1、Author:Mark Newman,Chief AnalystSponsored by:labsknowledgecode+frameworkstraining+accreditationoperationalmaking thembenchmarks:telecoms businessesfit for future2contents03 Chapter 1 What is an operational benchmark and why do they matter?08 Chapter 2 Are todays benchmarks fit for tomorrows CSPs?15

2、Chapter 3 What should future operational benchmarks look like:15 1.Benchmarks for a software organization16 2.Benchmarks to measure business value17 3.Benchmarks,KPIs or targets for automation18 4.Benchmarks that avoid a capex versus opex divide18 5.Benchmarks to prioritize customer experience20 6.B

3、enchmarks for employee satisfaction21 7.Benchmarks for sustainability21 8.Benchmarks that look beyond telecoms23CHAPTER 1what is an operational benchmark and why do they matter?For Steve Jobs it was all about quality.Jeff Bezos is obsessed with customer experience.And for Henry Ford,more than 100 ye

4、ars ago,manufacturing success was built on a focus on time,materials and energy.These are just three examples of business leaders,and companies,who believed that adopting certain principles and approaches to running their business was crucial to delivering financial success.But how do you embed thes

5、e principles,these business philosophies,into an organization?The key to ensuring that they are rules by which a company lives and breathes,rather than a mere slogan,is to use key performance indicators and operational benchmarks to shape the work of individuals,teams and whole departments and funct

6、ions.Apple under Steve Jobs was famed for its commitment to delivering quality products.It reduced the number of its product lines from 15 to four in the late 1990s in order to have more people working on each product and to reduce cycle time for upgrades.A belief in expertise runs through the entir

7、e organization.“Its fundamental belief is that those with the most expertise and experience in a domain should have decision rights for that domain”notes a 2020 article from Harvard Business Review on the keys to Apples success.The article also points to a“deep immersion in detail”which“isnt just a

8、concern that is pushed down to lower-level people;it is central at the leadership level”.While expertise and attention to detail are prized assets at Apple,customer focus is the obsession of Amazon founder and CEO Jeff Bezos.“The number one thing that has made us successful by far is obsessive compu

9、lsive focus on the customer”noted Bezos in one of his annual letters to shareholders.Its leadership principles are spelled out on its website:“Our unique Amazon culture,described by our Leadership Principles,helps us relentlessly pursue our mission of being Earths most customer-centric company,best

10、employer,and safest place to work.”The key to ensuring that business philosophies are rules by which a company lives and breathes is to use operational benchmarks4Data-driven decision-making sits at the heart of the Amazon organization.It is central to how the company meets customer expectations and

11、 how the performance of individuals and teams is measured.Operator prioritiesTelecoms,on the whole,doesnt really have maverick bosses like Jeff Bezos,Steve Jobs or Henry Ford who impose their characters on the companies they lead.One exception that comes to mind is John Legere,former CEO of T-Mobile

12、 US,who championed the operators Uncarrier brand and positioned himself as an underdog railing against the antiquated and inadequate customer service and pricing practices of incumbent mobile operators.But telecoms operators generally tend to be pragmatic.As the era of competitive telecoms markets h

13、ave evolved and matured,their priorities and focus have evolved.In the 1980s and 1990s,when the mobile industry exploded into life,operators needed to do whatever was necessary to scale their business network,operations and distribution to meet demand.This meant outsourcing functions such as IT and

14、retail.Networks were(and still are)also largely outsourced functions with operators giving one or two vendors end-to-end responsibility for installing them.Such was the phenomenal growth of the operator business that cost control was not a major focus.Customers were not unduly concerned with custome

15、r service because they were so taken with mobile phones and mobile communications that the benefits of such a new technology hugely outweighed any poor customer experience.But as the industry has matured,and growth has slowed,operators have inevitably had to focus more on cost management and efficie

16、ncy gains.That is not to say that operators do not believe in the importance of delivering a strong customer experience every operator tracks its Net Promoter Score(NPS)or a similar customer experience tool.But when it comes to the teams that operate the network and the IT systems that support the n

17、etwork,the business and its customers,managing costs is very much the focus.Indeed,IT and to a degree networks tend to be seen as cost items for the business rather than ones which enable operators to differentiate the products and services they offer.As the industry has matured,and growth has slowe

