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Stuart O'Brien

Will tech-enabled ESG be a global benchmark?

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In the sphere of corporate responsibility, technology becomes the global benchmark for addressing environmental, social, and governance (ESG) challenges. Leading tech companies, responsible for 2-3% of global emissions, are actively addressing climate concerns. Through innovative solutions and heightened efficiency, they not only reduce their environmental impact but also empower customers, emphasising the pivotal role of tech-enabled ESG initiatives in shaping a sustainable future.

That’s according to GlobalData, with Robert Pritchard, Principal Analyst, Enterprise Technology and Services, stating: “Technology is at the heart of business and consumer life. The more tech companies improve their ESG performance, the better for their customers, the environment, and society as a whole.”

With energy costs having risen so much due to factors such as wars and increasing global logistical challenges, the drive for efficiency is driven by economic as well as environmental factors.

Pritchard added: “Tech companies continue to develop solutions to enable their customers to reduce their own emissions. For example, they can route their network traffic to reduce climate impact, or can recycle, reuse, and repurpose last-generation equipment and devices. This reduces strains on scarce resources, and can empower countries and individuals with technology that they otherwise could not access.”

“As we progress into 2024, further ESG challenges will be taken on. Artificial intelligence (AI) requires even more energy to power evolving applications, but at the same time is already being used to optimize electricity use in the latest generations of networks, thus offering net benefits.”

He concluded: “2024 will also see greater concentration on Scope 3 emissions (over which users/customers have no direct control) as they account for 60% to 90% of the total. Leading tech companies are building emissions reporting into their contracts with suppliers, meaning that reducing greenhouse gases will move from being a ‘nice to have’ to an essential requirement of doing business. This will also help to continue to converge ESG reporting with financial reporting, whilst integrating with leading business management software platforms.

“The climate crisis may have lost space in the headlines, but it remains the single most important long-term global challenge. Tech-enabled ESG solutions are making a substantial contribution to tackling that challenge.”

Photo by Copernico on Unsplash

If you specialise in Renewable Energy we want to hear from you!

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Each month on Energy Management Briefing we’re shining the spotlight on a different part of the market – and in February we’ll be focussing on Renewable Energy.

It’s all part of our ‘Recommended’ editorial feature, designed to help energy management buyers find the best products and services available today.

So, if you’re a supplier of Renewable Energy and would like to be included as part of this exciting new shop window, we’d love to hear from you – for more info, contact Danielle James on 01992 374085 / d.james@forumevents.co.uk. 

Our features list in full:

Feb 24 – Renewable Energy
Mar 24 – Carbon Management
Apr 24 – Metering & Monitoring
May 24 – Water Management/Strategy
Jun 24 – Energy Storage
Jul 24 – Data Collection & Management
Aug 24 – Waste Management
Sept 24 – Solar PV
Oct 24 – Lighting
Nov 24 – Heating & Ventilation
Dec 24 – Onsite Renewables
Jan 24 – Energy Management Systems

eSUVs increasingly used by fleet managers as alternative to diesel vans

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Electric SUVs (eSUVs) are being chosen by some fleets as an alternative to diesel and electric vans, according to new analysis.

Mobility specialist Arval says that as long as the space, payload and towing capacity offered by eSUVs is adequate, they can bring a wide range of advantages over their electric van (e-van) counterparts.

Ben Edwards, Consultant at Arval, said: “We’re at a moment in time when, having largely completed electrification of their car fleets, many businesses are looking to their light commercial vehicles (LCVs) and wanting to complete a similar transformation. However, for some, the current e-van choices available present some operational issues for their needs, especially around range and payload capabilities.

“We have been working with several of these fleets and have presented the concept of using eSUVs as an alternative. It’s quite a radical idea in itself – replacing vans with cars – but it does have many benefits as long as a model with sufficient carrying capacity can be identified.

“These eSUVs will tend to offer better range than vans, often up to 250-300 of real-range miles, solving the key problem that these fleets wanting to electrify their LCVs are facing. Also, the security and safety features offered by the car choices are frequently superior, offering better protection for whatever products and equipment are being carried, as well as more driver safety features such as parking and lane keep assistance technology.

