task on the homepage.

Once the task has been successfully opened, the plant manager can hand over responsibility to others, like plant operators or environmental technicians, who will typically take charge of entering all necessary data into the app for each emissions source. The flexibility of the My Emissions Declarations app can support automatic data collection, by way of sensors, meters, operational systems, and data historians.

After data has been entered, the app takes the lead, running the complex calculations required to generate accurate emissions data. 鈥淲ithin the app, the respective experts are able to simply input the minimum information required by the calculation formula,鈥� explains Mariya Krasteva, area product owner for 麻豆原创 EHS Management. 鈥淭hen, as soon as the concentration of a specific emitted substance is entered, all other parameters are calculated automatically.鈥� Whereas some solutions store these equations in a database or in the software coding, making them difficult to validate and edit, the My Emissions Declarations app allows end users to easily view, edit, and maintain these equations all within the platform.

Crucially, My Emissions Declarations can also enable plant managers to quickly validate the data鈥檚 accuracy, helping to ensure its quality throughout the process. And, with seamless integration to 麻豆原创 EHS Management as a whole 鈥� and by extension, to the 麻豆原创 S/4HANA digital core 鈥� the app can allow teams to establish a holistic understanding of their operation鈥檚 footprint. After all, enterprise-wide sustainability management does not exist in a vacuum. Companies must juggle a wealth of other compliance, monitoring, and maintenance procedures. In many operations, compliance processes overlap with plant maintenance because the manufacturing equipment also needs to be maintained and monitored for any pollutants it produces.

鈥淥ur solutions help to tie these pieces together, making the handoff to other processes much more seamless,鈥� explains Hitesh Patel, product manager for 麻豆原创 EHS Management. Integrating the My Emissions Declarations app into the broader management system helps teams utilize company data previously defined in the software鈥檚 asset management feature, creating a comprehensive view of emissions sources 鈥� including scope 3 emissions, such as those related to facilities and assets. By calculating actual emission amounts, rather than averages, teams are now able to make even more accurate, data-driven decisions.

鈥淭he bottom line is that this is out-of-the-box compliance and an end-to-end solution, which allows auditability at anytime,鈥� says Krasteva. 鈥淥ne precise emissions inventory, one source of truth.鈥� And when, ultimately, the plant manager is ready to prepare the declaration itself, the app generates an XML report, which it can then directly submit to the relevant authorities before closing the task until next time.

Taking the Lead

Maintaining efficiency and diligence in compliance procedures is an indispensable step for companies looking to chart a more sustainable future for themselves and their industries. 麻豆原创 EHS Management, as well as My Emissions Declaration, can give teams crucial support in charting that future and in reaching the sustainability goals and benchmarks that will help them get there.

about how 麻豆原创 can guide your team in this journey today.

Sami Emory is a brand journalist for Sustainability Communications at 麻豆原创.

While these are encouraging signs from a sustainability perspective, the primary step these companies must take to act on these commitments is to record and report on their carbon footprints, directly attributable to their operations and upstream and downstream supply chains. Understanding Scope 1, 2, and 3 carbon footprints with increased confidence helps take action to prioritize decarbonization initiatives and report improvements. This improves regulatory compliance and signals to customers and other stakeholders that companies are authentically walking the talk.

The European Union鈥檚 (CBAM) imposes a carbon tax on importers to prevent carbon leakage and support the decarbonization of the EU industry. Companies that are importing products must buy carbon certificates equivalent to the carbon price they would have paid if these products were otherwise produced in compliance with EU carbon pricing rules. Importers will thus be required to determine each product’s total carbon dioxide emissions to calculate the equivalent carbon certificates they need to purchase or to choose the right supplier to meet their sustainable goals.

Companies are on the quest to track carbon emissions in various categories such as purchased goods and services, upstream and downstream transportation and distribution, use of sold products, processing of sold products, and end-of-life treatment of sold products. Tracking and accounting for emissions in some of these categories are complex.