18、d,operators have inevitably had to focus more on cost management and efficiency gains5Understanding a technology function within a telecoms operator business is extremely difficult because of the complex web of systems,suppliers,integrators and outsourced functions that has arisen over a period of 2

19、0-30 years.Consulting firms such as Kearney help operators to understand whether they are getting value for money from their technology functions through benchmarking assessments.Kearneys Global Competitive Benchmarking(GCB)tool compares the cost indirect costs,direct costs,capex and assets of 60 ac

20、tivities at operators globally.Operators often use GCB as a starting point for a large-scale transformation or to measure the effectiveness of ongoing transformation programs.But GCB only compares operators costs with each other it does not compare their costs with companies in other sectors.Global

21、Competitive Benchmarking is the starting point for a corporate transformationTM Forum,2022(Source:Kearney analysis)Global Competitive BenchmarkingRoot cause analysisCost themes identificationTransformation programIdentify opportunities across the telco operations.Identify targets on an activity and

22、business-unit level.Assess the operational performance via more than 1,000 key performance indicators Examine the identified opportunity areas in greater detail.Identify the root causes of the gap.(“Why is there a gap?”)Quantify the impact of the root cause on the gap.Identify common cost themesacro

23、ss the organization,triggeredby the identified root causes.Prioritize areas and themes for the transformation across the organization.Set up the transformation program across the identified cost themes and the business unit or functional perspective.Set clear targets across workstreams in a transfor

24、mation program either to close the gap or to achieve a target cost.See whether the measures closethe gap.6In the summer of 2022 we conducted a survey of 103 technology leaders working for telecoms operators across the world to understand how communications service providers(CSPs)benchmark their orga

25、nizations today and how they expect their approaches to change in future.What operational benchmarks do you currently use to measure the efficiency of your business?We provided them with nine different benchmarks,six of which can be considered financial benchmarks and three of which are more about t

26、he operators customers.Six out of ten said they used comparisons with other operators the type of comparisons provided by firms such as Kearney.But only one in three respondents said they compared their costs with non-telecoms companies.This is not to say that they would not welcome such benchmarkin

27、g opportunities.The real problem is getting the right data to make the comparisons.“Sometimes we try to do some kind of benchmarking with hyperscalers on the operations side to figure out how many people we really need on operations versus development,but its difficult to get real numbers,”says Swis

28、scom CEO Christoph Aeschlimann.%we use this benchmark now and it will be important in the future%we do not use this now but it will be important in the future%we do not use this now and will not use it in the future 31.73%47.12%21.15%comparisons(in terms of costs)with non-telecoms companies(eg digit

29、al service providers/hyperscalers)61.54%26.92%11.54%comparisons(in terms of costs)with other telecoms operators54.08%24.49%21.43%return on capital employed(ROCE)81.73%15.38%2.88%operational costs per revenue49.51%35.92%14.56%total number of employees needed to support your customers79%14%7%capex per

30、 revenue94.12%3.92%1.96%customer satisfaction73.08%25%1.92%time to market for new products and services74.51%22.55%2.94%usage/engagement(for example usage of digital apps)7Capex is kingFour out of five respondents to our survey said they used capex to revenues and opex to revenues as operational ben

31、chmarks.Capex levels have been outpacing revenues for many operators in mature telecoms markets in recent years.This is because of telco revenue stagnation in these countries and heavy investment that operators have been making in deploying fiber and 4G/5G networks.In competitive telecoms markets,op

32、erators that fail to invest in new fixed and mobile broadband networks risk losing customers to others.One of the most popular financial metrics used by both CSPs and their shareholders to track underlying profitability is Earnings Before Interest,Tax,Depreciation and Amortization(EBITDA).This does

33、not incorporate capex and,as such,does not take into account increased spending on networks.But another financial metric,Return on Capital Employed(ROCE),which is often used in capital intensive industries like telecoms or utilities,does consider both debt and equity.Just over half of respondents in

34、 our survey said their companies use return on capital employed as a KPI for their business.But with valuations of telecoms operators in decline,investors may start to pay greater attention to ROCE.A September 2020 article in the Financial Times exploring“why telecoms groups have fallen out of fashi

35、on with investors”notes the heavy debt burdens weighing down many CSPs as a result of acquisition sprees and hefty network investment:“Analysts argue that companies need to be judged on return on capital employed that is,whether they are creating value from the huge investments shareholders are fund

