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1、Table of contentsExecutive summary 3Introduction 8Five recommendations#1 Boost sustainability investments 9#2 Elevate internal initiatives 15#3 Expand your sphere of influence 20#4 Explore deeper application of technology 28#5 Evolve power structures 32Final word 37Authors 39Methodology 41Deep Green

2、 3 Executive summaryAs the world grapples with the urgent need to combat climate change and resource depletion,a new breed of business is emerging.These organizations will be sustainable to the corenot just green but deeply green,with sustainability encoded in their DNA.Sustainability thinking will

3、influence everything these businesses doaffecting their entire sphere of controlfrom how they get and use their energy and materials to how they develop products and services.Moreover,this type of thinking will impact areas and entities previously outside of these businesses control,including their

4、suppliers,distributors,customers and partners,in pursuit of a better tomorrow.What will drive this new breed is a growing conviction that sustainability can reveal new opportunities for those who respond to environmental,social,business and regulatory pressures with a radical and far-sighted rethink

5、 of how to operate.Rather than just tending to the sustainability of their internal operations,deeply green businesses will collaborate in entirely new ways across their value chainscoordinating their vision,actions and decisions with other players and partners in their ecosystem.At the same time,th

6、eyll create products and offerings that go beyond mitigating environmental issues,to helping to solve them.Operating in this manner,these businesses will not only shrink their own environmental footprint and those of their stakeholderstheyll also discover entirely new ways to secure resilient growth

7、.4 Deep GreenWe see glimmers of this future state materializing now:Its the beer manufacturer that not only meticulously tracks the journey of its barley from the field to the bottle using blockchain but also helps its farmers adopt more sustainable agricultural practices.and conditions in the produ

8、ction facility.These companies are leading the charge toward a sustainable future,and theyre doing it with urgency,purpose and transparency.But this level of transparency and interconnectedness requires an expanded understanding of what it means to be sustainable.In a future-ready business,sustainab

9、ility is made possible with the speed,automation and intelligence of advanced technologies,modernized ways of operating,and new collaborative models within and across value chains.Its a big lift,but the opportunities are as great as the consequences of inaction are severe.On the one side are the gre

10、enfields that can arise from productive partnerships and market-changing,planet-saving products and services;on the other side are disrupted supply chains,dissatisfied consumers and employees,costly regulatory penalties and negative public perception.Meanwhile,the ticking of the clock is deafening.W

11、ith planetary,economic and societal signals growing more apparent every day,business leaders cannot hide in this age of radical visibility.Executive summaryIts the fintech that puts its money where its mouth is,offering up to 10%cash back when customers buy from its socially responsible business par

12、tners.And its the apparel company that has built new links between its supplier,production and retail systems,allowing customers to see a garments manufacturing location,materials used Deep Green 5 To find out more about the future of sustainability in business,we worked with Oxford Economics to sur

13、vey 3,000 executivesacross every market and sectoron their sustainability plans,challenges and vision.Through our analysis,weve devised five recommendations for how leading enterprises can outperform their markets with enduring and differentiating growth by embedding sustainability at their core:Boo

14、st sustainability investments to realize full business value There are two compelling sides to the sustainability coin:a need to invest on the one side,and financial rewards on the other.Our survey reveals a rapidly accelerating willingness to spend over the next few years.Between 2020 and 2025,the

15、percentage of respondents increasing their sustainability spending by 10%or greater nearly doubles(from 26%to 51%).By 2030,the percent of respondents grows again,to 62%.Meanwhile,survey respondents firmly tie financial performance to the sustainability actions they take.This conviction only grows ov

16、er time.The number of respondents who expect their sustainability efforts to drive stronger financial performance doubles between now and 2025(from 31%to 65%).And by 2030,the vast majority(80%)are convinced their sustainability initiatives will positively or very positively impact their financial pe

17、rformance.Elevate your internal sustainability initiatives for even greater returnUnsurprisingly,respondents sustainability initiatives are primarily focused on their internal operationsincluding whats commonly referred to as Scope 1 emissionsand less so on the supply chain or the impact of their pr

18、oducts and services once they are sold and consumed.166%2While everyone will ultimately need to get more ambitious and expand their sustainability purview beyond whats directly in their control,theres substantial work to be done on improving the sustainability of their internal operations.Within the

19、 next two years,according to our research,the pressures of carbon abatement and climate adaptation will cause a marked shift toward more sophisticated,data-driven efforts,such as virtual simulations and advanced analytics.These will be more disruptive to the operational status quo than previous effo

20、rts.Of all respondents are focused on the sustainability of their internal operationsFurther,as businesses revisit their sustainability strategies,theyll also need to improve the granularity,accessibility,reliability and flexibility of the data on which those targets and plans are based.These are no

21、t linear endeavors.In a complex and fluid landscape,strategy must always be regarded as organic.Companies will have to continuously redefine their baselines,targets and plans as new regulations,new technologies and new challenges emerge.Executive summary6 Deep GreenExpand your sphere of influence,up

22、stream and downstream,to secure greater business benefits and impactMany businesses have yet to focus on sustainability initiatives outside of their direct control,including Scopes 2 and 3 emissions.Why?Because its an enormous undertaking.Imagine increasing communication and collaboration not just w

23、ithin your own company but also with your partners,suppliers,distributors,communities and customers.To function at a deeply green level,businesses will have to be genuinely connected to their wider ecosystems.Theyll use data and technology to acknowledge,address and solve for environmental challenge

24、s up and down the value chain.By leaning into this opportunity,they will innovate differently.That change will unlock new,revenue-expanding services and open new commercial opportunities,generate early-warning insights for risk mitigation and management,and establish new relationships to transform d