, a cloud-native solution built on , enables enterprises to calculate and analyze their carbon footprint, using master data from their existing enterprise resource planning (ERP) system, product, value chain, and at a corporate level following the Greenhouse Gas Protocol鈥檚 Scope 1, 2, and 3 emissions. The solution helps companies meet their sustainability commitments by working to improve the speed, accuracy, and efficiency of emissions calculations and management. It can also integrate with 麻豆原创 S/4HANA, connect an ERP system via public APIs available in 麻豆原创 Business Accelerator Hub, and import data from an external source by uploading a file. The calculated footprints can be embedded into 麻豆原创 S/4HANA to extend end-to-end business processes with sustainability data.

Most companies currently use estimated data to calculate their carbon emissions. 麻豆原创 Sustainability Footprint Management provides a holistic assessment of emissions by using a hybrid approach where average or secondary emission data from life cycle assessment (LCA) databases and actual or primary data from suppliers and verified business data are combined and managed in an integrated environment while allowing for greater actual data input over time. This helps companies to track and manage product-specific emissions and choose product- and value chain-specific elements.

While Scope 1 and 2 emissions are traceable, transparency around Scope 3 emissions presents a difficult challenge for companies. For many companies, Scope 3 emissions account for 90% of overall emissions. In addition to Scope 1 and 2 emissions, 麻豆原创 Sustainability Footprint Management can also measure Scope 3 emissions from purchased materials as well as upstream and downstream transport. 麻豆原创 aims to enhance the solution to count all 15 Scope 3 emissions in the coming releases. Analyzing the carbon footprints of purchased materials and goods helps identify and prioritize sustainable suppliers, and companies can also explore alternative materials to reduce carbon emissions.

, one of the largest steel producers in Europe, signed a Memorandum of Understanding (MoU) with the Volkswagen group to start production of low carbon dioxide steel from the end of 2025. Salzgitter AG is using to assess CO2 footprints in the new production process.

Fifty years ago, 麻豆原创 revolutionized financial accounting with ERP software. Today, 麻豆原创 is reinventing the 鈥淩鈥� in ERP by extending the definition of resources beyond financial and goods flows, offering a precision approach to sustainability by enabling transactional carbon accounting through a green ledger. This enables combined financial and environmental decision-making at different points across the business process. The green ledger offers deep insights by being embedded into RISE with 麻豆原创 S/4HANA Cloud and the GROW with 麻豆原创 solution, with additional capabilities added with every release.

Climate change is a collective problem that requires collective efforts. While 麻豆原创 is committed to achieving net zero along our value chain by 2030, 麻豆原创 is also enabling businesses with the data visibility and analytic insights needed to act on decarbonization initiatives across value chains. Together, we can enable a future with zero emissions.

.

Up until now, nearly 1,800 companies, including 麻豆原创, have committed to becoming net zero across their value chains. These commitments aim to achieve an emissions state consistent with societal climate and sustainability goals and within the biophysical boundaries of the planet. At the beginning of 2022, 麻豆原创 committed to achieve net-zero emissions by 2030. The United Nations鈥� Intergovernmental Panel on Climate Change (IPCC) defines net zero as that point when 鈥渁nthropogenic emissions of greenhouse gases to the atmosphere are balanced by anthropogenic removals over a specified period.鈥� The Paris Agreement sets out the need to achieve this balance by 2050.

Click the button below to load the content from YouTube.

Always allow YouTube

A company鈥檚 net-zero emissions target is a climate action target in which a company aims to reduce its emissions to zero, on a net basis. The term 鈥渘et鈥� comes from the view that most companies will not be able to operate without emitting at least some greenhouse gases, so they will need to remove their unavoidable residual emissions from the atmosphere to get to net zero.

Getting to net zero is not easy or straightforward. Questions remain on how companies develop their net-zero emissions targets and ensure their decarbonization strategies track to ambitious pathways. Challenges exist, such as inconsistently defined net-zero targets, what emission sources and activities should be included, timelines to achieve the goals, and how companies plan to achieve their target.