“Additionally, chargepoint accessibility eases with an eSUV compared to an eLCV, although there is innovation and investment in this space, with initiatives such as charge hubs and electric freightways being launched to cater for larger vehicle and tow-charge requirements.

“Supply is another benefit. Generally speaking, new electric SUVs are more easily available than vans, certainly for some of the models that fleets are adopting. This is important because businesses will tend to want to adopt an identical, standard SUV across all of their activities in quantities of hundreds.”

“Of course, there is a human resources advantage to this, too. Generally,drivers would rather have an eSUV than a van and the current benefit-in-kind taxation situation makes this viable for almost all employees and comparable with van taxation.”

Edwards said that the whole life cost comparisons between SUVs and vans were often broadly similar but that this was not always the number one consideration for fleets making this decision.

“The businesses making this move have often made corporate environmental commitments with comparatively short timescales and this is a significant driver behind their current decision making. They want to electrify quickly and the eSUV route is allowing them to achieve this.”

He added that some LCV racking and conversion companies were already taking note of the trend towards eSUVs and producing products especially designed for this sector.

“We’ve been working with supply partners to increase the practicality of eSUV models for specific clients and been pleased to find that they have already been thinking about these vehicles and how they can be made more practical as a van replacement.

“There is also the option of liverying the eSUVs, which can be done in a manner that presents a strong corporate image but can easily be removed when the vehicles are eventually defleeted, ready for private buyers in the used market.”

Edwards added that it was unclear whether the move away from vans towards eSUVs was a long term trend or a solution that would just last one or two replacement cycles.

“As a strategy, this is very much a reaction to current conditions when it comes to electrification. Crucially, we expect to see the range and charging infrastructure to support e-vans improving over the next few years while other options such as hydrogen could start to make something of an impact. The pendulum could yet swing in the other direction and increases the opportunity to choose a zero-tailpipe emission vehicle over a petrol or diesel van.”

Photo by Salim on Unsplash

World Economic Forum urges businesses to help ‘close the climate action gap’

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The Alliance for CEO Climate Leaders, a CEO-led community facilitated by the World Economic Forum, has released a new report calling on businesses and governments to shift from incremental to systemic actions to meet climate goals.

The report, Bold Measures to Close the Climate Action Gap: A Call for Systemic Change by Governments and Corporations, was published in partnership with the Boston Consulting Group (BCG) and complements the State of Climate Action report launched prior to the COP28 climate change conference.

According to the analysis, while individual climate action has increased, collectively the sum is not sufficient to reach the level of systemic change needed. There is a 600-plus gigaton gap in national emissions reduction ambition and policy that needs to be closed to limit global warming to 1.5°C. As such, stronger government action is needed.

Meanwhile, looking at CDP data for the 1,000 largest companies globally, likely well over 10% of global emissions are in the supply chains of those companies– showing the dramatic systems impact that the world’s largest companies could have.

“The first UN global stocktake and the first part of this report have highlighted a large climate action gap that we are not on track to close,” said Pim Valdre, Head of Climate Ambition Initiatives at the World Economic Forum. “We need to urgently shift into delivery mode, focusing on immediate actions with outsized impacts. Enabling these actions calls for public-private action to drive the right policies, technologies and financial solutions needed to achieve a system-wide transformation.”

While COP28 showed new impactful steps, such as the global agreements to triple renewable energy and double energy efficiency by 2030, more is needed to deliver on commitments, the report concludes.

The Alliance of CEO Climate Leaders, which consists of more than 120 top companies from diverse industry sectors and regions, representing more than $4 trillion in total revenues and 12 million employees, called for decision-makers at the international climate change conference to shift from incremental actions to those that can transform systems and reach exponential impact.