25、elivery and production.Expanding your sphere of influence means treating suppliers like partners and seeing the sustainability journey as a shared one.It also means looking more creatively up and down the value chain to find atypical partners that help you reconceive products and services that can b

26、e developed,integrated and deployed for sustainable growth.Explore the deeper application of emerging and maturing technologies,and commercially creative ways to deploy themTo expand sustainability initiatives beyond what can be directly measured,audited and improved,businesses need to boldly explor

27、e technology-driven solutions.In our survey,core technologies such as cloud,IoT and automation rank highly for both the extent to which they are deployed and their perceived effectiveness.Now its time to capitalize on technology that,at first,may not seem relevant in your industry.Artificial intelli

28、gence,machine learning,advanced analytics,digital twins and blockchainsuch cutting-edge technologies are necessary to expand sustainability into the larger ecosystem and create products and services that help solve environmental problems rather than just mitigate issues.Only the confident adoption o

29、f these technologies will accelerate the enterprises impact and outcomes.34Executive summary6 Deep GreenDeep Green 7 5Evolve power structures to allow for necessary shifts in culture and accountabilityGiven the organizational challenges noted by respondents,progress will only happen by getting your

30、internal house in order,from sharpening strategies,to investing in and upskilling talent and preparing the ground for the profound organizational change thats likely to come.Most importantly,leadership models must evolve to correct what our research reveals as an imbalance between power and accounta

31、bility.Respondents report that CEOs usually develop sustainability strategies and control the funding for these strategies,while the chief sustainability officer or other senior managers are held accountable for progress or rewarded for success.This power equation needs to be balanced if companies a

32、re going to achieve expected results.Further,talent shortages threaten to mar sustainability progress.Becoming deeply green calls for new talent and skills in the enterprise that can often be found through reskilling of the existing workforce.Workforce demographics and dynamics have forever shifted.

33、Even with charismatic ambassadors and change agents leading the charge,businesses need to ensure everyone is motivated to play their part in business sustainability,and for building,sharing and monitoring baselines,targets and plans.Executive summaryLeadership models are out of balance55%8%Of respon

34、dents say the CEO is responsible for allocating budget for sustainabilitySay the CEO is accountable for delivering on the sustainability strategy8 Deep GreenIntroductionSustainability is fast becoming not just a way of doing business but a way of being a business.From our research over the last thre

35、e years,weve concluded successful businesses in the coming decades will be those that embed sustainability thinking into the very core of all they do inside and outside the organization,all the way through their value chains and product and service lifecycles.Deeply green,these businesses will stand

36、 out,competitively and commercially,as sustainability leaders that set the mark for transparency,authenticity and resilience in the face of the planetsand humanitysincreasingly urgent needs.For the last two years,our research has tracked how the concept of sustainability has expanded and intensified

37、.As recently as 2021,we found that senior leaders saw sustainability as not just a cost on the balance sheet but as a driver for business gains like increased sales and improved brand reputation.In our future-ready business study in 2022,the sustainability imperative was even more clear.Nearly all e

38、xecutives affirmed that attending to environmental,social and governance(ESG)issues is critical to being a modern business.But it also revealed a gap between sustainability mindsets and actions taken.In our most recent study,we took a closer look at the actions businesses are taking now or plan to t

39、ake in the near future,as well as the challenges holding them back from meeting their goals.Our findings reveal what needs to happenat a strategy,technology and leadership levelto ensure businesses are ready to expand their sustainability focus into their entire ecosystem.By doing so,businesses will

40、 emerge not only as leaders in their markets but as beacons for how to be a sustainable businessa deeply green businessto meet the needs of our changing world.95%70%said sustainability initiatives would drive higher sales2021202390%2022said ESG was a critical part of being a modern businesssaid sust

41、ainability is a vital element of their corporate strategyDeep Green 9 Deep Green 9 10 Deep GreenBoost sustainability investments to realize full business valueOur current study reveals an unflagging belief in sustainability as a strategic priority,with nearly all respondents(95%)saying it is a vital

42、 element of their corporate strategy.This nearly unanimous agreement is not just talkits accompanied by a willingness to spend on sustainability initiatives that only grows over time(see Figure 1).In fact,between 2020 and 2025,the percentage of respondents increasing their sustainability spending by

43、 10%or greater nearly doubles,from 26%of respondents to 51%.By 2030,the percentage of respondents grows again,to 62%.1Figure 1:Spending will rapidly accelerateHas your companys average annual spend on environmental sustainability changed over the following periods,and how will it change?Q:Source:Cog

44、nizant ResearchBase:3,000 senior executives0%10%20%30%40%50%60%70%2018202015%20%6%12%19%39%43%2020202220222025202520301020%increase20%increaseThe number of respondents increasing spending by 10%or greater nearly doubles,from 26%to 51%And then it grows again,to 62%Deep Green 11 For respondents,invest

45、ing in sustainability makes good business sense.In fact,over half(57%)ranked improved business performance as a top-three driver for sustainability efforts,a close second to their belief in the moral imperative of doing social good(59%)(see Figure 2).Figure 2:Sustainability is both a moral and finan

46、cial imperativeWhat are the three most important drivers for your environmental sustainability(percent naming each as a top-three driver)Q:Source:Cognizant ResearchBase:3,000 senior executives#1 Boost sustainability investments59%Do the right thing for society and ensure economic sustainability45%De

47、monstrate action to the investment community37%Reduce business risk57%Improve business performance37%Comply with current or future government,industry or regulatory demands36%Demonstrate action to customers/enhance brand reputationDeep Green 11 12 Deep GreenSource:Cognizant ResearchBase:3,000 senior