The Science Based Targets initiative (SBTi) is one of the leading global initiatives that helps companies set ambitious emission reduction targets and credible decarbonization strategies. The SBTi鈥檚 Corporate Net-Zero Standard is the world鈥檚 first framework for corporate net-zero target setting in line with climate science. It includes the guidance, criteria, and recommendations companies need to set science-based net-zero targets consistent with limiting global temperature rise to 1.5掳C above pre-industrial levels.

The scope of science-based targets for net zero is broad, encompassing all relevant greenhouse gas emissions across a company’s value chain, including direct emissions from operations (Scope 1), emissions from purchased energy (Scope 2), and indirect emissions from upstream and downstream sources such as business travel, employee commuting, purchased goods and services, or products in use (Scope 3).

This SBTi framework includes a set of criteria that companies must meet to ensure that their targets are scientifically robust and credible. These criteria include:

• Complete an emission inventory following the GHG Protocol.
• Set near- and long-term science-based targets to reduce value chain emissions.
• Implement a strategy to achieve science-based targets.
• Disclose target progress annually.

To claim to have reached net zero, companies must neutralize the impact of emissions that remain unabated in the long-term net-zero target year. Examples of such counterbalancing activities include purchasing carbon credits that support programs that prevent deforestation or support reforestation or investing in carbon-dioxide removal (CDR) technologies such as direct air capture (DAC) with permanent geological carbon storage. The SBTi allows a maximum of 10% removals for a long-term net-zero target and does not allow the traditional use of offsets anymore, except to achieve short-term targets as an interim transition step. Consequently, the Net-Zero Standards expects companies to radically reduce emissions by 90% by no later than 2050.

To set a science-based target for net-zero, a company must first conduct a detailed assessment of its greenhouse gas emissions in alignment with the Greenhouse Gas Protocol, including identifying emissions sources and determining the extent of its emissions across its value chain. Based on this assessment, the company can set an ambitious, measurable emissions reduction target consistent with the Paris Agreement’s goals and aligned with the best available science. Beyond the assessment, companies then need to set ambitious targets and actionable strategies, both near- and long-term to reduce value chain emissions.

鈥淲e are currently assessing our net-zero reduction pathway and corresponding reduction strategies across a number of areas of the 麻豆原创 business to meet the demanding requirements of the SBTi,鈥� said Lilli-Jane Popp, sustainability specialist at 麻豆原创. 鈥淲e want to continually use the highest standards and use the latest science in setting targets and developing our plans to achieve net zero by 2030.鈥�

Scope 3 emissions are challenging to reduce yet they are where most emissions occur in a company鈥檚 value chain. They are the indirect greenhouse gas emissions that occur outside of operations, like emissions produced by suppliers and customers when using the company鈥檚 products. These emissions are considered difficult to account for because they depend on a complex network of suppliers, customers, and other stakeholders. Accounting for Scope 3 emissions requires a deep understanding of a company’s value chain, a commitment to collecting and analyzing data, and collaboration with suppliers and other stakeholders.

Delivering and disclosing progress on their decarbonization targets helps companies reduce their environmental impact, improve their reputation and brand value, and attract environmentally conscious consumers and investors. Also, by setting science-based targets, companies can ensure that they are prepared for the transition to a low-carbon economy and avoid the risks associated with climate change, such as regulatory changes, reputational damage, and physical impacts.

However, achieving net-zero targets to limit global warming to 1.5掳C will require significant effort and investments from companies and strong collaboration across sectors. But it is essential for ensuring a sustainable and livable future. According to the latest IPCC report, we have already reached 1.1掳C of warming above pre-industrial levels. We are living in a decisive decade for climate action with our planet warming at an unprecedented pace. Companies must align with the most ambitious, credible, and robust frameworks, like the SBTi, to reach global net zero by 2050 at the latest.

Michael McComb is global head of Sustainability Communications at 麻豆原创.

