Cognizant-深绿色-数据、技术和协作将如何推动商业可持续发展的下一阶段（英）-2023

Table

ofcontentsExecutive

summary38IntroductionFive

recommendations#1

Boostsustainabilityinvestments#2

Elevate

internal

initiatives#3

Expandyour

sphere

of

influence#4

Exploredeeperapplicationof

technology#5

Evolve

power

structuresFinal

word915202832373941AuthorsMethodologyExecutive

summaryAstheworldgrappleswiththeurgentneedto

combatclimatechangeandresourcedepletion,anewbreedof

businessis

emerging.Theseorganizationswillbesustainableto

thecore—notjustgreenbutdeeplygreen,withsustainabilityencodedintheirDNA.Sustainabilitythinkingwillinfluenceeverythingthesebusinesses

do—affectingtheirentiresphereof

control—fromhowtheygetandusetheirenergyandmaterialsto

howtheydevelopproductsandservices.Moreover,thistype

of

thinkingwillimpactareasandentitiespreviouslyoutsideof

thesebusinesses’control,includingtheirsuppliers,distributors,customersandpartners,inpursuitof

abettertomorrow.Whatwilldrivethisnewbreedis

agrowingconvictionthatsustainabilitycanrevealnewopportunitiesforthosewhorespondto

environmental,social,business

andregulatorypressureswitharadicalandfar-sightedrethinkof

howto

operate.Ratherthanjusttendingto

thesustainabilityof

theirinternaloperations,deeplygreenbusinesses

willcollaborateinentirelynewwaysacrosstheirvaluechains—coordinatingtheirvision,actionsanddecisionswithotherplayersandpartners

intheirecosystem.At

thesametime,they’llcreateproductsandofferingsthatgobeyondmitigatingenvironmentalissues,to

helpingto

solvethem.Operatinginthismanner,thesebusinesseswillnotonlyshrinktheirownenvironmentalfootprintandthoseof

theirstakeholders—they’llalsodiscoverentirelynewwaysto

secureresilientgrowth.DeepGreen3Executive

summaryWe

seeglimmersof

thisfuturestatematerializingnow:It’sthebeermanufacturerthatnotonlymeticulouslytracksthejourneyof

itsbarleyfromthefieldto

thebottleusingblockchainbutalsohelpsitsfarmersadoptmoresustainableagriculturalpractices.andconditionsintheproductionfacility.Thesecompaniesareleadingthechargetowardasustainablefuture,andthey’redoingitwithurgency,purposeandtransparency.But

thislevelof

transparencyandinterconnectednessrequiresanexpandedunderstandingof

whatitmeanstobesustainable.In

afuture-readybusiness,sustainabilityismadepossiblewiththespeed,automationandintelligenceofadvancedtechnologies,modernizedwaysof

operating,andnewcollaborativemodels

withinandacrossvaluechains.It’sabiglift,

buttheopportunitiesareas

greatas

theconsequencesof

inactionaresevere.On

theonesidearethegreenfieldsthatcanarisefromproductivepartnershipsandmarket-changing,planet-savingproductsandservices;ontheothersidearedisruptedsupplychains,dissatisfiedconsumersandemployees,costlyregulatorypenaltiesandnegativepublicperception.Meanwhile,thetickingof

theclockis

deafening.Withplanetary,economicandsocietalsignalsgrowingmoreapparenteveryday,business

leaderscannothideinthisageof

radicalvisibility.It’sthefintechthatputsitsmoneywhereitsmouthis,offeringupto

10%cashbackwhencustomersbuyfromitssociallyresponsiblebusiness

partners.Andit’stheapparelcompanythathas

builtnewlinksbetweenitssupplier,productionandretailsystems,allowingcustomersto

seeagarment’smanufacturinglocation,materialsused4DeepGreenExecutive

summary66%To

findoutmoreaboutthefutureof

sustainabilityinbusiness,weworkedwithOxfordEconomicsto

survey3,000

executives—acrosseverymarketandsector—ontheirsustainabilityplans,challengesandvision.Throughouranalysis,we’ve

devisedfiverecommendationsforhowleadingenterprisescanoutperformtheirmarketswithenduringanddifferentiatinggrowthby

embeddingsustainabilityattheircore:Whileeveryonewillultimatelyneedto

getmoreambitiousandexpandtheirsustainabilitypurviewbeyondwhat’sdirectlyintheircontrol,there’ssubstantialworkto

bedoneonimprovingthesustainabilityof

theirinternaloperations.Withinthenexttwoyears,accordingto

ourresearch,thepressuresof

carbonabatementandclimateadaptationwillcauseamarkedshift

towardmoresophisticated,data-drivenefforts,suchas

virtual

simulationsandadvancedanalytics.