48、 executivesIn fact,respondents seem convinced that sustainability investments are justified by the financial rewards they will reap over time.By 2025,65%of respondents believe their sustainability efforts will have a positive or very positive impact on their companys financial performancenearly doub

49、le the number who feel this way today(34%)(see Figure 3).By 2030,the vast majority(80%)are convinced their sustainability initiatives will positively or very positively impact their financial performance.Figure 3:Financial rewards rise sharplyWhat do you anticipate will be the impact of your company

50、s efforts to improve environmental sustainability,across all business areas,on your financial performance?Q:0%20%40%60%80%100%41%49%16%31%3%39%Today20252030Very positivePositive#1 Boost sustainability investmentsBy 2030 the vast majority are convinced that sustainability initiatives will positively

51、impact their business performance12 Deep GreenRespondents tying sustainability to business performance nearly doubles,from 34%to 65%The number rises again to 80%Deep Green 13 The specific areas of business impact are far-ranging,from brand reputation,to retaining customers and employees,to reducing

52、business risk,with more than half of respondents naming these and other areas where sustainability will have a positive or very positive impact(see Figure 4).Figure 4:An array of business performance impactsWhat do you estimate the impact of your companys sustainability efforts will be on the follow

53、ing business performance indicators by 2025?Source:Cognizant ResearchBase:3,000 senior executivesQ:82%Company/brand reputation78%Attracting talent/skills58%Business risk71%Customer loyalty60%Employee satisfaction/retention56%Share priceThe sustainability stage is set:It has captured the hearts,minds

54、 and wallets of senior leaders,and even now,businesses are breaking out of their comfort zones to collaborate with partners,suppliers,distributors and even competitors to advance the sustainability agenda.As a result,the business interests surrounding sustainability have shifted from the“why do it”t

55、o the“how to make it happen effectively,”emphasizing the importance of making informed decisions,allocating resources and devising effective strategy.For this reason,and with 2030 goals close at hand,businesses need to develop an ambitious strategy that will propel them into the ranks of the new bre

56、ed of deep-green sustainability leaders.As one of the survey respondents said,“This is not a nice-to-have;this is a must-have,and this is table stakes to even be included in our RFP or a tender.”#1 Boost sustainability investments#1 Boost sustainability investmentsThis is not a nice-to-have;this is

57、a must-have,and this is table stakes to even be included in our RFP or a tender.Survey respondent Senior executive,manufacturing”“14 Deep GreenDeep Green 15 Deep Green 15 16 Deep GreenFigure 5:The primary focus is on internal operationsTo what extent are your environmentally sustainable strategies f

58、ocused on your companys operations,supply chain or products/services?Elevate your internal sustainability initiatives for even greater returnEven now,though,most sustainability initiatives are focused on the internal operations of the business,including whats commonly referred to as Scope 1 emission

59、s.In all,66%of respondents are focused on internal operations27%to a great extentcompared with 59%focused on supply chain and 50%on products and services(see Figure 5).Further,twice the number of respondents has yet to start on supply chain and product/service initiatives vs.internal operations(10%f

60、or the former vs.5%for the latter).2Q:Source:Cognizant ResearchBase:3,000 senior executivesNot at allTo some extentTo a large extentTo a very large extentNearly twice the number of respondents are greatly focused on internal operations(27%)vs.supply chain(13%)or products/services(15%)Twice the numbe

61、r of respondents have yet to start on supply chain(10%)and products/services initiatives(10%)vs.internal operations(5%).Internal operationsSupply chainProducts&services27%10%5%10%40%35%34%43%13%15%29%39%This emphasis on internal operations is completely justifiable as it stems from the confidence an

62、d control businesses can exert in this area.Further,theres continued and substantial work to be done on improving the sustainability of their internal operations.In fact,our research shows that businesses are poised to build on what theyve put in place for their internally focused strategies and mov

63、e to higher impact,more data-intensiveand more complexinternally focused endeavors.Deep Green 17 Consider that today,the number one area for sustainability initiatives by far is the broad use of digital tools to make internal operations more energy-efficient(see Figure 6).Figure 6:Internal initiativ

64、es will grow in data and analytics intensity When did you start,or when do you plan to start,implementing the following initiatives related to improving the sustainability of your internal operations?Q:By 2025,top sustainability initiatives will require a greater level of data sharing and more sophi

65、sticated analytics#2 Elevate your internal sustainability initiativesSource:Cognizant ResearchBase:3,000 senior executives202020222025Use digital tools to make operations more energy-efficientGenerate energy yourself more sustainablyRecycle waste from back-office operations81%56%63%42%41%42%Move to

66、more sustainable premisesUse data analytics to ID process improvementUse demand/supply simulations or virtual models(digital twins)Top 3 initiatives18 Deep Green#2 Elevate your internal sustainability initiativesOne widely used approach is the deployment of Internet of Things(IoT)sensors to monitor

67、the emissions,water usage and efficiency of physical assets to meet the businesss sustainability goals.For instance,sensor-equipped smart factories can generate massive amounts of data that,through dashboards,offer valuable insight into waste generated on a production line.Additionally,climate contr

68、ol sensors connected to IoT networks can supply information regarding the carbon footprint of heating office spaces.By leveraging the data collected from these sensors,and utilizing machine learning algorithms to identify areas for improvement,businesses can gain a clearer understanding of their dir

69、ect emissions and work toward reducing them.By 2025,the number-two internal operations initiative will be the use of virtual models(i.e.,digital twins)to experiment with sustainability options.Another widely embraced area is the use of cloud computing to support the now entrenched adoption of hybrid