鈥淥rganizations are struggling to forecast energy costs in a volatile market and understand the impact of new trends such as e-mobility on operations and finance,鈥� said Catherine Garcera, global head of Sustainability, Services Industry at 麻豆原创. 鈥淭hey need resilience against the current energy crisis and the ability to grow and generate profits while meeting corporate sustainability goals.鈥�

Step 1: Power Up Energy Savings with Digital Twins

Lowering energy consumption and operating costs begins with a thorough understanding of an organization鈥檚 energy data. Leading-edge companies are using digital twins to capture and analyze real-time energy usage data including electricity, natural gas, and renewables. That鈥檚 the purpose behind Flexinergy, an energy management software platform developed by , an 麻豆原创 partner. The platform creates a digital version of an organization鈥檚 energy contracts and usage, allowing the customer to pre-calculate the bill. Information can include distribution costs across subsidiaries, taxes, size and location of facilities, occupancy rates, external temperatures, and more. This helps customers catch invoice mistakes, evaluate energy efficiency, and reduce consumption.

鈥淚t鈥檚 not unusual to find discrepancies between what the bill should be and the provider鈥檚 actual invoice,鈥� said Erwin Guizouarn, CEO and founder of Evolution Energie. 鈥淐ustomers also use our software to better forecast energy costs in case of price fluctuations, new contracts, or supply chain disruptions.鈥�

Guizouarn said that customers can be overcharged up to 5% on an annual basis due to billing errors. As for cost reductions, one large airport saved 17% in energy consumption.

Real-time data became particularly important for organizations during the recent energy crisis. Guizouarn said that customers can explore what-if scenarios, factoring in changeable energy prices and other parameters like lower carbon emission fuels, revised contract terms, or hedging to lower risk in case of energy price fluctuations. Ongoing alerts notify decision-makers of deviations to the plan, say if energy prices climb higher than expected, helping companies adjust strategies as needed.

Evolution Energie first began working with 麻豆原创 through its participation in the Green Tech and Sustainability cohort of , the company鈥檚 global B2B accelerator. With shared business-to-business target markets, both companies are proving the incredible power of connected data.

鈥淢erging energy-related data with financial information from your system and environmental, social, and governance (ESG) information from , you can see the impact on profitability and emissions objectives,鈥� said Garcera. 鈥淵ou can adjust operations by day, week, or even season to gain efficiencies that could increase profits while meeting sustainability commitments.鈥�

Step 2: Transition to Green Energy

Moving to green energy is another step that energy-intensive companies can take to achieve ambitious decarbonization targets. Some customers are increasingly focused on purchasing renewable energy, as well as producing green energy and investing in green assets. Here, too, a digital twin can help companies capture energy usage and resultant costs while tracking CO2 emissions from electricity, biomass, hydrogen, and other renewable sources.

鈥淵ou can balance your green energy strategies against the cost of new contracts and greenhouse gas emission targets,鈥� said Garcera. 鈥淚n addition, companies need to ensure the provenance of the green energy they consume for accurate reporting against corporate sustainability objectives, supporting the brand鈥檚 image and building trust with customers and investors.鈥�

Step 3: Realistically Explore New Energy Trends

While the vision is to consume as much green energy as possible, organizations are tempering sustainable business plans with reality. Some industries like aviation aren鈥檛 ready for full decarbonization; there鈥檚 limited availability of sustainable aviation fuel and it will take significant efforts to revamp complex infrastructure. In any case, organizations require energy strategies that combine finance, risk management, and sustainability.

鈥淔ast-moving energy prices on top of changing sustainability regulations mean that companies have to continually monitor costs to find more efficiencies, and prove compliance with corporate commitments and industry regulations,鈥� said Garcera. 鈥淭he more you can accurately anticipate disruptions, the better you can make decisions to adapt for business resilience.鈥�

Green Market Revolution Fueled by Informed Data

Connected data is foundational to managing energy consumption and costs. analysts predicted that by 2025, 75% of large cities and communities will form industry ecosystems with IT, architectural, engineering, and real estate firms to share data, applications, and expertise to address ESG issues. With zero-emission mandates moving apace, researchers advised organizations to continuously follow the price and performance and capability improvements in renewable energy systems and also 鈥渨ork with supply chain partners to improve procurement efficiencies.鈥� As unpredictable as the next crisis may be, organizations can stay grounded with accurate data to build a resilient future.

Susan Galer is a communications director at 麻豆原创. Follow me @smgaler.