Sustainability - February 2022

February 2022 | sustainabilitymag.com

CSOs of Global Organisations JPMorgan:

Driving diversity, equity, and inclusion

Sify:

Simplifying digital adoption

TIER CHAMPIONS A CIRCULAR ECONOMY AND TARGETS NET - ZERO

Ailin Huang, Head of Sustainability, reveals the company’s commitment to sustainable e-mobility

SHAPING THE FUTURE OF SUSTAINABLE BUSINESS

2022

February 23rd-24th STREAMED & IN PERSON TOBACCO DOCK LONDON

LAST CHANCE TO SECURE YOUR SPOT!

DIAMOND SPONSORS:

Get your ticket

Confirmed Speakers Include:

Ben Clifford

Sarah Chapman

Global Health, Safety & Sustainability Associate Director

Global Chief Sustainability Officer

Fidelity International

Manulife Financial Corporation

Roy Cheung

Mary-Jane Morifi

Global Head, Sustainability Solutions, Engineering Plastics

Chief Corporate and Sustainability Officer

Covestro

Tiger Brands Limited

Øistein Jensen

Sandeep Chandna

Chief Sustainability Officer

Chief Sustainability Officer Tech Mahindra

Odfjell SE

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The Sustainability Team EDITOR-IN-CHIEF

BLAISE HOPE

DEPUTY EDITORS

TOM SWALLOW EDITORIAL DIRECTOR

SCOTT BIRCH

PRODUCTION DIRECTORS

GEORGIA ALLEN DANIELA KIANICKOVÁ PRODUCTION MANAGERS

PHILLINE VICENTE JANE ARNETA ELLA CHADNEY

PRODUCTION EDITOR

JANET BRICE CREATIVE TEAM

OSCAR HATHAWAY SOPHIE-ANN PINNELL HECTOR PENROSE SAM HUBBARD MIMI GUNN JUSTIN SMITH REBEKAH BIRLESON JORDAN WOOD VIDEO PRODUCTION MANAGERS

KIERAN WAITE SAM KEMP

DIGITAL VIDEO PRODUCERS

EVELYN HUANG HABBIE AMOS JACK NICHOLLS MARTA EUGENIO ERNIE DE NEVE MOTION DESIGNER

TYLER LIVINGSTONE MARKETING DIRECTOR

ROSS GARRIGAN

MARKETING MANAGER

GRETA ANDREJEVAITE PROJECT DIRECTORS

MARK CAWSTON

BEN WIGGER ASHLEY KIRBY GLEN WHITE MEDIA SALES DIRECTORS

GLEN WHITE MARK CAWSTON

MANAGING DIRECTOR

LEWIS VAUGHAN

EXECUTIVE ASSITANT

JORDAN HUBBARD CHIEF OPERATIONS OFFICER

STACY NORMAN CEO

GLEN WHITE

FOREWORD

It is a special time to come in as Editor in Chief of Sustainability Magazine “I look forward to meeting many of you in person and those who are tuning in online”

SUSTAINABILITY MAGAZINE IS PUBLISHED BY

This month marks two years since the world began to shutter for Covid-19 and business planners were left with a new script to write for the decade.

Business plans were rebuilt and Covid-19 proved to be an accelerant for trends that had been emerging for years. Granted a clean slate by the global economy’s reset, sustainable business practices made their way to the top of many agendas. Two years on, these plans are starting to actualise and what these businesses implemented is starting their great change of the world in earnest.

The beginning of this year saw companies continue to make commitments to sustainability even when, like Unilever, they ruffle some feathers. but marking out the clear direction of travel for the future. Even the US Air Force has backed the fully sustainable Boom Overture.

On Feb 23-24, we will hold Sustainability LIVE! At Tobacco Dock in London, in what is already promising to be a phenomenal event. There is still time to register so please go to sustainability-love.com to put your name down!

I look forward to meeting many of you in person and those who are tuning in online.

BLAISE HOPE

blaise.hope@bizclikmedia.com

© 2021 | ALL RIGHTS RESERVED

sustainabilitymag.com

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CONTENTS

Our Regular Upfront Section: 10 Big Picture 12 The Brief 14 Timeline: Tesco championed sustainability 16 Legend: Virginie Helias 20 Five Mins With: Fiona Howarth

44

Interview

Tier champions a circular economy and targets net-zero

26

JPMorgan Chase & Co. Driving diversity, equity, and inclusion

54 Sify

Simplifies digital adoption

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78

The state of diversity and Inclusion in 2022

Designing and building in parallel

DE & I

The Red Sea Development Company

94

106

EY: Creating business value from sustainability and ESG

Debbie Allen on net zero, diversity BAE Systems’ technology

Net Zero

BAE Systems

EVENT PREVIEW

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Sustainability Live: Leading executives share ESG insights

CSOs of global organisations

Event Preview

Top 10

COMING SOON FO LLOW N OW

EDU C ATE • M OT IVAT E • E LE VAT E

About March8

March8 is an inspiring and informative community for women executives, entrepreneurs, professionals and overachievers.

We recognise, celebrate and champion the achievements and contributions made by women in both business and society.

Our community offers practical and compelling career, financial and lifestyle resources to help women take their careers to the next level and achieve a work-life balance.

A BizClik Media Group Brand

FO LLOW N OW

BIG PICTURE

Abu Dhabi Sustainability Week Abu Dhabi, United Arab Emirates

Welcoming leaders from the world’s largest businesses to discuss environmental issues in the region, as well as a general outlook on sustainability, Sustainability Week in Abu Dhabi provides opportunities for organisations to promote global change through one of the largest sustainable platforms on the globe.

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February 2022

Gettyimages owngarden sustainabilitymag.com

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THE BRIEF “There is far more to ESG than sustainability.

EY has been on a DE&I journey for decades and we’re still on it” Steve Varley

Global Vice Chair, Sustainability, EY  READ MORE

BY THE NUMBERS

What percentage of the energy mix will be made up by renewables in 2030, according to GlobalData?

50% APAC

50% EMEA

40%

North America

“I feel like it's not just about how we see the future, but also what a sustainable future needs” Ailin Huang

Head of Sustainability, TIER Mobility  READ MORE

“Diversity and inclusion boosts innovation and creativity and helps to build resilience” Shobha Meera

Chief CSR Officer, Capgemini Group  READ MORE

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February 2022

Five KPIs that businesses use to measure sustainability

Harnessing the power of data for creating and measuring strategies is crucial, so here are five KPIs business leaders can use to analyse their sustainability performance.

Find out more 

READ MORE

ChargePoint: leading the expansion of EV charging

The electric vehicle (EV) market is at a critical stage and requires infrastructure developments from companies like ChargePoint for a successful energy switch.

Find out more 

READ MORE

Expect more

ESG investing in 2022

Environmental, social and governance (ESG) is more prominent in investor’s decision-making processes, as they apply these non-financial factors to their investment analysis.

Influenced by Larry Fink, Chief Executive Officer of BlackRock Inc., ESG is cementing its position in investment decision-making thanks to the company shifting its ESG fund into common investment model portfolios.

It has been adopted by many other investment firms, such as Goldman Sachs supporting clients seeking ways to improve ESG credentials against investments and JPMorgan Chase & Co. opening a new fund for investments in the European market.

During 2022, we can expect to see more focus on this as investors delve into the details of businesses and their social media presence, corporate responsibilities and even the cryptocurrency market will be subject to social and environmental scrutiny.

 GOODYEAR TYRES The company kicked off 2022 with the release of its latest tyre innovation, utilising 70% sustainable materials like soybean oil, three different carbon blacks, silica and recycled polyesters.  LONGI, JINKOSOLAR AND JA SOLAR The world’s biggest solar panel manufacturers solidified their market position by agreeing on 182mm module standardisations.

R ENEWABLE ENERGY FIRMS Renewable energy stocks corrected somewhat in 2021, with big falls in stock prices due to supply chain issues and commodity price spikes after valuations rocketed in 2019-20. T UVALU, THE PACIFIC OCEAN Water levels are rising every year in Tuvalu, which currently sits about 2 metres above sea level, dangerously close to submersion and risking the homes and livelihoods of its 12,000 inhabitants.

W I N N E R S FEB22

L O S E R S

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TIMELINE CHAMPIONED SUSTAINABILITY ACTION IN 2021 As one of the Big 4 grocers in the UK, Tesco is well and truly on its path to sustainability and is also committed to support stakeholders within its entire supply chain to become carbon-neutral.

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February 2022

AUG

SEP

Partners with the World Wildlife Fund Tesco entered into a partnership with the World Wildlife Fund (WWF) to tackle climate change, by improving biodiversity across farms and reducing the emissions of its dairy suppliers.

Extends its sustainability targets Tesco announced the extension of its sustainability commitments, promising to reach its goal of netzero carbon emissions across its entire supply chain by the year 2050.

OCT Launches a sustainability-linked bond Valued at £400mn, Tesco launched a sustainability-linked bond to mark its commitment to reducing greenhouse gas (GHG) emissions. The bond was issued in alignment with the company’s Sustainability Performance Target (SPT), which sets out its goal of 60% Scope 1 and 2 emissions reduction by 2025.

NOV

DEC

Transitions to an all-electric delivery fleet At the time of the COP26 Climate Change Conference, Tesco hit the news with its shift to an all-electric fleet of delivery vehicles in Glasgow, which it intends to adopt for all of its operations across the UK for net-zero grocery delivery.

Launches first operational electric HGV Before the end of 2021, Tesco announces the successful launch of its first attempt at sustainable heavy goods delivery with its first operational allelectric HGV for commercial use between Cardiff city and Magor, Wales.

sustainabilitymag.com

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TRAILBLAZER

A LEADER AND A CHAMPION AT A GLOBAL GIANT

VIRGINIE HELIAS

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Chief Sustainability Officer, Procter & Gamble

V

irginie Helias is a celebrated figure in global sustainability today and one of its most important advocates. It is easy to find evidence of her infectious passion.

The title of her 2017 Ted Talk - “Hope in a (plastic) bottle” - speaks to the positivity and vision she inspires. Her achievements speak for themselves.