70、 work models.A benefit of doing so is the reduction of both commuting-related emissions and the need for costly and environmentally harmful global travel.By 2025,however,the top sustainability initiatives will require a greater level of data sharing and more sophisticated analysis.In addition to mov

71、ing to more sustainable premises,for example,42%of respondents plan to create virtual simulations(i.e.,digital twins)of their operations and physical assets,which will enable them to experiment with more sustainable practices without disruption.PhysicalSmart CityVirtualDigital twinData exchangeSenso

72、rsDataData exchangeActionsAnalyticsDeep Green 19#2 Elevate your internal sustainability initiativesUse this internal operations workand particularly the data foundationas a platform to broaden the scope and elevate the sophistication of sustainability initiatives to open new opportunities and drive

73、a wider and more significant impact.The use of digital twins will require advanced use of real-time data to visualize,model and simulate the operational or physical environment.For instance,businesses could design the most efficient layout of a production line.Or they could figure out the best way t

74、o ensure the quality of their treated wastewater throughout their plant operations.By tying in data from the integrated asset management system,they could use data visualization and analysis to interpret the data obtained from multiple sensors,pumps and detectors in the treatment plant and,through p

75、redictive and prescriptive analysis,promote continuous improvement.Respondents(41%)also want to take the same principles used in making their physical assets more efficient and apply those to their business processes,leveraging process mining to more deeply understand which processes could be automa

76、ted to reduce operational waste or be eliminated altogether.For example,businesses are using intelligent process automation(IPA)to measure and reduce the environmental footprint of knowledge workers by streamlining repeated tasks and gathering additional data,across operations.The bottom line is,whi

77、le many companies today have taken the step of assessing their most critical sustainability issues,theyve often underinvested in building the data foundation to understand their real impact on these issues and effectively manage them.Rather than just tracking single impacts,like carbon emissions,the

78、y also need to account for impacts on biodiversity,water usage,habitat and other natural resources.This means augmenting their sustainability strategy with a data strategy that tracks several relevant impacts and provides dashboards customized to different user groups.Such dashboards should contain

79、the relevant KPIs and methods to measure the most important impacts,and visualize what information would be most necessary to compel different user groups to act.Each important decision-makerwhether energy or procurement managershould have their own sustainability dashboard to navigate their actions

80、 and move the needle on the impacts they influence.As data and knowledge advance,businesses will need to continually and regularly revisit and reassess their baselines,targets,plans and reporting,as well as improve the granularity,accessibility,reliability and flexibility of the data on which those

81、targets and plans are based.Even as these more complex endeavors are unfolding,businesses also need to turn their attention to the areas outside of their own four walls.It is essential to use this internal operations workand particularly the data foundationas a platform to broaden the scope and elev

82、ate the sophistication of sustainability initiatives to open new opportunities and drive a wider and more significant impact.20 Deep Green20 Deep GreenDeep Green 21 Expand your sphere of influence,upstream and downstream,to secure greater business benefits and impactIts easy to see why fewer respond

83、ents are currently engaged with sustainability initiatives focused on their supply chain,products and services,and Scope 3 emissions.Doing so requires businesses to expand their efforts into areas that,until now,seemed completely out of reach.With a solid data and advanced analytics foundation in pl

84、ace,combined with other increasingly sophisticated and mature technology capabilities,however,they have the tools to break through the walls of their organizations to see and shape environmental impacts,mitigate risk and discover new opportunities throughout the value chain.Make no mistake,the colla

85、boration,transparency and information sharing involved will require new,disruptive ways of leading and operating that may change organization structures and even business models.While this challenge is bound to come with growing pains,its also a golden opportunity for leading organizations to move i

86、nto richer and potentially more lucrative relationships with their partners,suppliers,distributors,communities,competitors and customers.There are two broad categories of externally focused sustainability initiatives:upstream and downstream.Downstream activities encompass the product design itself a

87、nd what happens when the product is in the customers hands.Upstream initiatives focus on the intricate and extensive supply chains,logistical operations and partner ecosystems that form the backbone of contemporary global business.3The collaboration,transparency and information sharing involved will

88、 require new,disruptive ways of leading and operating that may change organization structures and even business models,but its a golden opportunity to move into richer and more lucrative relationships.22 Deep Green#3 Expand your sphere of influenceIn our study,the top three actions respondents are t

89、aking today to improve supply chain sustainability include working to responsibly source raw materials and components,and selecting suppliers committed to meeting specific sustainability metrics(see Figure 7).Q:More than half of respondents(57%)say theyve already started on these types of initiative

90、s.But for these activities to be truly effective,the suppliers themselves would need to be counted on to accurately monitor,measure and report on their environmental impacts.Figure 7:Transparency will be key to reaching supply chain sustainability goals When did you start,or when do you plan to star

91、t,implementing the following initiatives related to improving the sustainability of your supply chain?Transparencywill be a top initiative by 2025 as businesses seek more scrutiny of supplier claims202020222025Source and buy assets,products,components and raw materials that require less energy Sourc

92、e and buy assets,products,components and raw materials that are made from recycled materials Select suppliers that commit to meeting specific sustainability metrics62%57%57%42%38%41%Select suppliers that have a net positive impact on the environmentSource and buy assets,products,components and raw m

93、aterials that last longerSelect suppliers that provide greater transparency of end-to-end sustainabilityTop 3 initiativesSource:Cognizant ResearchBase:3,000 senior executivesDeep Green 23#3 Expand your sphere of influenceIn other words,these actions dont take into account the ability to see whats be

94、hind suppliers claimsthe actual data-based evidence that shows how those metrics and conclusions were arrived at.That level of scrutiny would require full transparency into the suppliers environmental impacts,something that isnt on the top-three list and that only 38%of respondents are currently eng