Thesewillbemoredisruptiveto

theoperationalstatusquothanpreviousefforts.Of

allrespondentsare

focusedonthe1Boost

sustainability

investmentsto

realize

full

business

valuesustainabilityof

theirinternaloperationsTherearetwocompellingsidesto

thesustainabilitycoin:aneedto

investontheoneside,andfinancialrewardsontheother.Our

surveyrevealsarapidlyacceleratingwillingnessto

spendoverthenextfewyears.Between2020and2025,thepercentageof

respondentsincreasingtheirsustainabilityspendingby

10%orgreaternearlydoubles(from26%

to

51%).By2030,thepercentof

respondentsgrowsagain,to

62%.Further,as

businessesrevisittheirsustainabilitystrategies,they’llalsoneedto

improvethegranularity,accessibility,reliabilityandflexibilityof

thedataonwhichthosetargetsandplansarebased.Thesearenotlinearendeavors.In

acomplexandfluidlandscape,strategymustalwaysberegardedas

organic.Companieswillhaveto

continuouslyredefinetheirbaselines,targetsandplansasnewregulations,newtechnologiesandnewchallengesemerge.Meanwhile,surveyrespondentsfirmlytiefinancialperformancetothesustainabilityactionstheytake.Thisconvictiononlygrowsovertime.Thenumberof

respondentswhoexpecttheirsustainabilityeffortsto

drivestrongerfinancialperformancedoublesbetweennowand2025(from31%

to

65%).Andby

2030,thevastmajority(80%)areconvincedtheirsustainabilityinitiativeswillpositivelyorverypositivelyimpacttheirfinancialperformance.2Elevate

your

internal

sustainabilityinitiatives

for

evengreater

returnUnsurprisingly,respondents’sustainabilityinitiativesareprimarilyfocusedontheirinternaloperations—includingwhat’scommonlyreferredto

as

Scope1emissions—andless

soonthesupplychainortheimpactof

theirproductsandservices

oncetheyaresoldandconsumed.DeepGreen5Executive

summary34Expand

your

sphere

of

influence,upstream

and

downstream,

to

securegreater

business

benefits

and

impactExplore

the

deeper

application

of

emergingand

maturing

technologies,

and

commerciallycreative

ways

to

deploy

themManybusinesseshaveyetto

focusonsustainabilityinitiativesoutsideof

theirdirectcontrol,includingScopes2and3emissions.

Why?

Because

it’sanenormousundertaking.Imagineincreasingcommunicationandcollaborationnotjustwithinyourowncompanybutalsowithyourpartners,suppliers,distributors,communitiesandcustomers.To

expandsustainabilityinitiativesbeyondwhatcanbedirectlymeasured,auditedandimproved,businessesneedto

boldlyexploretechnology-drivensolutions.In

oursurvey,coretechnologiessuchas

cloud,IoT

andautomationrankhighlyforboththeextenttowhichtheyaredeployedandtheirperceivedeffectiveness.Nowit’stimeto

capitalizeontechnologythat,atfirst,maynotseemrelevantinyourindustry.To

functionatadeeplygreenlevel,businesseswillhaveto

begenuinelyconnectedto

theirwiderecosystems.They’lluse

dataandtechnologyto

acknowledge,addressandsolveforenvironmentalchallengesupanddownthevaluechain.Byleaningintothisopportunity,theywillinnovatedifferently.Thatchangewillunlocknew,revenue-expandingservices

andopennewcommercialopportunities,generateearly-warninginsightsforriskmitigationandmanagement,andestablishnewrelationshipsto

transformdeliveryandproduction.Artificialintelligence,machinelearning,advancedanalytics,digitaltwins

andblockchain—suchcutting-edge

technologiesarenecessary

to

expandsustainabilityintothelargerecosystemandcreateproductsandservices

thathelpsolveenvironmentalproblemsratherthanjustmitigateissues.