Helias graduated from HEC Paris in 1988, immediately joining the consumer goods giant Procter & Gamble. She started in marketing at the company, based in Paris, and eventually became the first European brand manager for Pantene.

Helias’ career has touched brands that play a role in lives and sustainability cycles in every corner of the world every day. Before assuming her current role as P&G’s very visible sustainability tsar, she oversaw work with global brands like Tide and played a key role in major brand management successes such as “cold washing” with Ariel detergent to save money when energy prices spiked in the mid-2000s. (A foreshadowing of her green future.)

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February 2022

Number of years working for

Procter & Gamble

3

TRAILBLAZER

Helias is more than a champion of both business and sustainability she is a pioneer of their marriage.

Paris Accords after then-US President Donald Trump pulled the United States out.

A sustainability pioneer Her future was set when she watched Al Gore’s documentary ‘An Inconvenient Truth’ in 2006. In 2011, Helias wrote her ideal job description: a role that would bridge the gap between corporate and environment.

She flew to Cincinnati and pitched then-CEO Bob McDonald, telling The Grocer, “I told the CEO there was a huge opportunity for P&G to make sustainability an integral part of our business practices, innovation, and brand-building culture. ‘Here is a job description,’ I said, ‘and by the way I want the job’.”

Bob gave it to her and Helias became Sustainability and Digital Director for household care in Europe, the first of four sustainability portfolios she would hold.

During her first years working on the department, Helias fought to turn P&G towards a greener future.

In January 2017, the company made a splash by launching a new Head & Shoulders bottle made from 25% recycled beach plastic at the World Economic Forum in Davos.

A milestone in her public standing, especially at home, was marked by an interview with French financial daily Les Echos that year, in which she championed the concept of Social and Environmental Responsibility.

A natural fit, then, for the soon-to-be Chief Sustainability Officer. In that interview, she also became a public face of P&G’s digging-in behind the

Inspiring leadership Helias has inspired others at P&G to take charge, with current CEO David Taylor taking over the chair of the Alliance to End Plastic Waste in 2019 the same year she became CSO. Since then, she has overseen P&G’s sign-up to Amazon and Global Optimism’s ‘The Climate Pledge’ in September last year, as well as publication of the multinational’s ‘Climate Transition Action Plan’ to hold itself to science-based reduction targets (SBTi) in 2030 and 2040.

The target for 2040? Net-zero across P&G’s gigantic global supply chain. For 2030? Carbon neutral, a 50% drop in GHG emissions and 100% renewable energy for its manufacturing sites.

Helias is a bold leader and has marked herself out through determined statements and actions.

She told Les Echos (in French) in 2017 that “At P&G, we’ve never done ‘greenwashing’. We have a culture that is both factual and scientific: we would never have entered the topic of sustainable development if we did not have scientific arguments.”

“I think there is a passionate side that emanates from my French character…Authenticity is a primary value for me.

Above all, a societal and environmental value, well beyond the simple consumption of a product.”

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February 2022

FIVE MINUTES WITH...

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February 2022

“ We go beyond the car, supplying charging, power, and support, so that EV driving is fun and easy”

Fiona Howarth Fiona Howarth has a critical role to play as the Chief Executive Officer of Octopus Electric Vehicles, as it addresses the barriers that businesses and consumers face in EV adoption.

Q. WHAT INSPIRED YOU TO JOIN OCTOPUS VEHICLES?

» The potential to make a positive

difference inspires me. EVs play a huge role in decarbonising the planet; the sooner more EVs are on the road, the sooner we hit net-zero. I’ve always loved cars, but it was my Physics teacher back in school that helped me realise how crazy it is that we burn fossil fuels to power our homes and cars, when we don’t need to.

Ever since, with a few diversions, I’ve focused on sustainable technology, whether that be smart homes, electric motors, or alternative fuel vehicles, working with the likes of Dyson, BMW, and Hive by British Gas. With Octopus, there’s a great sense of movement. It’s going forward fast.

And it’s bringing people with it along the way. That’s exciting.

Q. WHEN WAS OCTOPUS FORMED AND WHAT MILESTONES HAS IT REACHED SO FAR?

» We launched Octopus EV in 2018.

It’s gone so fast. We have the latest tech - from cars to chargers, and we’re the most trusted – a pure EV specialist. We’re happy about the former but being trusted is more important to us. EVs are new and fastchanging. Our team are passionate EV drivers themselves and specialise in everything electric, helping others discover what it might be like.

Q. AS AN EV COMPANY, WHAT IS OCTOPUS’ WIDER ETHOS AND HOW MUCH OF IT IS MOTIVATED

BY SUSTAINABILITY?

» We’re part of the Octopus Energy

Group, recently invested in by Al Gore’s investment fund, Generation, and we all have a shared mission to use tech to help look after the planet.

Octopus Energy itself supplies green energy to over three million homes

FIVE MINUTES WITH...

in the UK, and offers tariffs especially designed for EV drivers. For example, OctopusGo lets you charge your car in the middle of the night for just 5p/kWh — the equivalent of one to two pence per mile, compared to 10 pence or more in a petrol or diesel car. We care about our customers and the planet. Plus, the new tech is incredible. For example, a Tesla powered by sunshine can go 0-60s quicker than a Lamborghini. So, we’re here to do good, but we’re having some fun while we’re at it.

Q. WHICH CARS ARE PROVING MOST POPULAR AMONG YOUR CUSTOMERS?

» Well, as you’d expect, the Tesla

Model 3 has been a hit for us. But it’s just one of the 35 cars we have available, lining up alongside city runabouts, family-friendly SUVs, and luxury drives. Many more new models are rolling off the lines next year. 2022 is going to be big.

Q. HOW DO YOU MONITOR THE SUSTAINABILITY OF YOUR SUPPLY CHAINS?

» We’re proud to be part of

Octopus Group, which is a certified B-Corporation. That means we follow B-Corp guidance and adhere to its parameters. We’re at the nexus of automotive and energy — two of the most highly regulated industries out there. The employers that we work with don’t just want an EV expert, they want to partner an ethical EV expert.

While we don't manufacture vehicles ourselves, we're working with our suppliers and the industry as a whole 22

February 2022

to identify and support continuous improvement.

Q. EVIDENTLY, ALL MOTORISTS NEED TO TRANSFER TO EV – DOES THIS NEED TO BE INCENTIVISED WITH A SCRAPPAGE SCHEME?

» It worked for new diesel car

registrations a decade or so ago. In fact, the government already has a range of great incentives for EVs today — from a grant on the car or van, or even ChargePoint at home, through to an exceptionally low company car tax rate for EVs — 1% today, rising to just 2% by 2025 (compared to over 20% for

petrol and diesel cars). Plus, businesses can offer EVs to their employees as a benefit — on salary sacrifice schemes — letting team members save up to 40% on the cost of driving electric as the money is taken before income tax and national insurance.

Q. WHAT FURTHER SUSTAINABILITY AND INNOVATION GOALS IS THE COMPANY LOOKING FORWARD TO IN THE COMING YEARS?

» We keep it simple — we want

to help more people get going electric. Right now, we’re focused on businesses, and their employees. We

help them pass on savings of up to 40% on the cost of EV driving to their people. Great for retaining talent, and great for attracting it in the first place.

But ultimately, we’re pressing for greater EV ambition, sooner. To limit our global temperature increase to 1.5 degrees, we need to see a reduction in carbon emissions of 45% by 2030, from 2010 levels. Given the 10+ year lifetime of cars, that means no more new petrol or diesel cars joining our roads well before 2030, so we're running a programme to identify and help solve any potential challenges that could slow us from scaling the better electric alternative. sustainabilitymag.com

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SHAPING THE FUTURE OF SUSTAINABLE BUSINESS

2022

February 23rd-24th STREAMED & IN PERSON TOBACCO DOCK LONDON

LAST CHANCE TO SECURE YOUR SPOT!

DIAMOND SPONSORS:

Get your ticket

Confirmed Speakers Include:

Ben Clifford

Sarah Chapman

Global Health, Safety & Sustainability Associate Director

Global Chief Sustainability Officer

Fidelity International

Manulife Financial Corporation

Roy Cheung

Mary-Jane Morifi

Global Head, Sustainability Solutions, Engineering Plastics

Chief Corporate and Sustainability Officer

Covestro

Tiger Brands Limited

Øistein Jensen

Sandeep Chandna

Chief Sustainability Officer

Chief Sustainability Officer Tech Mahindra

Odfjell SE

DRIVING

DIVERSITY, EQUITY, AND

INCLUSION WRITTEN BY: ELISE LEISE PRODUCED BY: MIKE SADR

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February 2022

JPMORGAN CHASE & CO.

JPMORGAN CHASE & CO.

JPMorgan Chase & Co. is using the power of its supply chain and lowering the barriers to opportunity for Black, Hispanic, and Latino suppliers

W

e have a real opportunity through procurement to impact our global communities by generating revenue, creating jobs and driving inclusive growth, says Eric Smith, Global Head of Supplier Assurance Services at JPMorgan Chase.

“And an important component of procurement is supplier diversity, one of the most direct ways to address economic inequality.” For almost three decades, the firm has been committed to engaging with diverse suppliers. But, with JPMorgan’s recent US$30bn commitment to help close the racial wealth gap, the firm is focusing on key drivers of wealth that help drive equity, and inclusion — providing additional small business loans, improving access to lowcost savings accounts, financing affordable housing units, and supporting diverse suppliers, including spending US$750mn more with Black, Hispanic and Latino-owned businesses by 2025.

Increasing Diverse Supplier Spend by US$6bn Above and beyond its US$30bn commitment, JPMorgan Chase is developing creative approaches to scaling its support for supplier diversity. First, the firm is working with its top suppliers to drive a combined increase in spend with diverse businesses by more than US$6bn, with US$1.2bn going to Black, 28

February 2022

Example of an image caption sustainabilitymag.com

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JPMORGAN CHASE & CO.

The Gold Standard in Diverse Spend

Hispanic and Latino-owned companies.