95、aged in.This inconsistency could pose a risk for businesses,leaving them vulnerable to greenwashing claims(whether intended or unintended),embarrassing revelations and potential financial regulatory penalties.For example,fashion industry supply chains are notoriously fragmented,with numerous touchpo

96、ints from multiple sourcing materials and locations,multiple manufacturing stages and a wide range of products whose production requires many suppliers and sub-suppliers across the world.This fragmentation creates silos and a lack of a common data language within the supply chain.Various organizatio

97、ns follow different data collection processes and different measurement units that undoubtedly diminish the credibility of the data.Improving accuracy and transparency will require data governance and standardization,continual supply chain monitoring,robust reporting systems,regular stakeholder enga

98、gement and a transparent corporate culture.If there are residual emissions from actors in your supply chain or in your own four walls,and you cant eliminate them,then you have to actively put together projects that will get you there.Survey respondent Senior leader,manufacturing sector”“Deep Green 2

99、3 24 Deep GreenBy 2025,supplier transparency reaches the number two spot on supply chain sustainability endeavors.To gain these insights,businesses will need new levels of cooperation and coordination with their supply chain partners,and new trusted and secure mechanisms,such as distributed ledgers(

100、blockchain),for both sharing data-driven insights and metrics and modeling out possible scenarios.For example,businesses are combining automation with RFID(radio frequency identification),blockchain technologies and analytics to track materials and products throughout their lifecycle,from extraction

101、 and production to use and disposal.By doing so,they can identify opportunities for reusing and recycling materials and ensure that waste is properly managed.Logistics and transportation is another area where transparent operations are attainable.Using location technologies,analytics and AI,business

102、es can reduce waste by optimizing delivery routes,reducing the need for packaging and lowering the carbon footprint of transportation.Its essential to engage suppliers,distributors and others in the value chain as partners,collaborating with them and seeing the sustainability journey as a shared one

103、.Forward-looking businesses will also be open to atypical partnerships to help them reconceive products and services that they can develop,integrate and deploy to grow with sustainability.Brands owe it to themselves to be honest and transparent and share their journey.Ive repeatedly heard customers

104、and consumers saying,We dont expect you to be perfect;we expect you to be honest.Survey respondent Senior leader,US manufacturerWe have started a project to collaborate with blockchain service providers,where a blockchain node will record our CO2 emission data and energy consumption in a certifiable

105、 and secure way.Survey respondent Senior leader,Spanish insurer”“#3 Expand your sphere of influenceDeep Green 25#3 Expand your sphere of influenceFigure 8:Circular and XaaS models will drive product/service sustainability When did you start,or when do you plan to start,implementing the following ini

106、tiatives related to improving the sustainability of your products and services?Q:Downstream activities encompass the product design itself and what happens when the product is in the customers hands.Our study indicates a relatively lower degree of activity in these downstream activities compared wit

107、h initiatives focused on internal operations and upstream endeavors(see Figure 8).The top three initiatives will lead to new ways of doing business with circular and XaaS modelsSource:Cognizant ResearchBase:3,000 senior executivesAre made from recycled materials or are made to be easily recycledProd

108、ucts and services that:Products and services that:Have a net positive impact on the natural environmentHelp customers save energy or use renewable sources49%39%43%42%40%41%Use design thinking to reimagine productsInclude advice and support to aid consumers in using products and services more sustain

109、ably Are based on sharing business models202020222025Top 3 initiativesIn fact,fewer than half of respondents are engaged in even the top three downstream activities named:using recycled materials(49%),helping customers save energy(43%)and ensuring a net positive impact on the environment(39%).Downst

110、ream initiatives are particularly challenging when they involve influencing and controlling decisions once“the cat is out of the bag”;that is,when the product or service is in the hands of the customer.26 Deep GreenWe launched our first sustainability-linked loan to help our partners and other small

111、-scale businesses grab the opportunity to reduce their carbon footprint.Survey respondent Senior leader,financial services”“#3 Expand your sphere of influenceEver increasing regulatory and public scrutiny makes it mandatory for executives to take control of downstream impacts.As seen with the widely

112、 publicized video of a few years ago,when researchers tried to rescue a turtle that had ingested a plastic straw,its clear that its the manufacturers and sellers of products that are held accountable,not the consumers who dispose of the item improperly.Between now and 2025,the number-one downstream

113、activity will shift from using recyclable materials in products to completely re-imagining product design.This involves exploring innovative solutions,such as new materials and sustainable packaging,to create a closed-loop system that eliminates waste and reduces environmental impact.These types of

114、circular business models focus on designing out waste,retaining the use of products and components,and returning materials to the product lifecycle,thereby building economic,natural and social capital.For example,waste at one end of a value chain could be fresh input for another(using worn-out car t

115、ires to make padded floors in a childrens playground,for instance).In addition,respondents intend to work directly with consumers to educate,advise and incentivize them on making a positive impact on the environment.Doing so will require a deeper understanding of how products are being used by outfi

116、tting the products themselves to convey that information.These new insights will,in turn,support new business and operational models such as“everything as a service”(XaaS)and circular business models.26 Deep GreenDeep Green 27#3 Expand your sphere of influenceBecause XaaS models enable tracking,meas

117、urement and usage details,they open the door to new commercial models based on proactive and predictive services that enhance product performance,extend asset life cycles and enable customer and supplier collaboration.A lighting maker,for instance,offers an as-a-service offering through which custom

118、ers pay for the lighting product only while they use it.At the end of the contract,the company reuses and recycles the products.As a result,customers achieve zero waste,and the company gains a new channel for service and maintenance revenues.In both XaaS and circular business models,the expansion of