“While COP28 resulted in very good progress and many companies have already started climate initiatives, the sum of the parts is still insufficient. Companies remain constrained by obstacles such as high costs and interest rates, low customer willingness to pay, or a lack supporting permitting and regulations,” said Rich Lesser, Global Chair of Boston Consulting Group and Chief Advisor to the World Economic Forum’s Alliance of CEO Climate Leaders. “This report brings answers to these obstacles, with examples of practical actions that can transform systems from the inside. If all government and corporate leaders start acting on them now and together, we will go a long way towards the scale of impact that we need.”

Private-sector action

The reports asserts that companies can and should drive systemic impact beyond their internal initiatives, highlighting five actions with the potential for dramatic impact:

Government action

Governments have a large responsibility to deploy mitigation solutions in a just and socially acceptable way. The report highlights five priorities to help close the 600-plus gigaton emissions gap:

  • Move up net-zero targets to 2050 or earlier, increase near-term targets, and raise financial and technical support from higher-income to lower-income nations.
  • Recognize and put a material price on carbon.
  • Double financing and incentives and make public procurement green.
  • Remove obstacles such as permitting lead times, supply chain bottlenecks, skill gaps and social distrust.
  • If progress remains too slow, consider more drastic measures, such as hard technology bans, or massive adaptation and removal investments.

How to deliver these and other critical actions for the net-zero transition will be discussed by business leaders at a meeting of the Alliance of CEO Climate Leaders during the World Economic Forum Annual Meeting 2024.

ENERGY MANAGEMENT SYSTEMS MONTH: Balancing sustainability goals with long-term savings

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Energy management, a critical aspect of both commercial and public sectors in the UK, has undergone a significant evolution in recent years. Driven by technological advancements, environmental concerns, and regulatory changes, these sectors have shifted from traditional energy practices to more sustainable and efficient methods. Let’s explore these transformations, underlining the innovative strategies now being employed in the UK’s energy management landscape…

Traditionally, energy management in these sectors was focused on cost reduction, with little consideration for environmental impact. The approach was primarily reactive – dealing with energy costs as a fixed overhead. However, with the growing emphasis on sustainability and the impact of climate change, there has been a paradigm shift. The current energy management strategies are not only about reducing costs but also about reducing carbon footprints and enhancing energy efficiency.

One of the significant changes in energy management is the adoption of renewable energy sources. The UK’s commercial and public sectors are increasingly investing in renewable energy technologies such as solar panels, wind turbines, and biomass energy systems. This shift is driven by the government’s commitment to reducing greenhouse gas emissions and the availability of incentives for renewable energy projects. Renewable energy not only helps in achieving sustainability goals but also in long-term cost savings.

Another key development is the use of advanced energy management systems (EMS). These systems employ real-time data monitoring and analytics to optimise energy usage. They can identify patterns in energy consumption, predict future usage, and suggest ways to reduce energy waste. The use of smart meters and IoT (Internet of Things) technology in these systems allows for more precise control over energy consumption, leading to significant efficiency improvements.

Energy efficiency has also become a priority in building design and management. The UK’s commercial and public buildings are increasingly being designed or retrofitted to be more energy-efficient. This includes better insulation, energy-efficient lighting, and heating, ventilation, and air conditioning (HVAC) systems. Green building certifications such as BREEAM (Building Research Establishment Environmental Assessment Method) have become sought-after, reflecting a building’s environmental performance.

Furthermore, there is a growing focus on employee engagement and behavioural change in energy management. Organisations are educating their employees about energy conservation and encouraging practices like turning off lights and equipment when not in use. This shift recognises that human behaviour is a critical component in effective energy management.

The role of government regulations and incentives in this evolution cannot be overstated. Policies like the Climate Change Levy (CCL) and the Carbon Reduction Commitment (CRC) Energy Efficiency Scheme have incentivised organisations to adopt more energy-efficient practices. Grants and subsidies are also available to support energy-saving initiatives.

In conclusion, the approach to energy management in the UK’s commercial and public sectors has evolved from a cost-centric to a more holistic, environmentally conscious perspective. By embracing renewable energy, advanced technology, efficient building management, and behavioural change, these sectors are leading the way in creating a more sustainable and energy-efficient future.

Are you searching for Energy Management Solutions for your organisation? The Energy Management Summit can help!