While the goal is to reach these spend increases over the next three years, the larger purpose is to have other corporations develop sustainable diversity programmes that will generate new revenue for diverse businesses for decades into the future.

Meeting a mission to support diversity, equity and inclusion will involve forging new paths and encouraging a shift in the overall culture of the business community.

But, Smith and his team understand that one company can’t drive impact alone. It takes a commitment from large and small companies across all industries.

Today, if a supplier wants to do business with JPMorgan Chase, it must demonstrate that it has established a diversity, equity and inclusion infrastructure and culture.

According to Smith, that means engaging in active conversations with existing suppliers and building diversity, equity and inclusion into the firm’s minimum control 30

February 2022

requirements. For example, JPMorgan Chase now asks its suppliers annual diversity, equity, and inclusion questions to ensure that their diversity programmes align with the firm’s values.

Diversity is now a finding on the firm’s overall annual assessment that may require remediation and conversation. “Our suppliers need to embrace the need for diversity”, Smith says. “We conduct

ERIC SMITH TITLE: MANAGING DIRECTOR, GLOBAL HEAD OF SUPPLIER ASSURANCE SERVICES INDUSTRY: BANKING

business with suppliers that have similar values, that have a similar culture, that have a similar drive for inclusion.”

Cyber-Readiness for Black and Hispanic Suppliers Supplier spend isn’t the only aspect of JPMorgan Chase’s push for greater inclusion.

Diverse business owners often need other forms of support. For instance, they may

EXECUTIVE BIO

LOCATION: USA Eric Smith joined JPMorgan Chase & Co. (JPMC) in January 2016 and is currently the Global Head of Supplier Assurance Services (SAS). He is accountable for driving the third-party risk management assessment activities across the entire JPMC global footprint.

This includes on-site assessments, virtual assessments, application control assessments, third-party information security, and supplier continuous monitoring. Prior to assuming this role in April 2018, Smith was the Head of Cybersecurity for Consumer and Community Banking (CCB). As part of Smith's responsibilities, he represents the firm and the Financial Services Sector on the Delaware Cybersecurity Advisory Council, and is on the Board of Directors of the Delaware Community Reinvestment Action Council. He also supports JPMC Diversity, Equity and Inclusion (DE&I) programme by leading the DE&I Council for Global Supplier Services, and is a member of JPMC’s LGBT+ Executive Forum.

Born entrepreneur?

Made entrepreneur?

Finding the right deal. Negotiating the right price. Delivering on time. At EY, we know how choosing the right suppliers can help to achieve strategic goals.

Our Environmental Social Governance Service team is creating a diverse ecosystem for diversity-owned businesses to reach their potential and make a difference. © 2022 Ernst & Young LLP. All Rights Reserved. ED None.

Visit ey.com/supplierdiversity

EY Collaborations: Banking on diversity How EY is helping to create a culture that values diversity both inside and outside our doors EY is one of the world’s leading professional services firms and like JP Morgan has a long commitment to increasing diversity in its suppliers, and helping clients do the same.

Theresa Harrison, EY’s Environmental Social Governance Services Leader, says the first foundation for EY’s strategy comes from an overall commitment to diversity, equality, and inclusiveness (DEI) within its overall organisation and culture. This is then followed by the leadership within its supply chain services.

Diverse supply chains Making sure EY suppliers have aligned goals within their own supply chains is also imperative. To those ends, EY created its own evaluation criteria that examine RFPs, overall ongoing assessments, its vendor management scope, and how organisations can team together to really make a difference and an impact from an ESG perspective.

Harrison notes, “We’re giving it high weighting in all of our specific RFPs, as well as our clients and those who we are actually developing from a client perspective on what their strategy should be, how should they evaluate their

supply chain and what things should they look for in setting goals through our climate change and sustainable services practice.”

Catering to client demand ESG has become a mandatory exercise across the industry, but it’s complicated and confusing – and making sure the right outcomes prevail is essential, says Michael Giarrusso, whose team works with EY clients to develop their thirdparty risk management framework, processes, methodologies ,and technology enablement.

He explains that helping clients learn how to break down barriers in terms of differing methodologies, is often the answer. “We’ve started to consult with our clients on helping to break down those barriers. It’s something that motivates a lot of our people to work with our clients.”

Supply Chain Services goals EY considers diversity as part of its DNA as an organisation. Harrison concludes, “Our Supply Chain Services goals are tied to our performance and participation within supplier diversity. It is really important for us to build this diverse ecosystem, not only for EY, but also from a client-serving perspective.”

Learn more

DOUG ROGINSON TITLE: E XECUTIVE DIRECTOR, SUPPLIER RELATIONSHIP MANAGEMENT Doug Roginson, Executive Director and Relationship Manager at JPMorgan Chase, is the Grant Officer and head of racial equity for its Diverse Supplier Grant initiative.

The Firm issued a US$5mn grant to certified nonprofit Community Development Financial Institution (CDFI), called Local Initiatives Support Corporation (LISC), which will manage the grant initiative end-to-end.

JPMorgan Chase has invited other corporations to voluntarily contribute funds that it will match. The firm’s nearterm aspiration is to grow this grant, increasing the available funds over the next several years.

Roginson says meeting industry requirements like cyber security and insurance can be a costly investment for small and diverse businesses, creating a very real barrier to contract opportunities with corporations: “Our primary objective is to increase the number of qualified Black and Hispanic suppliers prepared to serve corporations across multiple industries by helping to eliminate common barriers.”

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February 2022

JPMORGAN CHASE & CO.

“WE HAVE A REAL OPPORTUNITY THROUGH PROCUREMENT TO IMPACT OUR GLOBAL COMMUNITIES

BY GENERATING REVENUE, CREATING JOBS AND DRIVING INCLUSIVE GROWTH” ERIC SMITH

MANAGING DIRECTOR, GLOBAL HEAD OF SUPPLIER ASSURANCE SERVICES JPMORGAN CHASE & CO.

not have a clear picture of gaps in their technology infrastructure, which could potentially disqualify them for work with financial institutions.

Additionally, the coronavirus pandemic highlighted new vulnerabilities that emerged from suppliers having to work remotely.

“The pandemic revealed new cybersecurity risks to the firm”, Smith explains. “We realised that many of our suppliers, when forced to send their employees home, weren’t ready to execute their resiliency plans. We saw suppliers being impacted by ransomware.

And that reshaped the minimum control requirements we have around cybersecurity.”

To assist diverse suppliers in getting their businesses secure and cyber-ready for financial industry clients, JPMorgan Chase recently partnered with TruSight, a risk management utility co-founded

by JPMorgan Chase, American Express, Bank of America, Bank of New York Mellon, and Wells Fargo. The firm is using this utility to provide Black- and Hispanic-owned companies with a detailed view of their cybersecurity status.

TruSight reviews several best-practice areas across a company’s operations, collects observations about their control environment and generates a report or assessment of their level of security.

JPMorgan Chase’s TruSight partnership programme aims to eliminate a common barrier to opportunity with financial industry firms by making cyber-readiness more accessible for diverse suppliers. So far, TruSight has provided 25 diverse suppliers in JPMorgan Chase’s pilot programme with complimentary assessments. These assessments provide each diverse supplier with direct feedback on which cybersecurity controls they must increase to improve their industry positioning. sustainabilitymag.com

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Transforming Investments, Forwarding Humanity.

Learn More

LENOX PARK BUILDS ASSET MANAGER DIVERSITY BY DEMOCRATISING CAPITAL Lenox Park gives asset managers techenabled route to diversity and inclusion with benchmarking insights and collaborative networks that democratise capital Asset managers as a corporate cohort have seen very little diversity over the years, reporting in a study that only 1.4% of total USbased assets under management is managed by diverse-owned firms, and patience with such a glaring disparity is running out.

Lenox Park Solutions lets asset allocators assess the diversity, equity, and inclusion (DEI) impact of their capital. The platform has over 2,200 registered organisations, 1,200 asset managers, and represents US$6 trillion in assets under management.

“If you ask the average allocator of capital ‘How did you find your best managers?’” says Founder and CEO Jason Lamin, “The likelihood is they found that manager through their peer group.” So, Lamin made an unbiased solution for potential partners to find each other.

Part of that solution is collaborative dealmaking platform RoundTables. Lamin says “RoundTables was built on a premise that like-minded decision-makers tend to

collaborate with each other and prefer to knowledge-share among their peers. So we created a tech-enabled platform that empowers those individuals to collaborate efficiently in a safe space.”

DRIVING DEI THROUGH KEY PARTNERSHIPS One key partner has been JPMorgan Chase, which joined as a Founding Member as part of its own DEI initiatives.

“We are generating value for them,” says Chief Operating Officer Amber Kizilbash. “But we are also leveraging the broad spectrum of services and partnerships they can provide to a company like ours, at this phase in our growth cycle; and the phases ahead of us.”

For Lenox Park, the intentionality of seeking out diversity will be crucial to future business.

“At the U.S. National level there’s about US$70 trillion of wealth that is going to be transferred to the next generation by 2045,” says Kizilbash.

“When you think about the next generation of leaders that are coming from this diverse millennial economic power, research suggests no other generation has been more focused on impact, and inclusion is one of the single most important values for them.”

EXPLORE MORE

JPMORGAN CHASE & CO.

“WHEN IT COMES TO SUPPLIER DIVERSITY, THE BEST PRACTICE IS TO PRIORITISE IT” ERIC SMITH

MANAGING DIRECTOR, GLOBAL HEAD OF SUPPLIER ASSURANCE SERVICES JPMORGAN CHASE & CO.

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February 2022

After these suppliers receive their TruSight assessment results, they have an opportunity to work with several consulting organisations, including Deloitte, Ernst & Young, and Protiviti — to navigate steps towards remediation. This is a service they can receive free-of-charge. Remediation complete, diverse suppliers are more prepared to take contract opportunities with JPMorgan Chase as well as other financial institutions.

However, this programme provides additional benefits to participants that go

JPMORGAN CHASE & CO.

beyond generating reports and remediation plans. It surrounds the supplier with a network of new relationships — both with other diverse business owners, and also with all of TruSight’s founding banks. Throughout the programme, cohort members are given the opportunity to present their capabilities to several financial institutions they can potentially work with.