119、 influence establishes sustainable practices throughout the value chain.Fortunately,the tools necessary for achieving these innovative approaches are more accessible than many business leaders may realize.Reduce environmental footprint Minimize wasteReduce resource dependencyGenerate increased incom

120、e Circularbusinessmodels Separate waste,reuse Collect at end-of-life Green products Cleaner production Better service By 2025,the number-one downstream activity will be completely re-imagining product design.28 Deep Green28 Deep GreenDeep Green 29 Explore the deeper application of emerging and matur

121、ing technologies,and commercially creative ways to deploy themTheres no doubt that technology is the key to supercharging the sustainability engine behind both internal and external endeavors.Its fair to say,in fact,that todays sustainability needs and opportunities are arriving just as key technolo

122、gies such as AI,blockchain and digital twins are reaching more mature and widespread use.Such advanced technologies are integral to both expanding sustainability into a larger ecosystem and creating products and services that help solve environmental problems rather than just mitigate issues.In our

123、study,respondents have implemented a wide range of technologies to support their sustainability initiatives(see Figure 9).Over half of respondents have deployed a core set of technologiescloud/edge,IoT,artificial intelligence/machine learning(AI/ML)and big data analyticsthat can now be considered ta

124、ble stakes.Figure 9:Core technologies are seeing widespread useWhich of the following technologies have you implemented to improve your environmental sustainability?4Q:For example,many businesses are migrating to more energy-efficient cloud environments and away from on-premises data centerswhich,ac

125、cording to some estimates,account for 2%of global GHG emissions.Its not unusual,in fact,to see businesses reduce the data center footprint by 25%by migrating to cloud.The leading cloud providers,too,are working to bring their services to clients in increasingly sustainable waysmaking the workloads m

126、igrated out of data centers more environmentally friendly.Another example is the use of analytics technologiesdriven by AI and MLto correlate the many and various sustainability variables and get new insights into steering interventions for maximized benefits and minimized cost.With new tools,its no

127、t only CIOs who can understand and use these sophisticated technologies;everyone from product managers to the C-Suite can focus on system outcomes and not the inputs.Source:Cognizant ResearchBase:3,000 senior executivesTop 6 technologies implemented today66%62%58%51%42%28%#1 Cloud/edge#2 IoT#3 AI/ML

128、#4 Big data/analytics#5 IPA/RPA#6 5G30 Deep Green79%75%73%72%70%69%#1 IPA/RPA#2 AI/ML#3 Blockchain#4 Cloud#5 Remote work technologies#6 Big data/analyticsEven more revealing,however,is a look at which technologies respondents cite as having been most effective at driving environmental sustainability

129、(see Figure 10).Its not surprising that five of the six technologies most widely implemented by respondents were also in the top six most effective technologies.But the research does reveal two unexpected findings.One of these stand-out findings is the wide gap between the percent of respondents usi

130、ng intelligent process automation and robotic process automation(IPA/RPA)(42%)and the percent citing it as effective or highly effective in advancing their sustainability strategy(79%).In fact,IPA jumps from the top five most implemented technology to the number one in effectiveness.Q:#4 Explore dee

131、per application of technologyTop 6 most effective technologies todayIPA jumps from the top five most implemented technology to the number one in effectivenessWhile blockchain doesnt make it to the top-six list of technologies used,73%of those whove implemented it are convinced of its effectivenessTh

132、is is primarily because intelligent automation tools can greatly enhance internal operations,leading to greater efficiency and thus,sustainability.Further,by leveraging these insights into internal efficiencies,and applying them to processes upstream and downstream,businesses can also collect and or

133、ganize data from sources that were previously inaccessible or too labor-intensive to manage.Examples include handwritten documentation from suppliers,or the collation of data relating to customer behavior.Figure 10:Bold tech decisions pay off with high effectiveness scoresHow effective has each tech

134、nology youve implemented been in improving your environmental sustainability?(Percent of respondents naming each as effective or highly effective)Source:Cognizant ResearchBase:3,000 senior executivesDeep Green 31 A second standout technology is blockchain.With just 26%of respondents having implement

135、ed this technology,blockchain doesnt even make it to the top-six list.However,73%of those whove implemented it are convinced of its effectiveness,boosting it to number three of the top six most effective technologies.A key benefit of blockchain is its public ledger of immutable records.This highly s

136、ecure and“trustless”technology provides transparency between suppliers and customers regarding everything from the origin of components and ingredients used in products,to their journey through the supply chain,all without revealing competitively sensitive information.Food companies from Bumble Bee

137、Foods to Nestle use blockchain technology to share information on ethical sourcing and the environmental impact of producing the end product.The somewhat low percent of respondents using blockchain could partly be attributable to its relatively new emergence into the enterprise world and,in some cas

138、es,the negative connotations stemming from its association with“crypto”activities.Its also true that some forms of blockchain can be detrimental to the environment due to their power usage,but low-power alternatives have no greater impact on the environment than other technologies and can be powered

139、 by renewable energy sources.Another technology notable for its usage versus effectiveness gap is digital twins,which are virtual representations of physical things,from tech infrastructures to factories.Although theyre used by just 8%of respondents,40%of them say digital twins are effective or high

140、ly effective.In particular,digital twins hold much promise for supporting upstream and downstream sustainability initiatives.By creating them,businesses can test and reconfigure their(real)supply chain or logistics networks to slash their carbon emissions,redesign their water management systems and

141、realize more responsible sourcing strategies.By developing digital twin ecosystems,businesses and other stakeholders can model the impacts of their decisions on areas of the economy far beyond their immediate value chains.In our survey,well over half of respondents(62%)believe that yet more signific