36、ing.”Benchmarks drive behaviorA belief in the value of EBITDA to measure the companys underlying performance can result in certain attitudes and behaviors towards spending on technology and services.Indeed,it can create a perception that capex represents sound investment and opex is spending which n

37、eeds to be constantly questioned and reviewed.In recent years many CSPs have committed to year-on-year cuts in opex departmental belt-tightening exercises which tend to result in job losses.In competitive telecoms markets,operators that fail to invest in new fixed and mobile broadband networks risk

38、losing customers to others8Telecoms operators today find themselves facing strong competition from a new generation of low-cost,asset light communications service providers(CSPs),and struggling to identify areas for expansion in an ICT services landscape dominated by hyperscale network operators.If

39、CSPs are to compete with these companies,surely they need to benchmark themselves against them?We asked our survey respondents which types of companies they should be benchmarking themselves against.Unsurprisingly,our respondents considered other telecoms operators to be most relevant in terms of be

40、nchmarking.But this means that they are not necessarily benchmarking themselves against other companies which deliver telecoms services but which do not own telecoms networks(see graphic on p.9).CSPs have faced competition from mobile virtual network operators(MVNOs)in their retail businesses for ma

41、ny years.And now a new generation of so-called digital brands is emerging,using mobile apps as their route to market and which see themselves as digitally native organizations.These companies can support hundreds of thousands or even millions of customers with a workforce of,perhaps,20-50 people.The

42、 answer“other telecoms operators”was followed by three different categories of cloud-native organizations:cloud-based consumer service providers(such as Spotify and Netflix),cloud-based B2B service providers(such as SAP and Salesforce)and hyperscale network operators.Even though CSPs have come to ac

43、cept that competing with these types of companies is beyond their capabilities,they do aspire to build similar in-house technology capabilities and organizational structures.There was less belief in the relevance of professional services firms or tower/digital infrastructure companies as organizatio

44、ns against which CSPs should benchmark CHAPTER 2are todays benchmarks fit for tomorrows CSPs?As the telecoms operator business evolves,it may become appropriate for CSPs to benchmark themselves against other types of organizations 9themselves.On the one hand this is understandable.Professional servi

45、ces firms such as Accenture have a business model that is based on using people to deliver value to their customers.And tower/digital infrastructure companies sell access to their infrastructure to telecoms operators and other service providers rather than the wider business and consumer community.B

46、ut in future,as the telecoms operator business evolves,it may become appropriate for CSPs to benchmark themselves against both types of organizations.extremelyrelevantquiterelevantnotrelevanthyperscalers/public cloud companiesother(best in class)telecoms operatorscloud-based enterprise service provi

47、ders(e.g.Salesforce)cloud-based consumer service providers(e.g.Netflix)companies in other verticalsprofessional services firmstower/infrastructure companies36.11%54.63%9.26%76.85%18.52%4.63%31.48%54.63%13.89%40.74%46.30%12.96%25%44.44%30.56%25.23%39.25%35.51%25.93%38.89%35.19%Which types of companie

48、s should operators compare themselves with in terms of operational metrics in the context of becoming techcos?10Diversifying businessesMany tier-one CSPs are expanding their capabilities in the delivery of end-to-end services in sectors such as cybersecurity and cloud management.Their role in the de

49、livery of edge computing services is more likely to be as systems integrators than as a provider of computing infrastructure or platforms.Some CSPs are building specific IT services capabilities in vertical sectors.Australian telco Telstra,for example,has ambitions to be a leading provider of IT ser

50、vices to the healthcare sector.But on the whole such businesses are not yet the profit generators operators would hope for.CSPs managed and IT services businesses today operate with EBITDA margins in the range of 5%-10%compared with closer to 20%for some of the leading professional services firms.To

51、wer companies have come to the fore in the telecoms industry in recent years as CSPs across the world have either sold off or spun out and sold their passive mobile infrastructure businesses.There has been strong investor appetite in these businesses and this has sparked intense debate about whether

52、 CSPs should separate out their entire network businesses to generate shareholder value.But for the time being,there are very few examples of CSPs that have entirely separated out their network and services businesses(sometimes called a netco-servco model).They include Danish telecoms operator TDC,w

53、hich now comprises two companies,TDC Net(the netco)and Nuuday(the servco).More recently,Italian telecoms group TIM has committed to a structural separation.The more companies that successfully separate out their network and services businesses,the greater attention there will be on CSPs that do not.