Onlytheconfidentadoptionof

thesetechnologieswillacceleratetheenterprise’simpactandoutcomes.Expandingyoursphereof

influencemeanstreatingsupplierslikepartners

andseeingthesustainabilityjourneyas

asharedone.Italsomeanslookingmorecreativelyupanddownthevaluechainto

findatypicalpartners

thathelpyoureconceiveproductsandservices

thatcanbedeveloped,integratedanddeployedforsustainablegrowth.6DeepGreenExecutive

summary5Evolve

power

structures

to

allow

for

necessaryshifts

in

culture

and

accountabilityLeadership

models

are

out

of

balanceGiventheorganizationalchallengesnotedby

respondents,progresswillonlyhappenby

gettingyourinternalhouseinorder,

fromsharpeningstrategies,to

investinginandupskillingtalentandpreparingthegroundfortheprofoundorganizationalchangethat’slikelyto

come.55%Most

importantly,leadershipmodelsmustevolveto

correctwhatourresearchrevealsas

animbalancebetweenpowerandaccountability.RespondentsreportthatCEOsusuallydevelopsustainabilitystrategiesandcontrolthefundingforthesestrategies,whilethechiefsustainabilityofficerorotherseniormanagersareheldaccountableforprogressorrewardedforsuccess.Thispowerequationneeds

tobebalancedifcompaniesaregoingto

achieveexpectedresults.8%Further,talentshortagesthreatento

marsustainabilityprogress.Becomingdeeplygreencallsfornewtalentandskillsintheenterprisethatcanoftenbefoundthroughreskillingof

theexistingworkforce.Ofrespondentssaythe

CEOis

responsiblefor

allocatingbudgetfor

sustainabilitySaytheCEO

isaccountablefordeliveringonthesustainabilitystrategyWorkforcedemographicsanddynamicshaveforevershifted.Evenwithcharismaticambassadors

andchangeagentsleadingthecharge,businessesneedto

ensureeveryoneis

motivatedto

playtheirpart

inbusiness

sustainability,andforbuilding,sharingandmonitoringbaselines,targetsandplans.DeepGreen7IntroductionSustainabilityis

fastbecomingnotjustawayof

doingbusinessbutawayof

beingabusiness.

Fromourresearchoverthelastthreeyears,we’ve

concludedsuccessfulbusinessesinthecomingdecadeswillbethosethatembedsustainabilitythinkingintotheverycoreof

alltheydoinsideandoutsidetheorganization,allthewaythroughtheirvaluechainsandproductandservice

lifecycles.In

ourfuture-readybusinessstudyin2022,thesustainabilityimperativewasevenmoreclear.Nearlyallexecutivesaffirmedthatattendingto

environmental,socialandgovernance(ESG)issues

is

criticalto

beingamodernbusiness.

But

italsorevealedagapbetweensustainabilitymindsetsandactionstaken.In

ourmostrecentstudy,we

tookacloserlookattheactionsbusinessesaretakingnoworplanto

take

inthenearfuture,aswellas

thechallengesholdingthembackfrommeetingtheirgoals.

Our

findingsrevealwhatneeds

to

happen—at

astrategy,technologyandleadershiplevel—toensurebusinesses

arereadyto

expandtheirsustainabilityfocusintotheirentireecosystem.Bydoingso,businesseswillemergenotonlyas

leadersintheirmarketsbutas

beaconsforhowto

beasustainablebusiness—a

deeplygreenbusiness—tomeettheneedsof

ourchangingworld.Deeplygreen,thesebusinesseswillstandout,competitivelyandcommercially,as

sustainabilityleadersthatsetthemarkfortransparency,authenticityandresilienceinthefaceof

theplanet’s—andhumanity’s—increasinglyurgentneeds.Forthelast

twoyears,ourresearchhastrackedhowtheconceptof

sustainabilityhas

expandedandintensified.Asrecentlyas2021,we

foundthatseniorleaderssawsustainabilityas

notjustacostonthebalancesheetbutas

adriverforbusinessgainslikeincreasedsalesandimprovedbrandreputation.202170%202290%202395%saidsustainabilityinitiativeswoulddrive

highersalessaidESG

was

acriticalpartof

beingamodernbusinesssaidsustainabilityisavital

elementof

theircorporate

strategy8DeepGreenDeepGreen91Boost

sustainability

investmentsto

realize

full

business

valueOur

currentstudyrevealsanunflaggingbeliefinsustainabilityas

astrategicpriority,withnearlyallrespondents(95%)sayingitis

avitalelementof

theircorporatestrategy.Thisnearlyunanimousagreementis

notjusttalk—it’saccompaniedby

awillingnessto

spendonsustainabilityinitiativesthatonlygrowsovertime(seeFigure1).In

fact,between2020and2025,thepercentageofrespondentsincreasingtheirsustainabilityspendingby