142、ant technological advancements are needed to achieve net-zero ambitions.But from what were seeing,the technology is already heretheres no“magic bullet”solution thats yet to emerge.Instead,whats needed are the bold decisions to move into new technology areas that are showing high rates of effectivene

143、ss now and that can support the more complex endeavors involved in managing Scope 3 emissions.By doing so,businesses can expand their sphere of influence and promote collaboration and transparency throughout the value chain.#4 Explore deeper application of technology73%Of those firms that have imple

144、mented blockchain are convinced of its effectiveness 62%Think more significant tech advances are needed.But in actuality,the technology needed for sustainable initiatives is here today32 Deep Green32 Deep GreenDeep Green 33 Evolve power structures to allow for necessary shifts in culture and account

145、abilityBecoming sustainable to the coredeeply greenis a full-company endeavor that will impact all levels and areas of the business.Essentially,no aspect of the business will be untouched.Its a top,down and sideways undertaking to shift from doing business more sustainably to being a sustainable bus

146、iness.It barely needs to be said:Sustainability strategies are only as effective as the businesss ability to deploy them.This means strategies need to be sufficiently funded and clearly communicated.It means everyone in the organization is aware of their role and incentivized to fulfill it.It means

147、investing in the right talent and preparing the ground for the often-profound organizational change that will be necessary.And it means the people held accountable for achieving strategic sustainability goals are the ones empowered to make the bold decisions and disruptive changes needed to achieve

148、expected outcomes.But thats not what were seeing in our survey data.When we asked respondents to describe the responsibility and accountability structures in their organization,the resulting power equation appears out of balance.For the majority of respondents,its the top of the organizationthe CEOw

149、ho creates and signs off on the strategy and allocates budget.As would be expected,the responsibility for executing the strategy cascades down to the lower levels of the hierarchy,such as the chief sustainability officer(CSO),senior managers and department or functional managers.534 Deep GreenFigure

150、 11:New leadership models are needed How is responsibility and funding for your environmental sustainability strategy spread across your company?Chief Executive Officer55%16%34%20%66%16%38%19%8%11%50%51%8%12%52%56%Who allocates budget for the sustainability strategy?Who gives approval/sign off for f

151、inal strategy?Who is accountable for delivering?Whose performance is measured against the strategy targets?Chief Operating OfficerChief Sustainability Officer/nominated head of sustainability or equivalentCollective senior management teamQ:#5 Evolve power structuresSource:Cognizant ResearchBase:3,00

152、0 senior executivesDeep Green 35 Q:Whats misaligned,however,is who in the organization is held accountable for their performance in reaching the strategic sustainability goals.Rather than the strategy creators(usually the CEO)and budget approvers(CEOs and CFOs)taking ownership for the strategys outc

153、omes,its the CSOs and senior managers whose performance is measured against meeting sustainability targets.Only in a tiny minority of cases is the strategy creators performance tied to sustainability goals(see Figure 11).This is not to say that the senior manager and CSO roles should not be held acc

154、ountable but that the accountability should be more evenly shared.This will require leadership models to evolve.While the power structure is more balanced when it comes to the CSOs rolewith a more even ratio of responsibility for strategy creation and sign-off and accountabilitythe balance still see

155、ms misaligned.With 60%of study respondents seeing an increased demand in their organization for creating a dedicated CSO role,it stands to reason that the CSO should be empowered with the authority and resources to champion sustainability initiatives at the same level as their C-suite peers.With thi

156、s organizational misalignment,its no wonder that,when asked to name the top challenges of setting and achieving their sustainability goals,respondents top responses were all indicative of this imbalance of strategy and accountability.The challenges respondents named include a lack of alignment betwe

157、en different business units and stakeholders,lack of strategic clarity,and a lack of awareness,skills or broader understanding of sustainabilityall named by over one-third of respondents(see Figure 12).Figure 12:Revised power structures will solve key challengesWhich of the following internal challe

158、nges inhibit progress toward setting and achieving your environmental sustainability goals the most?#5 Evolve power structures39%Lack of alignment between different business units and stakeholders38%Lack of strategic clarity of environmental sustainability roadmap35%Lack of awareness,skills or broad

159、er understanding of sustainability among staff33%Lack,scarcity or high cost of specialized talent required to execute strategy31%Mature technology solutions suitable for our business are not available31%Specialized technology required is too expensive30%Inflexible and inefficient business processes3

160、0%Difficulty collaborating with suppliersSource:Cognizant ResearchBase:3,000 senior executives36 Deep GreenLack of skillsnamed as a top-three challengeis emerging as a particular concern for businesses that aim to lead in sustainability.Businesses must first recognize the competencies needed to buil

161、d a climate-smart workforce and then make training available to every employee on a role-by-role basis.Good curriculum already exists for basic climate literacy and position-specific training,so this can readily be done.The fact is,the entire workforce needs to share responsibility for realizing sus

162、tainability goals.Businesses need to ensure everyone is aware of sustainability goals and is motivated to contribute to them.While sustainability ambassadors are vital,it will take a wide array of people in the organization to build,share and monitor baselines,targets and plans.For this reason,incen

163、tive systems are key to reward those who fulfill their responsibility in meeting sustainability targets.In our study,only 32%of the participants reported incentivizing employees at all levels to improve sustainability in their workplace.However,a significant 71%of the respondents identified incentiv

164、ization as the most effective method for promoting a cultural shift towards sustainable practices.With a structural rebalance of power,a reskilling of the workforce and employee empowerment,senior leaders will have the pieces in place to inspire the rest of the business to embody a culture that valu