Though JPMorgan Chase’s TruSight cybersecurity programme may expand in the future, Smith's division is currently set on

PETER VAN ALLSBURG TITLE: H EAD OF DIVERSE SUPPLIER SOURCING Peter Van Allsburg is the Head of Diverse Supplier Sourcing at JPMorgan Chase and works with sourcing specialists to align diverse suppliers against opportunities.

As part of its Racial Equity Commitment, the firm is committed to spending an extra US$750mn over 5 years with Black- and Hispanic-owned suppliers. Van Allsburg’s team works with Category Sourcing and business stakeholders to find opportunities and create go-to-market strategies.

“We take a category-aligned strategy when matching prospective, diverse suppliers with opportunities,” says Van Allsburg. “In partnership with our Global Supplier Diversity team, we conduct significant supplier due diligence up-front to ensure that when diverse firms are being positioned for opportunities, there is a strong chance of success. We position diverse firms with intent to partner with them.

We have support from our senior stakeholders and are transparent about our successes as well as when we may need assistance.”

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WWW.OVERLANDTANDBERG.COM

Empowering Organizations to Securely Manage and Protect Their Digital Assets • Leading global technology solution provider for 40+ years • Customers include global Fortune 500, Enterprise,

SME and SMBs in 100+ countries • Data Management and Security Solutions: • Hybrid Cloud Infrastructure, Business Continuity, Data Protection • Crypto-currency, IT Integration and Manufacturing

Tackling diversity through data and technology Overland-Tandberg is a global technology company serving over 100 countries. We spoke to its Chairman and CEO, Eric Kelly.

As Chairman and CEO, Eric Kelly takes a dynamic role in leading the company in its global growth strategy.

This has involved an important collaboration with one of the world’s leading banking corporations, JP Morgan Chase, that is expanding the company’s mandate of improving global diversity in the corporate and technology sectors.

Kelly says Overland-Tandberg was on the lookout for a partnership with a bank to fit the company’s growing, global footprint. “We actually started off discussing the banking relationship, and then it quickly moved into a symbiotic partnership—they became our corporate sponsor. The collaboration has gained momentum and velocity, with Overland-Tandberg carrying out business with JPMC on the supplier diversity side, working with their chief procurement officer and their supplier diversity group.

Established trust and success Kelly points to Overland-Tandberg’s long history when he speaks about the company’s robust reputation in the marketplace. As one of the longest

established black-owned global technology companies, it has built up a respected position.

Our vision of “Global Intellect and Inclusiveness” is the ethos that drives the organization – this vision allows us to have a comprehensive understanding of diversity and inclusion.

Diversity and data challenges Multinationals and foreign companies face the same challenges as US companies when trying to find black-owned businesses, says Kelly, it comes down to a lack of access, availability and awareness.

“There are organizations here in the US that showcase specifically black-owned businesses, and diverse companies,” he elaborates. “But I think that from a multinational standpoint of foreign companies, it’s one of access and availability and awareness. How do you find and develop partnerships at scale with diverse companies when there’s no technology platform that’s designed to provide that information?”

Kelly continues, “The world is digital and getting smaller. If you’re a US company you’re directly or indirectly doing business globally.

This challenge has been constant, which led me to leveraging my history in technology to focus on creating a platform that could align these resources across industry and essentially play a key role in closing the digital and diversity divide.” It’s called Bridge 2 Technologies.

Learn more sustainabilitymag.com

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INCREASING SPEND ON DIVERSE SUPPLIERS: THE STATS • US$750mn in new spend with Black, Hispanic, and Latino suppliers – part of commitment to spend US$30bn by the end of 2025 to advance economic growth and opportunity • Top suppliers to JPMorgan Chase committed to spend US$6bn with diverse suppliers — US$1.2bn specifically for Black Hispanic and Latino suppliers

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“WHEN WE ARE FOCUSED

JPMORGAN CHASE & CO.

AND INTENTIONAL, THE PROCUREMENT ORGANIZATION CAN SERVE AS A VERY EFFECTIVE TOOL IN FURTHERING DIVERSITY, EQUITY AND INCLUSION” ERIC SMITH

MANAGING DIRECTOR, GLOBAL HEAD OF SUPPLIER ASSURANCE SERVICES JPMORGAN CHASE & CO.

championing its initial cohort of 25 Black and Hispanic suppliers. 60% of the way through the first set of assessments, JPMorgan Chase is seeing the results it expected: some suppliers are wellpositioned to start working with financial institutions; others may benefit from working with a top consulting firm.

Breaking Down Barriers to Inclusion Access to capital is a common challenge faced by diverse businesses, so meeting industry requirements like cyber security, insurance, and bonding is often costprohibitive. Satisfying these requirements can cost a typical small business over US$100,000, creating another barrier to entry into the financial services industry.

To address this issue, the firm is launching a grant programme for Black, Hispanic and Latino-owned companies to provide financial assistance in meeting minimum requirements for doing business with large corporations.

At the start of this new year, Eric will be focused on supporting the initial supplier cohort as they complete the assessment and consulting process. The TruSight programme aims to act as a stepping stone for diverse

suppliers to gain more contracting options within the financial services industry. “The programme is about opening doors for diverse suppliers,” Smith explains. “About eliminating barriers to opportunity.”

The Future of DEI in Finance Eric’s division aims to lead the path forward.

“We all know that we need to do better in diversity, equity, and inclusion," he says.

Financial institutions have realised that they need to expand their view of services and contractors, companies and businesses— and that the old ways will need to change for them to thrive in the future.

“Diversity should be ingrained in the culture of not just the procurement organisation, but the company as a whole," Smith says. “When we are focused and intentional, the procurement organisation can serve as a very effective tool in furthering diversity, equity and inclusion throughout the firm and the wider business community.

When it comes to supplier diversity, the best practice is to prioritise it”.

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champions a circular economy and targets net-zero Ailin Huang, Head of Sustainability at the communal e-scooter provider, TIER Mobility, reveals the company’s commitment to net-zero and sustainable e-mobility

I

t’s exciting when innovative ideals, which were once mere concepts, come to fruition.

With a clear understanding of the current climate conditions and the imminent threats requiring urgent actions, innovation in technology – when managed in a sustainable manner – can, and will, make a difference in tackling global warming.

Technology is capable of taking problems, such as inner-city mobility, and pushing them beyond their limits, and companies can now put environmental consideration at the forefront of developments right at the beginning of the development stage.

A great example of this shift is TIER Mobility, an e-mobility company that provides fun and practical public transport solutions, in the form of electric scooters, bikes, and mopeds, across Europe and parts of the Middle East.

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WRITTEN BY: TOM SWALLOW

INTERVIEW

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INTERVIEW

“ Our founders have pledged their entire shares to the sustainability cause” AILIN HUANG

HEAD OF SUSTAINABILITY, TIER MOBILITY

Not only has the company cemented its position as a frequent mode of transport for many commuters and travellers in these regions, but its unconventional emergence led TIER to become a climate-neutral e-mobility organisation. In conversation, TIER’s Head of Sustainability, Ailin Huang, discussed the truly inspiring story of its founding and how climate action remains a driving force in its continued development.

“Before founding TIER, our CEO, Lawrence Leuschner, went on an 18-month journey around the world, which allowed him to see the natural devastation from climate change,” Huang said. “He was hiking in Patagonia and Argentina and saw first hand what the direct impact was. During his travels, however, he also saw a lot of solutions and opportunities.”

Ailin Huang, Head of Sustainability at TIER Mobility As well as being an Advisor to the European Commission on the economic and social impact of research, Ailin Huang has worked as the Head of Sustainability at TIER Mobility since March 2021, and has since shown her passion for driving climate change through a reduction in fossil-fuel-powered energy consumption. Huang has also worked within government and industry sustainability authorities, including the United Nations Environment Programme (UNEP) and the Organisation for Economic Co-operation and Development (OECD).

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INTERVIEW

“When he was travelling through California, that was already a time when some of the first e-scooter companies had launched in the US. So there were a lot of people zooming about on electric scooters.”

Upon reflection of both experiences — coupled with his entrepreneurial and environmental experience — Leuschner visualised the innovative solution for emissions reduction in cities that spawned TIER Mobility.

Within its founding story lies an important question. With the general public already ‘zooming’ around on e-scooters, enabled by other e-mobility companies, how did the organisation differentiate itself from its competition?

While discussing this very subject with Huang, she further emphasised that sustainability has always been embedded in the company’s ethos. She explained: “From the outset, all the vehicles look the same, but I think TIER is more than just an e-mobility company. The leadership really drove it with an intrinsic mission that's embedded in our company mission to change mobility for good. When we say changing mobility for good we really mean that. It's not just lip service or a marketing slogan, but we actually put it into action.”

Sporting a circular economy and sustainable employment TIER experienced a rapid expansion in 2018, reaching 19 cities across 10 European countries and recording a major milestone of one million rides in April 2019.

With such a successful adoption of its e-mobility service in 16 countries, TIER has made impacts in other areas beyond its efforts in emissions reduction. With a growing fleet of e-scooters, e-mopeds, and now electric bikes, it was interesting to find 48

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“ Our vehicles are designed in a way that all parts can be replaced and repaired and there's around 83 different components of such” AILIN HUANG

HEAD OF SUSTAINABILITY, TIER MOBILITY

out how the company operates and, more importantly, what happens to the waste components resulting from its maintenance procedures. “That's a huge operational feat and we have a very capable expansion team

INTERVIEW

that kind of takes care of that,” Huang said as she divulged TIER’s operational strategy.

“We have a local team in every city that is responsible for charging and maintaining the scooters. In terms of the charging, we have our TIER Rangers. All of these are permanent employees, as opposed to gig workers, and are responsible for replacing all of the empty batteries from our e-scooters and in that process, they also carry out a simple safety check as well.” This highlights one of the ways in which TIER has supported not only the environment, but the development of cities while creating local jobs.