Photo by Thomas Kelley on Unsplash

You can now register for the Energy Management Summit 2024

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Calling all Energy Managers! You can now reserve your delegate places at the next Energy Management Summit – we have both live and virtual attendance options available.

The Energy Management Summit is a unique event specifically designed for senior professionals like you within the industry!

October 8th & 9th, 2024

Radisson Hotel & Conference Centre – London Heathrow

You can attend this two-day event entirely for FREE.

BOOK YOUR PLACE HERE

Access online courses to boost your Energy Management skills

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We have a wide selection of online courses tailored specifically for the energy management sector, enabling you to both amass new skills and improve existing ones in 2024 and beyond – start learning today!

These are specially-curated online courses designed to help you and your team improve expertise and learn new things.

The Management, Leadership & Business Operations online learning bundle provides you with over 50 courses, which cover all areas of both professional and personal development:

  • Costs, Volumes and Profits Certification
  • Agenda Setting Certification
  • Health and Safety in the Workplace (UK) Certification
  • GDPR in The Workplace Certification
  • Project Management Foundation (Small Projects) Certification
  • Project Preparation Certification
  • Making Meetings Matter Certification
  • Marketing Certification Level 2
  • Managing Emotions at Work Certification
  • Managing Your Workload Certification
  • UK Employment Law Certification
  • Workplace Monitoring and Data Protection Certification

And many more!

Find out more and purchase your ticket online here.

Additionally, there are a variety of bundles available on all spectrums;

  • Personal & Professional Development
  • Healthcare
  • Sports & Personal Development
  • Human Resources
  • Customer Services
  • Health & Safety
  • Education & Social Care Skills
  • Sales & Marketing
  • IT & Personal Development

Book your courses today and come out of this stronger and more skilled!

If you specialise in Energy Management Systems we want to hear from you!

 960 640 Stuart O'Brien
By:

Each month on Energy Management Briefing we’re shining the spotlight on a different part of the market – and in January we’ll be focussing on Energy Management Systems.

It’s all part of our ‘Recommended’ editorial feature, designed to help energy management buyers find the best products and services available today.

So, if you’re a supplier of Energy Management Systems and would like to be included as part of this exciting new shop window, we’d love to hear from you – for more info, contact Danielle James on 01992 374085 / d.james@forumevents.co.uk. 

Our features list in full:

Jan 24 – Energy Management Systems
Feb 24 – Renewable Energy
Mar 24 – Carbon Management
Apr 24 – Metering & Monitoring
May 24 – Water Management/Strategy
Jun 24 – Energy Storage
Jul 24 – Data Collection & Management
Aug 24 – Waste Management
Sept 24 – Solar PV
Oct 24 – Lighting
Nov 24 – Heating & Ventilation
Dec 24 – Onsite Renewables

Procurement leaders concerned about talent gap

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Only 14% of procurement leaders express confidence in their talent’s ability to meet the future needs of the function, as business acumen and technology/data competencies have rapidly grown in importance over more traditional procurement skills.“Procurement leaders are generally confident in the current state of their talent and the ability to meet their near-term objectives,” said Fareen Mehrzai, Senior Director Analyst in Gartner’s Supply Chain Practice. “However, our data shows that chief procurement officers (CPOs) are worried about the future and having sufficient talent to meet transformative goals based around technology, as well as the ability to serve as a strategic advisor to the business.”

The Gartner survey of 111 procurement leaders in June 2023 showed a bifurcation between procurement leaders’ assessments of current and future talent needs in the function. While 46% of respondents are confident in their current talent needs, only 14% agree they have adequate talent to meet future requirements. The number of respondents who strongly disagreed with the statement that they have adequate talent tripled from current levels when asked about their future requirements (see Figure 1).