10%orgreaternearlydoubles,from26%of

respondentsto

51%.By2030,thepercentageof

respondentsgrowsagain,to

62%.Figure

1:

Spending

will

rapidly

accelerateQ:Has

yourcompany’saverageannualspendonenvironmentalsustainabilitychangedoverthefollowingperiods,andhowwillitchange?70%And

then

itgrowsagain,60%50%40%30%20%10%0%The

numberofrespondentsincreasingto62%spending

by10%

or

greaternearly

doubles,from26%to51%43%39%20%19%15%12%6%2018–20202020–20222022–20252025–203010–20%increase>20%

increaseSource:CognizantResearchBase:

3,000

senior

executives10DeepGreen#1

Boost

sustainabilityinvestmentsForrespondents,investinginsustainabilitymakesgoodbusiness

sense.In

fact,overhalf(57%)rankedimprovedbusinessperformanceas

atop-threedriverforsustainabilityefforts,aclosesecondto

theirbeliefinthemoralimperativeof

doingsocialgood(59%)(seeFigure2).Figure

2:

Sustainability

is

both

a

moral

and

financial

imperativeQ:Whatarethethreemostimportantdriversforyourenvironmentalsustainability(percentnamingeachas

atop-threedriver)59%37%Dotherightthingfor

societyandensureeconomicsustainabilityReducebusinessrisk57%37%Improve

businessperformanceComplywithcurrentorfuturegovernment,industryorregulatorydemands45%36%Demonstrateactionto

theinvestmentcommunityDemonstrateactiontocustomers/enhancebrandreputationSource:CognizantResearchBase:

3,000

senior

executivesDeepGreen11#1

Boost

sustainabilityinvestmentsIn

fact,respondentsseemconvincedthatsustainabilityinvestmentsarejustifiedby

thefinancialrewardstheywillreapovertime.By2025,65%of

respondentsbelievetheirsustainabilityeffortswillhaveapositiveorverypositiveimpactontheircompany’sfinancialperformance—nearlydoublethenumberwhofeelthiswaytoday(34%)(seeFigure3).By2030,thevastmajority(80%)areconvincedtheirsustainabilityinitiativeswillpositivelyorverypositivelyimpacttheirfinancialperformance.Figure

3:

Financial

rewards

rise

sharplyQ:

Whatdoyouanticipatewillbetheimpactof

yourcompany’seffortsto

improveenvironmentalsustainability,acrossallbusiness

areas,onyourfinancialperformance?100%80%60%40%20%0%Respondentstyingsustainabilitytobusinessperformancenearly

doubles,from34%to65%The

numberrises

againto80%41%49%31%39%16%3%Today20252030By

2030

thevastmajority

arePositiveVerypositiveconvinced

thatsustainabilityinitiatives

willpositively

impacttheir

businessperformanceSource:CognizantResearchBase:

3,000

senior

executives12DeepGreen#1

Boost

sustainabilityinvestmentsThespecificareasofbusiness

impactarefar-ranging,frombrandreputation,to

retainingcustomersandemployees,toreducingbusinessrisk,withmorethanhalfof

respondentsnamingtheseandotherareaswheresustainabilitywillhaveapositiveorverypositiveimpact(seeFigure4).Thesustainabilitystageis

set:Ithascapturedthehearts,

mindsandwalletsof

seniorleaders,andevennow,

businessesarebreakingoutoftheircomfortzonesto

collaboratewithpartners,suppliers,distributorsandevencompetitorsto

advancethesustainabilityagenda.Asaresult,thebusiness

interestssurroundingsustainabilityhaveshiftedfromthe“whydoit”to

the“howto

makeithappeneffectively,”emphasizingtheimportanceof

makinginformeddecisions,allocatingresourcesanddevisingeffectivestrategy.Figure

4:

An

array

of

business

performance

impactsQ:Whatdoyouestimatetheimpactof

yourcompany’ssustainabilityeffortswillbeonthefollowingbusiness

performanceindicatorsby

2025?Forthisreason,andwith2030

goalscloseathand,businessesneedto

developanambitiousstrategythatwillpropelthemintotheranksof

thenewbreedof

deep-green

sustainabilityleaders.Asoneof

thesurveyrespondentssaid,“This

is

notanice-to-have;

thisis

amust-have,andthisis

tablestakesto

evenbeincludedinourRFPoratender.”82%60%Company/Employeesatisfaction/retentionbrandreputation78%Attractingtalent/skills58%Businessrisk71%Customerloyalty56%SharepriceSource:CognizantResearchBase:

3,000

senior

executivesDeepGreen13#1

Boost

sustainabilityinvestments“Thisisnot

anice-to-have;thisisamust-have,

andthisistable

stakes

to

even

beincludedinourRFP

oratender.”Survey

respondentSeniorexecutive,manufacturing14DeepGreenDeepGreen152Elevate

your

internal

sustainabilityinitiatives

for

evengreater

returnThisemphasis

oninternaloperationsis

completelyjustifiableas

itstemsfromtheconfidenceandcontrolbusinessescanexertinthisarea.Further,there’scontinuedandsubstantialworkto

bedoneonimprovingthesustainabilityof

theirinternaloperations.In

fact,ourresearchshowsthatbusinessesarepoisedto

buildonwhatthey’veputinplacefortheirinternallyfocusedstrategiesandmoveto

higherimpact,moredata-intensive—andmorecomplex—internallyfocusedendeavors.Evennow,

though,mostsustainabilityinitiativesarefocusedontheinternaloperationsof

thebusiness,includingwhat’scommonlyreferredto

as

Scope1emissions.In

all,66%of

respondentsarefocusedoninternaloperations—27%to

agreatextent—comparedwith59%focusedonsupplychainand50%onproductsandservices

(seeFigure5).Further,twice

thenumberof

respondentshas

yetto

startonsupplychainandproduct/serviceinitiativesvs.internaloperations(10%fortheformervs.5%

forthelatter).Figure

5:

The

primary

focus

is

on

internal

operationsQ:To

whatextentareyourenvironmentallysustainablestrategiesfocusedonyourcompany’soperations,supplychainorproducts/services?Internal

operationsSupply

chainProducts

&

services5%10%10%15%Twicethenumberofrespondents27%13%Nearly

twicethenumber

ofrespondents

aregreatly

focusedon

internaloperations(27%)vs.

supplychain

(13%)haveyettostart

onsupply

chain

(10%)and

products/services

initiatives(10%)vs.

internaloperations

(5%).29%34%40%or

products/services

(15%)43%35%39%To

a

very

large

extentTo

alargeextentTo

someextentNotatallSource:CognizantResearchBase:

3,000

senior

executives16DeepGreen#2

ElevateyourinternalsustainabilityinitiativesConsiderthattoday,

thenumberoneareaforsustainabilityinitiativesby

faris

thebroaduse

of

digitaltoolsto

makeinternaloperationsmoreenergy-efficient(seeFigure6).Figure

6:

Internal

initiatives

will

growin

data

and

analytics

intensityQ:Whendidyoustart,orwhendoyouplanto

start,implementingthefollowinginitiativesrelatedto

improvingthesustainabilityof

yourinternaloperations?Top3

initiatives2020–2022202581%Usedigitaltoolsto

makeoperationsmoreenergy-efficient42%

Move

to

moresustainablepremisesBy

2025,

topsustainabilityinitiativeswill

requireagreaterlevelofdatasharingand

more63%

Recycle

waste

from

back-42%

Usedemand/supplysimulationsofficeoperationsorvirtualmodels(digital

twins)56%Generateenergyyourselfmoresustainably41%Usedata

analyticsto

IDprocessimprovementsophisticatedanalyticsSource:CognizantResearchBase:

3,000

senior

executivesDeepGreen17#2

ElevateyourinternalsustainabilityinitiativesOne

widelyused

approachis

thedeploymentof

Internetof

Things(IoT)sensorsto

monitortheemissions,waterusageandefficiencyof

physicalassetsto

meetthebusiness’ssustainabilitygoals.Anotherwidelyembracedareais

theuse

of

cloudcomputingtosupport

thenowentrenchedadoptionof

hybridworkmodels.

Abenefitof

doingsois

thereductionof

bothcommuting-relatedemissionsandtheneedforcostlyandenvironmentallyharmfulglobaltravel.Forinstance,sensor-equippedsmart

factoriescangeneratemassiveamountsof

datathat,throughdashboards,offervaluableinsightintowastegeneratedonaproductionline.Additionally,climatecontrolsensorsconnectedto

IoT

networkscansupplyinformationregardingthecarbonfootprintof

heatingofficespaces.