As a result of its circular design process, TIER has optimised its e-mobility solutions to require minimal intervention and replacement

parts, leaving the necessary repairs to qualified technicians from local trades.

“Our vehicles are designed in a way that all parts can be replaced and repaired and there are around 83 different components of such. Due to this, and our maintenance regime, our scooters hardly have to be taken out of service due to technical defects or to be decommissioned entirely. What happens then is when a scooter can’t stay in the sharing service anymore, we first evaluate whether certain parts of the scooter can be reused,” Huang said, addressing the company’s waste management system.

“Some of the components are first evaluated for reuse, whether they can be used for the repair of other vehicles in the fleet,

How to drive a TIER e-scooter

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How has ClimatePartner supported the company's journey?

“ClimatePartner supported us with our first major sustainability milestone to become climate neutral.

With ClimatePartner, we've developed our first corporate carbon footprint and analysed the key emissions reduction levers that we have with the company. And in the last step ClimatePartner, with their huge range of emissions compensation projects in their portfolio, helped us choose offsetting projects that were aligned with our missions and values. So these are projects that support the development of renewable energy projects and reforestation as well.”

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and then whatever cannot be reused is then sorted into the different material categories,” she added.

A similar approach to circularity can also be seen in its battery recycling initiative, as it evaluates decommissioned batteries on a cellular level and uses those individual cells to refurbish or build other battery units. These are used for applications in off-grid and solar energy installations in India.

Emissions transparency and net-zero “There's general climate neutrality, which we can achieve by measuring our emissions and compensating those emissions, which is one step, but true climate neutrality is when we actually reduce our emissions towards net-zero,” said Huang during an

INTERVIEW

“ The leadership really drove it with an intrinsic mission that's embedded in our company mission to change mobility for good” AILIN HUANG

HEAD OF SUSTAINABILITY, TIER MOBILITY

in-depth discussion about TIER’s emissions reduction strategy.

TIER has been actively involved in increasing its emissions transparency, by working with ClimatePartner — an organisation committed to enabling climate action — and through measurement of all three Scopes, of which

one and two were reduced by 80% between 2019 and 2020; a result of the organisation switching to 100% green energy sourcing.

Huang also said that emissions in Scope three have reduced significantly despite the rapid growth of the company.

“Through measuring all of our emissions, we identified an emissions reduction strategy where we could. Everything that could not be reduced, we offset through VSC and gold standard certified offsetting projects,” she noted. “In terms of the overall Scope three, we also managed to reduce the emissions intensity of our products and service while we grew, while we doubled our fleet. Our emissions growth was less than half of that.

So that's the progress we've made on the emissions reduction side of things.” sustainabilitymag.com

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INTERVIEW

“ It's not just about how we see the future, but also what a sustainable future needs” AILIN HUANG HEAD OF SUSTAINABILITY, NAME SURNAME TIER MOBILITY JOB TITLE, COMPANY NAME

Meeting the needs of a sustainable future “I feel like it's not just about how we see the future, but also what a sustainable future needs,” Huang said.

With a clear progression for the company in terms of its sustainability strategy and growing operational success in a “really young industry”, its next steps can expect to meet demands for “more active mobility, more shared and micro-mobility than ever before” as urbanisation continues at a rapid pace — with e-mobility expected to take up 60% of the overall transport mix.

With sustainability embedded in the company’s past, its future endeavours will continue along this trajectory with the goal of reaching a true net-zero position, while eliminating the need for carbon offsets.

“We'll focus on the implementation of our sustainability strategy, particularly on our emissions reduction efforts with our ambitious targets and we want to halve our emissions by 2026,” Huang says. “Making sure that we deliver on those will be a major focus and the second area focus is to deepen the circularity of our product and service as well.”

Aside from its sustainability commitments, its partnerships with technology companies like Google – along with others involving research and development – enable continued technological developments to create a more intuitive operational experience for consumers, and further the energy efficiency of its products.

TIER’s e-mobility solution brought a new level of innovation to the industry and through continuous development and strategic partnerships, is likely to sustain its presence as day-to-day city living enters a new dimension.

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Sify Technologies: Simplifies digital adoption WRITTEN BY: JANET BRICE PRODUCED BY: LEWIS VAUGHAN

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SIFY

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SIFY

Sify Technologies has put Cloud@core at the heart of its products and services to simplify Digital adoption for Enterprises

T

hey say a football match is a game of two halves and this is an analogy that can also be applied to the business world. Every successful team or company needs a visionary leader, and this is where Kamal Nath, CEO Sify Technologies, steps in as he has navigated the transformation of this Indian ICT services and solutions company for the past decade.

Named CEO of the Year by the World Leadership Congress, Nath has 30 years of experience in this sector of industry and is a lifelong football fan who cites the late Argentinian footballer Diego Maradona as his inspiration. “Maradona was an extremely passionate footballer and a great leader who broke the boundary between football and life.

“I imbibe lots of management lessons from sport. I played football extensively and passionately follow the game. I derive lots of philosophies from the game which I practice and preach in my professional life,” said Nath who feels the ability of Sify to remain relevant to its customers has set it apart from its competition. “We have always felt that in some services we were ahead of our time.”

Headquartered in Chennai, India, Sify, a Nasdaq-listed company, is a comprehensive ICT solutions provider with global service capabilities. With Cloud@core at the heart of their product and services portfolio, Sify is focused on transforming the ICT requirements of the emerging digital

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21 YEARS

OF PIONEERING INDIA’S DIGITAL ICT ECOSYSTEM

SIFY

economy and the resulting demands from large, mid and small-sized businesses, cutting across all verticals.

Sify’s infrastructure comprising top of the line Data Centres and Cloud, the largest Enterprise MPLS network, DC and Cloud interconnects, and partnership with global technology majors, vast expertise in business transformation solutions modelled on the cloud, make it the first choice of enterprises.

More than 10,000 businesses across multiple verticals have taken advantage of its data centres, networks and security services and conduct their business seamlessly from more than 1,600 cities in India. Internationally, Sify has a presence across North America, the UK and Singapore.

DNA of transformation With its birth in 1995, Sify heralded the internet revolution in India. Through Sify, 58

February 2022

millions of Indians experienced internet for the first time. Sify cybercafe’s across the country brought Internet closer to homes at a time when the last mile communication was a big challenge in India.

In 2006, Sify took a bold decision to move away from an established consumer-facing business model to a 100% enterprise focussed company over the subsequent years. This has paid off very well for the company.

Sify’s journey in the last ten years is a testimony of the company’s DNA of transformation-led growth. Nath says, “The biggest challenge for any company is to remain continuously relevant and strategic for clients in the midst of multiple disruptive shifts in the industry.”

Today, Sify has evolved as India’s leading Digital ICT Services company based on the strength of its key assets of Data Centres, Network and Cloud and related digital services.

KAMAL NATH TITLE: CHIEF EXECUTIVE OFFICER INDUSTRY: INFORMATION COMMUNICATION TECHNOLOGY

EXECUTIVE BIO

LOCATION: INDIA Kamal Nath is Chief Executive Officer of Sify Technologies.

As CEO, he has successfully led Sify’s transformation from an Enterprise Network and Data Centre Service Provider to a Converged ICT Solutions and Services organisation. In the last 9 years, under his leadership, Sify has consistently grown in revenue and profitability and has emerged as a preferred Service Provide Partner for Enterprises, Public Sector & Government in India. Sify is currently uniquely positioned as both Service Provider as well as Systems Integration Partner for organisations driving their digital transformation journey.

Prior to joining Sify, Kamal Nath had a 17-year tenure at HCL Technologies, where in his last assignment as Country Sales & Business Head he led various transformational engagements with large Enterprises, incubated new business services, created innovative business models, and developed new and highgrowth vertical customer segments.

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SIFY

“ Sify actually pioneered 3 key building blocks of the ICT industry in India - the Internet, Enterprise MPLS Network and Data Centre” KAMAL NATH

CEO, SIFY TECHNOLOGIES

Nath joined Sify in 2012 and led it’s transition into the most comprehensive ICT solutions and services provider in India.

Sify has consistently grown in revenue and profitability and has emerged as a preferred service provider partner for enterprises, public sector and government in India.

“Sify was always a thought leader and pioneer. From spearheading internet adoption and penetration in the country to setting up the first commercial Data Centre, setting up the first Enterprise MPLS network in India, Sify always led the way.”

Nath pointed out: “You will not find any other company formed back in 1995 as an ISP, which has sustained, grown and remained relevant in the midst of so many disruptions in technologies and market. This speaks volumes about Sify’s resilience as a company and ability to change with time.”

Advantage of Hyperscale Cloud Provider partnership Nath pointed out that beside Sify’s own Data Centre infrastructure they have partnership with three leading hyperscale Cloud Service providers hosted at Sify’s 62

February 2022

SIFY

Data Centre. “The advantage of this is we are able to create a hybrid cloud platform by virtue of the proximity of our data centre and the hyperscale cloud. The customers get a very good choice and option of hosting applications, either in a hosted model, or in one of the hyperscale clouds, or in multiples, which get interconnected through DC or Cloud interconnects.”

“While the customers drive digital objectives, or digital innovation initiatives, they can be rest assured of the underlying fundamental infrastructure. Our infrastructure platform provides flexibility, agility and choices to our customers.”

How agility helped during COVID-19 Nath pointed out that “when the COVID-19 pandemic hit, we had to re-organise our priorities. I can now say that we walked a tight rope being concerned about our employees and families and at the same time preparing our employees to new ways of working.

We also had to support our customer’s mission-critical business in sectors like BFSI, e-commerce, healthcare, utilities, and our employees were in the respective facilities or in the field, to keep customers critical infrastructures running. All this, while, remaining focused on their well-being” “We helped enterprises by managing their business and helping them to achieve business continuity in such a challenging situation. But the toughest part was the change management and working to ensure we sustained our own business.

We have had to look at how we do business with our customers and how we generate new contracts. It has been a huge learning curve but will go a long way to building our customer engagement models in the future.”