54、And even if most CSPs remain integrated,the recent dip in their share prices,and their longer-term stagnation,means that shareholders will want to see a clear commitment to operators driving efficiencies in their networks and services.The more companies that successfully separate out their network a

55、nd services businesses,the greater attention there will be on CSPs that do not11From telco to techcoFaced with this supreme challenge of both finding new revenues and cutting costs,many telecoms operators are seeking to reinvent themselves,to change their DNA and become more like the digital-native

56、organizations that dominate todays technology landscape.The term“telco to techco”is often used to describe this reinvention.But what exactly is a techco?We asked our survey respondents both CSPs and their technology suppliers to consider six functions or characteristics of techcos and to say which o

57、nes they considered to be most important.Which traits do you associate with being a techco?50%100%50%essentialimportantessentialimportantvendors100%50%100%50%100%50%100%50%100%12Many of these traits were seen by our respondents as either essential or important.In some cases operators already have th

58、ese characteristics embedded as part of their medium-to-long term strategies they include serving customers uniquely(or predominantly)via digital touchpoints and adopting cloud-native approaches across the organization.But when it comes to the adoption of platform business models or basing product d

59、evelopment on customer data,these represent aspirations rather than genuine strategies for the vast majority of CSPs.Similarly,building a developer community is an ambition for a small percentage of operators but not part of any corporate plan.As technology leaders consider how they must transform t

60、heir organizations they face a number of questions that go to the very heart of how telecoms operators function and the role of technology.They include:Which technologies,functions,assets and capabilities generate value for the organization?What is the relationship between the technology that we acq

61、uire,build and integrate on the one hand and,on the other,the new services and value propositions for our customers?What skills and functions do I need to insource?How do I extract maximum value from my vendors?Do I need to change how I procure technology to fit with this new approach?As they wrestl

62、e with these questions it becomes clear pretty quickly that many of the tried and tested approaches,principles and beliefs need to be revisited and,in some cases,overhauled.Difficult conversations may be needed with other parts of the organization for example,the lines of business and the finance an

63、d procurement functions.Such conversations are intended to assess the value measured in terms of revenues,costs and customer experience that technology brings to the business.As technology leaders consider how they must transform their organizations they face a number of questions that go to the ver

64、y heart of how telecoms operators function13“What is the total cost of ownership today?What is the business value?What is the total cost of ownership going to be tomorrow?”asks Verizon Global CIO Shankar Arumugavelu.“It may be higher than what Im doing today.But its going to be significantly higher

65、business value Im going to get out of that.That is the discussion you sit and have with the business units and the CFO.”Opex trendsAs operators embrace cloud-native approaches and principles,how and where they invest will necessarily change.These changes include:Migration of applications and workloa

66、ds to the cloud and,in some cases,a public cloud-first policy A desire to insource technology expertise A preference for procuring software services rather than licenses and a more agile approach to procurement more broadly.Taken in combination,these new approaches to technology development and proc

67、urement will result in an increase in opex levels.This comes at a time when many CSPs are committing to year-on-year reductions in opex.Vodafone,for example,has announced that it will be cutting operating costs by 1 billion euros over the next three years.Increasingly this will require a transition

68、from a simple cross-departmental cost-cutting exercise to one that is based on automating processes and benefiting from the resulting headcount reduction.Digitization and automation was one of the three initiatives the other two being group-wide streamlining and simplification and energy consumption

69、 referenced by Vodafone in its cost-cutting announcement.“What is the total cost of ownership today?What is the business value?What is the total cost of ownership going to be tomorrow?That is the discussion you sit and have with the business units and the CFO.”14Defining automation goals Deriving be

70、nefits from automation is pretty near the top of every CSPs to-do list,although it is more pressing for some(such as Vodafone)than others.But having a clear idea or at least a vision of what can be achieved from automation is a different matter entirely.Is automation primarily aimed at securing effi

71、ciency gains and eliminating manual operational roles?To what extent might it also represent an investment in delivering better digital experiences for customers?Without defining a clear set of strategies and goals for automation and a set of KPIs and operational benchmarks to help CSPs track their

72、progress there is a risk that a hasty,ill-conceived and unstructured approach will store up future problems and inefficiencies for the business.An automation maturity model is a good place to start.This should involve mapping out current processes to identify what can be streamlined.This may involve