Byleveragingthedatacollectedfromthesesensors,andutilizingmachinelearningalgorithmsto

identifyareasforimprovement,businesses

cangainaclearerunderstandingof

theirdirectemissionsandworktowardreducingthem.By2025,however,

thetopsustainabilityinitiativeswillrequireagreaterlevelof

datasharingandmoresophisticatedanalysis.Inadditionto

movingto

moresustainablepremises,forexample,42%of

respondentsplanto

createvirtual

simulations(i.e.,digitaltwins)of

theiroperationsandphysicalassets,whichwillenablethemtoexperimentwithmoresustainablepracticeswithoutdisruption.By

2025,

thenumber-twoPhysicalSmartCityVirtualDigitaltwininternal

operationsinitiative

will

bethe

use

of

virtualmodels

(i.e.,Data

exchangedigital

twins)

toexperiment

withsustainabilityoptions.18DeepGreen#2

ElevateyourinternalsustainabilityinitiativesTheuseof

digitaltwins

willrequireadvanceduseof

real-timedatato

visualize,modelandsimulatetheoperationalorphysicalenvironment.Forinstance,businesses

coulddesignthemostefficientlayoutof

aproductionline.Or

theycouldfigureoutthebestwayto

ensurethequalityof

theirtreatedwastewaterthroughouttheirplantoperations.Bytying

indatafromtheintegratedassetmanagementsystem,theycoulduse

datavisualizationandanalysisto

interpretthedataobtainedfrommultiplesensors,pumpsanddetectorsinthetreatmentplantand,throughpredictiveandprescriptiveanalysis,promotecontinuousimprovement.thanjusttrackingsingleimpacts,likecarbonemissions,theyalsoneedto

accountforimpactsonbiodiversity,waterusage,habitatandothernaturalresources.Thismeansaugmentingtheirsustainabilitystrategywithadatastrategythattracksseveralrelevantimpactsandprovidesdashboardscustomizedto

differentuser

groups.SuchdashboardsshouldcontaintherelevantKPIsandmethodstomeasurethemostimportantimpacts,andvisualizewhatinformationwouldbemostnecessary

to

compeldifferentuser

groupsto

act.Eachimportantdecision-maker—whetherenergyorprocurementmanager—shouldhavetheirownsustainabilitydashboardto

navigatetheiractionsandmovetheneedleontheimpactstheyinfluence.Respondents(41%)

alsowantto

take

thesameprinciplesusedinmakingtheirphysicalassetsmoreefficientandapplythoseto

theirbusinessprocesses,leveragingprocessminingto

moredeeplyunderstandwhichprocessescouldbeautomatedto

reduceoperationalwasteorbeeliminatedaltogether.Forexample,businessesareusingintelligentprocessautomation(IPA)to

measureandreducetheenvironmentalfootprintof

knowledgeworkersby

streamliningrepeatedtasksandgatheringadditionaldata,acrossoperations.Asdataandknowledgeadvance,businesses

willneedto

continuallyandregularlyrevisitandreassesstheirbaselines,targets,plansandreporting,as

wellas

improvethegranularity,accessibility,reliabilityandflexibilityof

thedataonwhichthosetargetsandplansarebased.Evenas

thesemorecomplexendeavorsareunfolding,businessesalsoneedto

turntheirattentionto

theareasoutsideof

theirownfourwalls.Itis

essentialto

use

thisinternaloperationswork—andparticularlythedatafoundation—asaplatformto

broadenthescopeandelevatethesophisticationof

sustainabilityinitiativesto

opennewopportunitiesanddriveawiderandmoresignificantimpact.Thebottomlineis,whilemanycompaniestodayhavetakenthestepofassessing

theirmostcriticalsustainabilityissues,they’veoftenunderinvestedinbuildingthedatafoundationto

understandtheirrealimpactontheseissues

andeffectivelymanagethem.RatherUse

this

internal

operations

work—and

particularly

the

data

foundation—as

aplatform

to

broaden

the

scope

and

elevate

the

sophistication

of

sustainabilityinitiatives

to

open

new

opportunities

and

drive

a

wider

and

more

significant

impact.DeepGreen1920DeepGreen3Expand

your

sphere

of

influence,upstream

and

downstream,

to

securegreater

business

benefits

and

impactThecollaboration,transparency

andinformation

sharingIt’seasyto

seewhyfewerrespondentsarecurrentlyengagedwithsustainabilityinitiativesfocusedontheirsupplychain,productsan