“It is not an exaggeration to say that we at Sify, by virtue of our resilience and ability sustainabilitymag.com

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SIFY

“ You will not find any other company formed back in 1995 as an ISP, which has sustained, grown and remained relevant in the midst of so many disruptions in technologies and market. This speaks volumes about Sify’s resilience as a company and ability to change with time” KAMAL NATH

CEO, SIFY TECHNOLOGIES

to change with situations, were relatively better prepared to face a situation like the pandemic. For the entire Sify team, the learning curve during COVID-19 was shorter and angular, than steep,” he said.

Power of partnerships Nath explains how Sify has leveraged the expertise of key partners • Schneider • Caterpillar • Siemens “Partners like Schneider, Caterpillar and Siemens play a significant role. They help

us to bring global technology into our data centres which enables us to build worldclass data centres, which are suitable for global customers and particularly the hyperscale Cloud Service providers which are expanding in India.”

“The other aspect I want to highlight is organisations like Schneider are building manufacturing facilities in India. With respect to the data centre technology, the big differentiator from Schneider and Caterpillar is the ability to provide equipment at a costeffective price. This is possible by virtue of the fact they are manufacturing in India.”

Innovation and investment Looking ahead to the next 12-18 months, it will all be about customer relationships and engagement, investments in infrastructure, and remaining closest to customers’ innovation journey.

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SIFY

“ I find lots of management lessons in sport. I played football extensively and passionately follow the game.

I derive lot of philosophies from the game which I practice and preach in my professional life” KAMAL NATH

CEO, SIFY TECHNOLOGIES

“COVID-19 has completely changed the priorities of customers. Every customer is taking digitalisation and digital transformation as the top priority. They are doing things which was never done. So, innovation is the key priority for Sify, over and above our existing Digital infrastructure and capabilities. We are also partnering with new age technology and platform companies and co-create newer models.

“We have a large annuity customer base.

So, every customer’s digital transformation journey is an opportunity for us.”

We continue to remain relevant to our customers and build on our legacy and the trust of our customers, while we innovate in this disruptive age,” said Nath - a leadership message which could equally apply to a football club or global organisation.”

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E T A T S E H Y T T I S R E V I D N F O I O S U L C N I D AN 2 2 0 IN 2 68

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DE & I

Diversity and Inclusion are key to business success and sustainability. That is the popular theory, but are organisations practising what they preach?

WRITTEN BY: SCOTT BIRCH

E

verywhere you turn, it seems business leaders (let alone politicians) are extolling the virtues of diversity and inclusion. In the race to a sustainable future and a fairer society built on responsible business activity, diversity and inclusion are crucial to success.

We speak to Shobha Meera, Chief CSR Officer, Capgemini Group and Amy Lynch, Head of Diversity, Equity and Inclusion at Thoughtworks UK to gauge their views on what has changed and what more needs to be done to properly embrace diversity and inclusion – and reap the business benefits.

How has the diversity and inclusion landscape changed in the last two years?

SM: Diversity and Inclusion have become far more central to the Board and CEO agenda. There are several driving forces that go beyond regulation and governance. D&I is being shaped by the evolving profile of the modern workforce which increasingly places a premium on inclusive culture and purpose. Racial justice, a greater understanding and value for diverse abilities and neurodiversity, and advocacy are also sustainabilitymag.com

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DE & I

Shobha Meera

Amy Lynch

TITLE: CHIEF CSR OFFICER

TITLE: H EAD OF DIVERSITY, EQUITY AND INCLUSION

COMPANY: CAPGEMINI GROUP As the Chief CSR Officer for the Capgemini Group, Shobha drives the strategy for its corporate social responsibility mandate which constitutes three pillars: Diversity & Inclusion, Digital Inclusion, Environmental Sustainability.

Working alongside the global CSR network and 270,000+ colleagues who are passionate about the health of our planet & society, she is committed to achieving the ambition for Capgemini to be a global CSR leader. For most of her career, Shobha has been a business and sales leader with extensive experience in sales management & transformation, most recently in the Financial Services space.

“ It starts with you.

Your actions and the team you build will speak more about your commitment than anything else” SHOBHA MEERA

CHIEF CSR OFFICER, CAPGEMINI GROUP

COMPANY: THOUGHTWORKS UK Amy has worked with technology teams for more than a decade and currently heads up diversity & inclusion for Thoughtworks in the UK. Amy is passionate about social justice and committed to amplifying those who often go unheard and underserved. She has been included on Northern Power Women's 2019 Future List and champions a more equitable future for all.

other emerging factors that are changing the D&I landscape. “Verna Meyers once said – diversity is being invited to the party, inclusion is being asked to dance.” While we’ve certainly made progress, there is still room for improvement.

AL: The range of issues businesses now think about in comparison to 2 years ago is broader. Events such as BLM, the murder of George Floyd, the impact of the pandemic and remote working, to name a few, have meant businesses now realise that there are so many different experiences that we need to think about when we are thinking about diversity and inclusion. sustainabilitymag.com

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“ Diversity and inclusion boosts innovation and creativity and helps to build resilience” SHOBHA MEERA

CHIEF CSR OFFICER, CAPGEMINI GROUP

What are the biggest benefits of diversity and inclusion for business?

SM: Quite simply, it comes down to company performance – diversity and inclusion boosts innovation and creativity and helps to build resilience.

AL: Creative and innovative companies rely on a diverse workforce. Again, our research found that growing businesses were significantly more likely to see the business benefits of championing DEI issues than those scaling back. Most commonly cited, over a third of growing businesses believed championing DEI issues was a key part of better relationships with employees (versus 18% of contracting businesses) and led to better staff retention (32% versus 17%).

Do we need more D&I in the C-suite?

SM: Undoubtedly – changes start at the top.

Diversity in the C-suite is one of the most important factors for driving broader D&I improvement and shaping a culture that values different types of leaders, talent, and abilities.

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Leadership teams can also drive collective mobilization: affirmative networks and employee resource groups for colleagues to engage with and contribute to make the diversity and inclusion agenda a reality.

At Capgemini, our goal is to have to reach 30% women in exec leadership positions by 2025.

In parallel, as leaders should lead by example, from 2021, all of our managers and executives will enter an inclusive leadership training path, starting with workshops on unconscious bias, to develop new mindset and behaviours.

Beyond gender diversity, the group is also committed to ethnic diversity wherever we operate. We are a founding member of the World Economic Forum's “Partnering for Racial Justice in Business” initiative, a coalition of organizations and multinational company leaders committed to creating fair and just workplaces for people whose ethnic identities are under-represented and to eradicate racism at the workplace in a sustainable manner.

AL: Yes! There are a number of different reasons for this. We need C-level people that are making decisions to be representative of the communities that they serve, otherwise they will not be making the decisions that will have the greatest impact, and be of the greatest benefit, to most individuals.

There is a need to create a culture where all people feel seen, respected and heard. Without this, there is a strong possibility people will leave. This is not just about having people from minority groups in decision making roles, but also encouraging people to be role models for other future leaders of the organisation as well. sustainabilitymag.com

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What countries or regions are embracing D&I and which have more work to do?

SM: North America, the UK, Australia, and several European countries have made solid progress, and this is the topic on every CEO’s agenda. However, progress is less consistent in some developing countries and in Asia.

AL: At Thoughtworks, we are committed to diversity and inclusion across all our regions and have global aspirational goals in place to continue increasing gender representation in tech. However, aligning 74

February 2022

efforts across regions can become more complicated when you take into account nuances such as socio-political and legal factors in different countries. For example, race and ethnicity continues to be a big focus for Thoughtworks in the UK, as well as other regions like North America, Brazil, and Germany. In India this area is more complex, however Thoughtworks India has been leading on LGBTQ+ inclusion for many years which is particularly important given some of the laws that still exist, preventing LGBTQ+ people from being fully accepted.

DE & I

“ We need C-level people that are making decisions to be representative of the communities that they serve” AMY LYNCH

HEAD OF DIVERSITY, EQUITY AND INCLUSION AT THOUGHTWORKS UK

What is the best single piece of advice you give a CEO when it comes to D&I? SM: It starts with you. Your actions and the team you build will speak more about your commitment than anything else.

AL: Remain open, humble, listen and learn, and understand that even though an employee’s experiences are different to your own, this doesn’t mean they aren’t valid. DEI issues will not be solved with the wave of a magic wand, yet it's important and requires you to be intentional with your approach, sustainabilitymag.com

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“ There is a need to create a culture where all people feel seen, respected and heard” AMY LYNCH

HEAD OF DIVERSITY, EQUITY AND INCLUSION AT THOUGHTWORKS UK

measure what you can, and learn step by step is the best approach.

What does the next 12-18 months look like to you when it comes to D&I? SM: For us, it is about building on progress.

Capgemini is committed to increasing the diversity of our workforce and have made ESG commitments including reaching 40% women in our teams, and 30% of female exec leaders. Yet gender representation is only one piece of the puzzle, we are focused on broader diversity and equity goals, and we are working to strengthen our culture through multiple pathways including leadership models, D&I training, ERGs, allyship, and much more.

AL: At Thoughtworks, our goals for the next 12-24 months are looking at how we reduce voluntary attrition, increase diverse representation and improve engagement for people from underrepresented communities. We do this against the continuing backdrop of remote and hybrid working, which itself has raised a number of DEI issues that need attention – from supporting parents and carers to the problems of presenteeism. sustainabilitymag.com

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THE RED SEA DEVELOPMENT COMPANY

Designing and Building in Parallel WRITTEN BY: DOMINIC ELLIS PRODUCED BY: BEN WIGGER

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THE RED SEA DEVELOPMENT COMPANY

2018

Year Founded

Construction Industry

1,500

Number of Employees

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Ian Williamson highlights TRSDC’s design and construction dynamics, sustainability, off-site work and broadening portfolio

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porting a white Nike polo shirt, and fresh from attending the Jeddah Grand Prix, Ian Williamson, Group Chief Project Delivery Officer at The Red Sea Development Company (TRSDC), connects with me in his new on-site office he moved into a month ago, and looks at ease straddling the leisure-business divide.