73、 improving or eliminating some processes before they are automated.One particular challenge for CSPs is the fragmentation of business-critical processes across multiple software systems and teams.As a result,prioritization is an important part of the process of goal-setting.Recurring processes,for e

74、xample,are prime candidates to be first in line for automation.In the final chapter we explore what future operational benchmarks should look like.We identify eight new approaches to operational benchmarks to help CSPs transform their organizations and create value for their customers.Without defini

75、ng a clear set of strategies and goals for automation there is a risk that a hasty,unstructured approach will store up future problems and inefficiencies for the business 15CHAPTER 3what should future operational benchmarks look like?The realities of competing in todays telecoms and ICT markets and

76、the need to drive greater efficiencies necessarily shape the operational benchmarks that CSPs need to adopt.But at the same time,when it comes to metrics and benchmarks specifically applied to technology functions,its important that CSPs see technology as more than just a function whose costs need t

77、o be managed.Technology holds the key to unlocking new capabilities and revenue streams.It can be a differentiator for a telecoms operator.We have identified eight new approaches to operational benchmarks that CSPs should adopt particularly if they are looking to transform the very fabric and nature

78、 of their organizations and how they create value for their customers.1.Benchmarks for a software organizationWhile the commitment to building in-house software capabilities varies hugely,there is a clear trend towards recruiting new skills and retraining existing employees.If they are to be success

79、ful this is not the first time that CSPs have tried to insource their technology they will need to borrow some of the KPIs adopted in the wider enterprise IT market.These may include:Cycle times for developing,testing and launching software A clear and transparent approach for testing the quality of

80、 code particularly when partnering with third-party vendors Targets for the in-house development of software Targets for the reuse of application componentsTechnology holds the key to unlocking new capabilities and revenue streams.It can be a differentiator for a telecoms operator16 Targets for the

81、adoption of open APIs(and for vendor conformance to these APIs)Reduction in spending on integration,as more of this is insourced and as a function of the transition from software customization to software configuration.In addition to these specific KPIs or benchmarks,CSPs may need to adopt a governa

82、nce program to ensure that small,autonomous and self-governing teams work within common technology frameworks that enable flexibility,openness and scale.Some are also introducing“golden rules”to help give a common purpose and sense of direction and prioritization to their technology teams(see graphi

83、c below).2.Benchmarks to measure business valueIn our conversations with technology leaders for this research report the concept of value was a recurring theme.But what do we really mean by value?The term Total Value of Ownership(TVO)was coined by Gartner in 2003 as a methodology to analyze and meas

84、ure the value of IT investments.It can be used to value the other benefits that may flow from an IT investment and which may offset the total cost of ownership.This is particularly apposite to CSP adoption of open APIs and the building of capabilities such as network-as-a-service(NaaS).In both cases

85、 the starting point is investing in capabilities to simplify the integration of technology assets and components.But they can also be exposed to customers and developers as CSPs try to create additional value.“Whatever were building internally,we also have the mindset that we could expose it externa

86、lly,”says Atilla Tinic,CIO of start-up US mobile operator Dish Wireless.“When we consider network-as-a-service,the starting point the initial justification for investment in NaaS is that by exposing a technology as a service it makes it easier to integrate other technologies and systems.But NaaS can

87、 also be seen as a product capability because these services can also be exposed to customers.”cloud-nativeAPI firstalways securestandardized toolingdata-drivenalways-onautomationsystematic reuselifecycle managementstandardsgolden rulesGovernance173.Benchmarks,KPIs or targets for automationAutomatio

88、n is a priority for every IT and network organization.Building an overall strategy with clear goals,priorities and targets will be important to avoid a haphazard approach that risks embedding existing(inefficient)processes and the duplication of processes across different teams and systems.automatio

89、n maturity modellingCSPs are building out a roadmap for the automation of operations across their network and IT teamsbut how do they benchmark their progress and drive best practice between functions and departments?some CSPs are now seeking to build automation maturity models where they score thei

90、r level of automation across LEVEL 5 fully autonomous networkthe system possesses closed-loop automotion capabilities across multiple services,multiple domains(including partners domains)and the entire lifecycleLEVEL 4 highly autonomous networkin a more complicated,cross-domain environment,the syste

91、m enables decision-making based on predictive analysis or active closed-loop management of service-driven and customer experience-driven networksLEVEL 3 conditional autonomous networkthe system senses real-time environmental changes and in certain network domains will optimize and adjust itself to t