165、es incorporating sustainability into every aspect of operations,partnerships and products.#5 Evolve power structuresDeep Green 37 Deep Green 37 38 Deep GreenFinal wordThe world has awakened to the dire needs of our planet,its resources and the diverse forms of life that populate it.And for businesse

166、s,that means finding a path forwardfar beyond“business-as-usual”to an as-yet undefined way of producing goods and services that meet both economic and environmental needs.We feel sure that businesses will find that path.Driven by ingenuity,a collaborative spirit and the courage to change,business le

167、aders will meet the call for radical transparency,authenticity and resilience,in tune with the prevailing winds of change.In the name of sustainability,we will see these businesses put aside old competitive tropes to form atypical partnerships,creatively deploy emerging and maturing technologies,and

168、 boldly seek commercial differentiation from their sustainability leadership.The pieces and parts are thereit will be the winners who assemble them.What you do next as a leader is critical.Whatever path you take demands humility,open-mindedness,and a willingness to partner to address the complex and

169、 interconnected challenges of the day.It wont be long before the ideas of“sustainability”and“business”become one and the same,as the two become intertwined in a deeply green world.38 Deep GreenDeep Green 39 AuthorsEuan DavisAssociate Vice President,Head of Cognizant ResearchEuan Davis leads thought

170、leadership worldwide at Cognizant.He determines the strategic thought leadership themes for the company,from shifting customer dynamics and accelerated digitization to sustainability and corporate resilience.He leads a team of thinkers and writers.Euan is a sought-after advisor and keynote presenter

171、 on issues,trends and emerging opportunities.He joined Cognizant in 2013 to set up a think tank called the Center for the Future of Work(Europe).He now assumes leadership of Cognizant Research globally.Before joining Cognizant,Euan served as a Principal Analyst for Forrester Research based in London

172、.He holds a BA degree from Portsmouth University and resides in Cambridge,UK.Email:Euan.D LinkedIn: RobertsSenior Manager,Cognizant ResearchDuncan Roberts is a Senior Manager in Cognizant Research.He joined the company in 2019 as a digital strategy and transformation consultant in industries ranging

173、 from satellite communications to educational assessment.He has advised clients on utilizing technology to meet strategic objectives and discover the art of the possible through innovation.Before Cognizant,Duncan worked for one of the largest publishing houses in Europe,playing a leading role in the

174、 digital publishing revolution,helping transform their operations and launching new innovative products.He holds a Masters in Philosophy and Classics from the University of St.Andrews.Email:Duncan.R LinkedIn: Deep GreenAuthorsPhilip Smith Global Head of Cognizants Sustainability Advisory Practice Ph

175、ilip Smith has spent over 20 years supporting clients in multiple vertical and geographic markets and addressing their sustainability challenges through the lenses of policy,regulation,strategy,technology and organizational change.Email:Philip.S LinkedIn: Mathew Vice President and Global Head of Cog

176、nizants Sustainability Services and EngineeringManoj Mathew has over 22 years of experience across multiple industries globally,advising clients and delivering on transformation by rethinking business operating models to deliver on sustainability goals.He is passionate about developing a systems app

177、roach to engineering sustainability goals into supply chains.Email: LinkedIn: The authors would like to thank Catrinel Bartolomeu,Director of Storytelling&Content at Cognizant,Sophia Mendelsohn,Chief Sustainability Officer at Cognizant,and Mary Brandel,editor,for their contributions to this report.D

178、eep Green 41 MethodologyCognizant commissioned Oxford Economics to design and conduct a survey of 3,000 C-suite and senior executives,including individuals at the C-suite and VP levels,from large corporations around the world.Our focus was on those who play a significant role in shaping,contributing

179、 to or making final decisions on their organizations environmentally sustainable operations.The survey was conducted between Q4 2022 and Q1 2023 via computer-assisted telephone interviewing(CATI).Respondents were evenly distributed across the following geographies and industries:Geographies North Am

180、erica(US and Canada)Europe(UK and Ireland,France,Germany,Switzerland,Belgium,Luxembourg,the Netherlands,Denmark,Finland,Norway,Sweden,Italy and Spain)Asia Pacific(Singapore,Australia and UAE)Company size All respondents were from organizations with over$250 million in revenues.10%:$250 million to$49

181、9 million 10%:$500 million to$999 million 80%:$1 billion or more in revenueIndustries Banking&capital markets Food&agriculture Insurance Life sciences Manufacturing&automotive Retail&consumer goods Telecommunications&technology Transportation&logistics Energy&utilities Media&entertainment(A smaller

182、group was from the public sector)In addition to the quantitative survey,Oxford Economics conducted 24 in-depth interviews with executives across the countries and industries surveyed.The conversations covered the major themes in this report,providing real-life case studies on the challenges faced by

183、 businesses and the actions they are taking.The resulting insights offer a variety of perspectives on sustainability initiatives.Copyright 2023,Cognizant.All rights reserved.No part of this document may be reproduced,stored in a retrieval system,transmitted in any form or by any means,electronic,mec

184、hanical,photocopying,recording,or otherwise,without the express written permission of Cognizant.The information contained herein is subject to change without notice.All other trademarks mentioned here in are the property of their respective owners.May 2023|WF 1768100About CognizantCognizant(Nasdaq-1

185、00:CTSH)is one of the worlds leading professional services companies,transforming clients business,operating and technology models for the digital era.Our unique industry-based,consultative approach helps clients envision,build and run more inno-vative and efficient businesses.Headquartered in the U

186、S,Cognizant is ranked 185 on the Fortune 500 and is consistently listed among the most admired companies in the world.Learn how Cognizant helps clients lead with digital at or follow us Cognizant.Cognizant ResearchAt Cognizant Research,we help leaders make sense of todays volatile socio-economic cli

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