For the next hour, such is his impressive grasp of all construction matters with the ambitious Red Sea Project, I don’t have much to say. He is out of the blocks faster than Lewis Hamilton and clearly wants to convey as much about all the myriad development components, and industry issues, in the time available.

TRSDC was incubated within Public Investment Fund (PIF) and formally formed into a private limited company, with all stock owned by PIF, in May 2018. It’s an integral part of Saudi Arabia’s Vision 2030, which is transitioning the country from an oil-based economy. Its mandate was to build the project, which covers 28,000sq km of land mass, including a 3,500sq km archipelago containing 92 islands and 250km of coastline.

“We equate it to the size of Belgium,” he said. “My role is to take approved design from our development arm, and convert to detailed design, procurement and construction, and handover to our operations team.” sustainabilitymag.com

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28,000sq kms of land mass, including a

3,500sq km archipelago

Williamson joined as the ninth employee, and TRSDC’s workforce is now up to 1,500.

The MasterPlan was signed off in November 2018, which was followed by an intensive design period. So far over SAR13bn of work has been contracted which, when you factor in a PPP contract too, totals more than SAR18bn overall.

“Everyone’s surprised that we’ve built quite a lot, as we’ve been constructing and designing in parallel. It’s what sets us apart.

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We’re contracting at a rate of close to SAR1bn a month until we’ve completed the project buy out,” he said.

Along with juggling design and build, a ‘construct-and-manage’ approach provides direct access to the best subcontractors. “That means we haven’t got dependency over one or two contractors – who often have limited control over – and eliminate some of the mark ups,” he said.

THE RED SEA DEVELOPMENT COMPANY

IAN WILLIAMSON TITLE: C HIEF PROJECT AND DELIVERY OFFICER LOCATION: SAUDI ARABIA

BIM360 provides total visibility BIM360 gives total visibility on the entire supply chain involved with the Red Sea Project. Designs can be exported and imported, providing not only progress on a weekly basis, but also stage deliverables.

“When you’re spending billions on a megaproject, you can be subject to information overload – and that can lead to information misplacement. Tools can enable data to be put into the right pigeon holes,” he said.

EXECUTIVE BIO

Ian Williamson joined the organisation in October 2017. He is responsible for leading development and delivery of the planning, design and construction of the project.

As an Executive and Board Director for over 25 years, Ian has undertaken both strategic and operational roles, developing a leadership style that enables his colleagues to reach their potential.

Prior to joining TRSDC, Williamson served as Managing Director at Arcadis Middle East.

He holds a Master of Business Administration from Cass Business School, London, UK, and a Bachelor of Science in Electrical Engineering with Mathematics from the University of Reading, UK.

The Red Sea Development Company: designing and building

“ The more we can bring in that’s largely completed, and use finishing trades to put together, the more we can reduce the footfall on the islands” IAN WILLIAMSON

CHIEF PROJECT AND DELIVERY OFFICER, THE RED SEA DEVELOPMENT COMPANY

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He said the main challenges are the hyper inflation of commodities and container costs, which are pressurising projects globally.

“Labour is also a key factor, and has a direct bearing on schedules. The contractors who have performed averagely have come in with a project mentality. The ones that are making impression are in for the long haul.”

While the pandemic has placed pressures on schedules, Williamson doesn’t want to make COVID an excuse, and says broadly, despite lockdowns and health and cargo restrictions, it is on track. “But we have seen slippage in some areas though, and started night working in the last couple of months,” he said.

THE RED SEA DEVELOPMENT COMPANY

KEY PARTNERS IN RED SEA PROJECT DELIVERY

Jewel in KSA tourism With its clear coral-stacked waters, the Red Sea Project will be a jewel in KSA’s tourism crown. Tourism numbers will be restricted to one million travellers a year. The site has attracted plenty of interest among divers, including Philippe Cousteau, who sits on its advisory board.

“You carry premium once you create scarcity, plus the natural beauty of the geography, lends itself to a luxury tourism project,” he said.

Today, it is halfway through construction of phase 1. Three hotels are scheduled to open at the end of 2022, and another 13 due to be completed by the end of 2023.

Foster + Partners has designed over 80% of phase 1 works Saudi Amana Contracting has built a 150-room hotel as accommodation for management workers and third party visitors NESMA & Partners Contracting Co. and Almabani are the appointed JV operators for the airside works on the Red Sea International Airport King Abdullah University of Science and Technology (KAUST) has been a key partner since 2017 and its relationship has evolved into a mutually beneficial environmental-access-andresearch alliance Stower has integrated platforms and the project uses Primavera P6 EPPM, which helps manage and execute projects Aconex, bought by Oracle, is another solution in operation and recognised standard in the Middle East

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Where Experience Meets Innovation Contracting and Construction Enterprises (CCE), was established in Riyadh, Saudi Arabia in 1992 as a privately-owned general contracting company, operating in the Arabian Gulf and other countries of the Middle East.

CCE has been successful throughout its history executing numerous residential, industrial and commercial projects within the private and public sectors.

Over the years, CCE developed a prominent profile among the most reputable general contracting companies in the Kingdom of Saudi Arabia.

CCE builds strong foundations with Red Sea Regional Director Joseph Sarkis explains the changing face of KSA construction and its work with the Red Sea Development Company Contracting and Construction Enterprises (CCE), was established in Riyadh, Saudi Arabia in 1992 as a privately-owned general contracting company, operating in the Arabian Gulf and other countries of the Middle East. Today its broad portfolio covers hotels, infrastructure and megaprojects throughout the Kingdom.

Regional Director Joseph Sarkis reflects on a key year for Saudi construction.

“In 2020 there was a lot of talk about design and marketing and not so much activity on the ground, but in 2021 we saw a big movement, and lots of mobilisation. It looks like it’s going to swing from one extreme to the other.

“Now we’re rushing towards an over-demand of projects with limited supply, so it’s a very challenging landscape, but there are a lot of opportunities as well as risks.”

Working closely with Red Sea Development Company (RSDC), CCE is involved in one of its first deliverables, a 1.5m sqm Coastal Village, which will be the base for the management team.

“It’s very exciting to be part of this first, big development in the area and we have the entire secondary infrastructure package designed to reduce carbon emissions – Our project also includes the construction of central facilities and a road and track network dedicated to sustainable transportation” CCE started in February 2021 and planning to handover mid-2022.

RSDC operates BIM360 platform which CCE taps into, providing an efficient platform for managing the ambitious, 90-island archipelago project.

Sarkis is confident that the RSDC will be a unique hospitality project. “We would like to thank the Saudi Government for giving us this amazing opportunity, and creating the Vision 2030.”

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92 islands and

250kms of coastline

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THE RED SEA DEVELOPMENT COMPANY

“ The advantage is there is no existing development or having to work within an established infrastructure.

We’ve created the infrastructure and ecosystem, so we can control our destiny” IAN WILLIAMSON

CHIEF PROJECT AND DELIVERY OFFICER, THE RED SEA DEVELOPMENT COMPANY

Last October, as it started getting on top of phase 1, TRSDC said it was ready to take on new projects.

That lead to it securing the AMAALA project, 300km up the coastline, as well as around 12 other potential projects in the pipeline that are coastal or island-based, many of which are targeting a different audience – domestic travellers – in contrast to the global appeal of The Red Sea Project.

The first phase, Triple Bay, spans 11km and it has a mountain range unusually sited by the coast. The three unique bays owe their existence to water run-off from the mountains. The nine hotels will target ultra luxury travellers, but with more focus on wellness, arts and culture, whereas Red Sea Project is more island based and about its natural attractions.

THE RED SEA DEVELOPMENT COMPANY

“ The main challenges are the hyper inflation of commodities and container costs, which are pressurising projects globally” IAN WILLIAMSON

CHIEF PROJECT AND DELIVERY OFFICER, THE RED SEA DEVELOPMENT COMPANY

“They actually complement each other well, you can see guests coming to the Red Sea and exploring a bunch of alternative holiday destinations – there are exciting opportunities, as we create a ‘Red Sea Riviera’.

“There’s so much beautiful coral and mangroves, and it’s rare to come across more than 90 islands with no man-made footprint.”

But that is all set to change, and TRSDC is acutely aware of the need to preserve the environment as much as possible.

“We originally forecasted 50,000 workers on site, and looked at how we can get that down to 30,000. Clearly the way to do that is manufacture as much as you can off site.

“We’re working closely with Saudi Amana, which make prefinished ‘boxes’ and they can be entirely fabricated – from staircases to service ducts and lift shafts. You put all the components together like lego.”

Off-site manufacturing, involving timber, has also been evident with the first of its two hotels opening next year. “It’s all delivered to us flat-packed and you can have a villa up within a week. There is no cutting or adjustments on site. The more we can bring in that’s largely completed, and use finishing trades to put together, the more we can reduce the footfall on the islands.”

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10,000+ workforce onsite +

1,500+

corporate employees

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TRSDC TARGETS LEED PLATINUM STATUS While TRSDC is using ‘green concrete’ and trying to source low-carbon cement, it is also quarrying a volcanic ash locally for use in construction, and to reduce its carbon footprint.

“We want to be LEED Platinum, Gold is our fall-back position, and Silver will be minimum,” he said. “Everyone goes on about the premium – but I’m not sure it is, if you design it correctly and pay attention to your material selection.”

Power is another intriguing aspect. The project is off-grid with no connection to Saudi water or electricity authority (ACWA Power leads the consortium who won the contract). Two major solar farms on the coast will generate 2MW in the first phase, and battery is the nighttime power source.

“We also have a ‘zero discharge’ policy. The archipelago is a complex mix of sea and fresh water, with different saline contents. Effectively we’re taking the salt from the sea and putting it back, so you’ve got to do ‘depotion discharge’.”

Solid waste has to be removed by ship, and a construction waste management plant has been built.

“The advantage is there is no existing development or having to work within an established infrastructure. We’ve created the infrastructure and eco-system, so we can control our destiny more.”

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“ We have total visibility on the entire supply chain and immerse ourselves with BIM360” IAN WILLIAMSON

CHIEF PROJECT AND DELIVERY OFFICER, THE RED SEA DEVELOPMENT COMPANY

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“Pod technology is also getting really advanced and the Saudis are great at precast panels, but I think it will go a step further, as materials become more refined.