92、he external environment in order to enable intent-based,closed-loop managementLEVEL 2 partial autonomous networkthe system enables closed-loop operations and maintenance for specific units based on AI modelling under certain external environmentsLEVEL 1 assisted operations and maintenancethe system

93、executes a specific,repetitive subtask based on pre-configurationLEVEL 0 manual operations and maintenancethe system delivers assisited monitoring capabilities,but all dynamic tasks must be executed manually184.Benchmarks that avoid a capex versus opex divideThe belief that capex creates long-term v

94、alue for the CSP business while opex is a cost to be managed down is one that has always existed in telecoms operators.But attitudes are starting to change.There is a growing realization that for operators to a)become more agile organizations that are able to capitalize on market opportunities and a

95、ddress challenges and b)extract maximum value from their vendor partners they need to change what technology and services they buy and how they buy it.Creating specific new operational benchmarks to help with this process is challenging.It may be more of a question of working with the finance functi

96、on to look differently at indirect costs.The CTIO of one central European CSP explains how his organization is already approaching this.“We have an agreement with finance,with the CFO,to move away from our traditional approach of how we look at indirect costs,”he says.“If we look at salaries,in the

97、past we have had a target to reduce them.This made it impossible to in-source technology development because we had targets to reduce indirect costs and this basically meant staff costs.So now we have moved from looking only at indirect costs to looking at contribution margin.This means we can incre

98、ase our salary costs because these people are working on capex-able stuff and the opex impact is neutralized.”5.Benchmarks to prioritize customer experienceMost CSPs say that delivering a stronger customer experience is a priority.But when it comes to benchmarking their performance typically through

99、 the use of Net Promoter Score their focus tends to be more on gradual improvement(from a low base)and comparisons with their competitors.They are nowhere close to competing in terms of customer experience with leading digital brands.Options for setting more ambitious benchmarks include:Comparing th

100、emselves with companies in other(traditional)sectors.For example,banks have built strong digital experiences with high customer take-up and have,arguably,overtaken telecoms operators.There is a growing realization that for operators to become more agile organizations and extract maximum value from t

101、heir vendor partners they need to change what technology and services they buy and how they buy it19 Embracing a broader set of customer experience KPIs for example,churn,loyalty,customer lifetime value,usage of digital apps and channels,and customer engagement.Making the delivery of a stronger cust

102、omer experience part of the remuneration/rewards package for the whole workforce.responding to the customer experiencenet promoter score for B2C and B2B servicescustomer engagement/adoption of new products and services(e.g.mobile apps)churn rates/loyaltynetwork experience(use of customer/network ana

103、lytics tools such as Opensignal or RootMetrics)employee impact on customer experience(or on colleagues/functions that impact customer experience)206.Benchmarks for employee satisfactionThere is a race for talent within telecoms and the broader tech sector.And employee retention when it comes to new

104、skills needs to be as big a focus as recruitment.When it comes to technology strategy there is a strong case to be made for measuring employee satisfaction the extent to which technology teams endorse technology choices and decisions.Employeessharing/transparency of KPIs across the organizationtarge

105、ts for diversity and inclusiondigital and software skills training and retrainingadoption of individual employee and team Objectives and Key Results(OKRs)to create alignment and engagement around measurable goals217.Benchmarks for sustainabilityThis area is a growing focus for telecoms operators.Com

106、mitments to achieving specific goals and timetables now take up a large section of annual reports.As such they need to be factored into any technology strategy or investment.Environment and sustainability 8.Benchmarks that look beyond telecomsBenchmarking with companies in other industries is extrem

107、ely difficult because of the complexity and specificity of the telecoms business.But this does not mean that specific functions cannot be benchmarked.Customer experience is a good example.But CSPs might also be able to benchmark their entire services organizations against,for example,MVNOs or new di

108、gital brands.To do this they will need to isolate those IT functions which are specific to the services business rather than the ones which support the overall business or sit between the network and the services mitments to science-based targets towards a zero-carbon economyenergy opexenergy consum

109、ptioncommitments to reduce CO2 emissions by one/all of the following dates/deadlines:2025 2030 204022Meet the Research&Media team Author:Mark Newman Chief Analyst mnewmantmforum.org Editor in Chief,Inform:Joanne Taaffe jtaaffetmfourm.orgPrincipal Analyst:Dean Ramsay dramsaytmforum.org Head of operat

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