Figure 1: Procurement Talent Readiness, Current vs. Future Needs
[Image Alt Text for SEO]

Source: Gartner (November 2023)

Driving the lack of confidence in future talent readiness is a shift in the key competencies CPOs need to help drive objectives associated with procurement transformation. Sixty-nine percent of respondents said business acumen had gained importance in the last 12 months, while 68% said technology and data skills had increased in importance. Only 26% said “traditional procurement competencies” had gained importance in the same period.“Procurement leaders are aware that the competencies required to drive transformation are different from traditional procurement skills, and that there are significant gaps between their current and future needs for the most important competencies,” said Mehrzai. “Ninety-six percent of respondents reported at least a small gap in their needs for technology and data skills, while 86% reported the same when it came to business acumen.”

Gartner’s survey data suggests that more work needs to be done in refining competency planning strategies to meet future talent needs in the procurement function. While more than 65% of respondents reported that their organizations have dedicated strategies to target the most critical competencies, only 31% believe that their current competency models are relevant to their staff’s work.

“In evaluating current competency levels, we see procurement leaders relying most on peer and stakeholder feedback, while less than half report engaging in competency-driven interviews to directly evaluate their staff’s skills,” said Mehrzai. “Considering the significant gaps in the most critical future competencies, CPOs need to consider expanding their options in how they train and evaluate their staff.”

Photo by Memento Media on Unsplash

ON-SITE RENEWABLES MONTH: Selecting the right partner for your organisation

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In the current climate of environmental awareness and the push towards sustainability, on-site renewable energy solutions are increasingly vital for both public and private sector organisations in the UK. Energy Managers tasked with sourcing and selecting partners for these initiatives face a complex challenge. They must balance cost, efficiency, reliability, and sustainability. Here are some top tips to guide Energy Managers in this crucial decision-making process, based on input from attendees at the Energy Management Summit…

1. Assess the Full Range of Renewable Options

Firstly, it’s essential to understand the variety of on-site renewable energy solutions available, such as solar panels, wind turbines, biomass systems, or geothermal energy. Each has unique benefits and suitability depending on the location, size, and energy needs of the organisation. A thorough assessment will help in identifying the most appropriate renewable energy source.

2. Evaluate Technical Expertise and Experience

The technical expertise of the potential partner is paramount. Look for partners with a proven track record in deploying the type of renewable energy system you are considering. Experience in similar projects and sectors can offer insights into their capability to deliver a system that meets your specific needs. Ask for case studies or references to gauge their expertise.

3. Consider Long-Term Reliability and Maintenance Support

It’s not just about installation; long-term service and maintenance are crucial for ensuring the sustainability and efficiency of the renewable system. Evaluate the partner’s commitment to ongoing support and maintenance services. Reliable aftercare is essential for maximising the lifespan and effectiveness of the renewable energy installation.

4. Analyse Cost-Effectiveness and ROI

While the environmental benefits are clear, on-site renewables must also make economic sense. Examine the cost-effectiveness of the proposed solutions and consider the return on investment (ROI) over time. This includes analysing initial installation costs against long-term energy savings and potential benefits from government incentives.

5. Check for Regulatory Compliance and Certification

Ensure that the partner adheres to all relevant UK regulations and standards for renewable energy installations. They should have the necessary certifications and comply with health, safety, and environmental regulations. This compliance is not only a legal requirement but also assures quality and reliability.

6. Prioritise Collaboration and Communication

A successful renewable energy project requires effective collaboration and communication. Choose a partner who is willing to work closely with your organisation, understands your goals, and can provide customised solutions. Good communication throughout the project ensures that any issues are promptly addressed and the project aligns with your organisation’s objectives.

7. Assess Sustainability Credentials

Finally, consider the sustainability credentials of the partner. This includes their approach to sourcing materials, their carbon footprint, and overall corporate social responsibility (CSR) practices. Partnering with a company that prioritises sustainability aligns with the environmental ethos of implementing on-site renewables.

Conclusion

Selecting an on-site renewables partner is a significant decision for Energy Managers in the UK, requiring a careful balance of technical, economic, and environmental considerations. By thoroughly evaluating potential partners against these criteria, Energy Managers can ensure that their renewable energy initiatives are successful, sustainable, and beneficial in the long term.

Are you researching on-site renewables for your organisation? The Energy Management Summit can help!