“We’ve just done a 100-metre borehole on one of our islands. Typically we take 20-25m samples for geotechnical studies, to analyse the substructures, but we needed to do a core structure which was interesting.”

Williamson said TRSDC is committed to building a ‘smart destination’, built around enhancing the guest experience and operational efficiencies. Luggage will be transported straight from the purpose-build airport to guests’ rooms.

New technologies are constantly being courted, but it hasn’t found a way of using 3D printing yet on site.

What is clear is that from the F1 tracks to the Red Sea islands, Saudi Arabia is entering 2022 in top gear.

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EY: CREATING BUSINESS VALUE FROM SUSTAINABILITY AND ESG Steve Varley, EY Global Vice Chair – Sustainability, talks exclusively to us about creating business value from sustainability and ESG WRITTEN BY: SCOTT BIRCH

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Steve Varley EY Global Vice Chain – Sustainability

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CREATING BUSINESS VALUE THROUGH SUSTAINABLE ENERGY Ensuring you have the best partner at your side.

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SUSTAINABILITY

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ustainability. It’s the mantra of the moment when it comes to business success – an essential area of focus for any organisation serious about remaining relevant. It is also an opportunity – a chance to differentiate from the competition while also doing ‘good’. It’s a fact: sustainability is good for business, and businesses need to adapt swiftly.

That is nothing new, but when the Big Four consultancy firms (Deloitte, EY, KPMG, PwC) allocate their leading minds to helping clients create business value from sustainability and accelerate transitions to a lower-carbon future, you know it is top of the agenda.

Steve Varley stepped into a newly created role at EY that was the first of its kind among the Big Four, leading the consultancy’s climate change and sustainability agenda

globally while also leading EY’s overall environmental sustainability strategy across the US$36bn professional services organisation and its 300,000 people.

It’s fair to say Varley doesn’t just ‘walk the walk’ when it comes to sustainability but leads others along the route. EY achieved carbon neutrality in 2020, became carbon-negative in 2021, and has a net-zero commitment for 2025.

Varley is also founding co-chair of the S30 – a group of 30 Chief Sustainability Officers from some of the world’s leading businesses, launched in 2020 in collaboration with HRH The Prince of Wales’ Sustainable Markets Initiative.

In this exclusive interview, Varley discusses his new role, the challenges ahead for global organisations, and what business leaders need to do right now to secure our future. sustainabilitymag.com

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Steve, please explain your role at EY? I help EY clients create business value from sustainability and ESG, from reframing strategy and accelerating transformation to how they govern, operate and build trust. I also lead EY’s overall environmental sustainability strategy and decarbonisation efforts, including our carbon ambition, which saw us become carbon negative in 2021 and will get us to net zero in 2025.

You joined EY in 2005 – how has the consultancy changed during that time?

EY has changed a lot in the past 15 years, in many ways driven by the introduction of disruptive technologies like AI and blockchain to help clients tackle big challenges. However, one of the biggest changes I’ve seen is the move across all EY service lines – assurance, tax, consulting and strategy and transactions – towards a model that is focused on helping clients build long-term value for all their stakeholders, especially their shareholders.

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This focus on stakeholder capitalism is the bedrock of the EY strategy, called “NextWave”, through which all 312,000 EY people contribute to helping create and protect long-term value for clients and wider society.

Do you think sustainability is top of the corporate agenda right now?

Yes – sustainability is increasingly being viewed as extremely important by business leaders. For some leaders, the starting point is ESG but a major theme for most is carbon reduction and the climate. Even before COP26, business was beginning to realise its crucial role in tackling the climate crisis. Many companies have set net-zero targets, and more are being announced every day. In Glasgow, business was highly visible, and we heard multiple world leaders reference the growing role of the private sector in their speeches. And it’s not just about decarbonisation – businesses are also looking at the impact of issues like biodiversity

SUSTAINABILITY

STEVE VARLEY TITLE: GLOBAL VICE CHAIR - SUSTAINABILITY INDUSTRY: CONSULTANCY LOCATION: LONDON, UNITED KINGDOM

and nature loss, water shortages, the circular economy, and plastics. But the bottom line is that businesses need to shift focus away from setting targets that may be many years in the future to reducing their absolute emissions today – and evidencing action each year.

Is aiming to be net-zero by 2025 ambitious, or achievable?

What are the biggest challenges?

It is ambitious but it’s also achievable.

We’re a professional services organisation and our biggest asset is our people, so we don’t face many of the same complexities and challenges as some industries. It’s going to take some businesses longer to adapt, but those that can move faster, like EY, need to do so. A big challenge we face is helping our people take actions that will reduce their carbon footprint as they go about their work – for example, by taking fewer flights. We have a seven-point carbon point action plan to help us achieve our carbon ambition and

Steve leads EY’s climate change and sustainability agenda globally in a recently created role that is the first among the Big Four consultancy firms.

He helps EY clients create business value from sustainability and accelerate their transition to a lower-carbon future. He also leads EY’s overall environmental sustainability strategy across the US$36bn professional services organisation and its 300,000 people.

Steve is leading the organisation’s efforts towards decarbonisation and has overseen its achievement of carbon neutrality in 2020, carbon-negative in 2021, and netzero commitment for 2025.

Steve was previously EY UK&I Regional Managing Partner and Chair of EY UK, leading the US$3.5bn business and its 17,000 employees. He originally joined EY in 2005 and has nearly 30 years of client and consulting business experience in various sectors including pharmaceuticals, oil & gas and public services.

Steve was a member of the Business Advisory Group to UK Prime Ministers David Cameron and Theresa May and was also the UK Government’s Business Ambassador for the professional services industry during this time.

Steve is founding co-chair of the S30, a group of 30 Chief Sustainability Officers from some of the world’s leading businesses, launched in 2020 in collaboration with His Royal Highness The Prince of Wales’s Sustainable Markets Initiative.

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part of that is the EY Engagement Carbon Calculator, which is a tool that enables EY people to assess the amount of carbon they emit, has been a big help in helping our people understand and then work to reduce their carbon footprint when delivering client work. Members of our Global Executive – the most leadership body at EY – also have their performance judged against progress on our ESG metrics, which include our carbon reduction ambition. This is important because it helps set the tone right from the top of the organisation.

Tell us about S30 – who is nvolved and what your role is?

What does S30 hope to achieve?

The S30, which is part of the Sustainable Markets Initiative (SMI) led by HRH The Prince of Wales, comprises Chief Sustainability Officers from some of the world’s most influential companies and its aim is to

“ We’re seeing lots of CEOs now putting sustainability at the heart of their business strategy and looking for ways to create value from becoming more sustainable” STEVE VARLEY

GLOBAL VICE CHAIR - SUSTAINABILITY, EY

accelerate business action on sustainability.

It was launched in collaboration with EY and [communications agency] freuds, and S30 members represent companies with a total market capitalisation of US$6.7tn, revenue of more than US$2.3tn and more than five million

Responsible Leadership: An interview with EY’s Global Vice Chair – Sustainability

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employees. It’s all about helping business leaders in sustainability to work together, learn from each other, raise their profiles and influence within their organisations, and take collective action. Its members are focused on outputs and actions that drive best practice and will collectively benefit not only the S30 but the business community as a whole.

Sustainability is about a lot more than ‘just’ climate change and decarbonisation.

How is EY tackling issues like DE&I? That’s true – there is far more to ESG than sustainability. EY has been on a DE&I journey for decades and we’re still on it. We work hard to cultivate a diverse and inclusive culture, where all our people can feel like they belong and are empowered to be themselves at work. We’ve always believed that setting the right tone and agenda from the top of the organisation is critical and that’s why, in 2020, we formed our Global Social Equity Task Force to develop and prioritise cohesive global actions specifically addressing inequity and discrimination.

The EY Global Executive, the senior-most

governing body, has also signed a Global Executive Diversity & Inclusion statement which is a commitment to hold ourselves accountable at the highest level. There’s lots more to say about this but hopefully this gives a flavour of how seriously we take DE&I at EY. Do you think the general public, and business, have differing views on what sustainability means and what matters most to them, or are they aligned?

I think there’s been the beginning of convergence in priorities and goals on this agenda across all stakeholder groups. COP26 was a great example of multiple groups coming together for collective action on climate change, and I really believe everyone there shared many of the same common beliefs. There’s still a long way to go, and there will be differences to overcome, but I’m optimistic about the change I’m seeing and the impact of incoming generations on the private sector. When you look at a business like EY, its 312,000 people reflect the communities in which it operates around sustainabilitymag.com

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the world. It’s inevitable that the views of those people will have an impact on the business.

I often hear the phrase ‘sustainability is good for business’ – how is that so, and is that even more true now and in the future?

It’s definitely true today and it’s going to become even more of a focus for business in the future. Sustainability has now gone mainstream, and especially after COP26 – sustainability is everybody’s business.

We’re seeing lots of CEOs now putting sustainability at the heart of their business strategy and looking for ways to create value from becoming more sustainable. What’s really exciting is seeing business apply its innate skills at innovation, embracing disruption, and problem-solving to tackle the biggest issues facing the planet, and do so while creating value for all.

When advising organisations on sustainability, what are their biggest concerns, and how can you help them most?

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also protecting business value. The CEO of a Latin American multinational once said to me: “We can’t afford to go green by first going red” – I think this captures the dynamic very well. The kind of client work we at EY have been doing to help businesses achieve this include building business models to support green consumer products, assisting companies seeking to invest in solar and wind and helping turn oil companies into integrated energy companies, among many other things. We want to build on this work and continue to develop services that help our clients find value in becoming more sustainable.

Regarding COP26, was it just ‘blah blah blah’ and can businesses change the world in ways governments seem reluctant to?

Going into COP26, existing national commitments projected a temperature rise of between 2.7C to 2.9C. With commitments agreed under the Glasgow Climate Pact, the latest analysis suggests we are looking at an increase of 1.8C to 2.4C. While this is an improvement, it isn’t 1.5C – and the commitments agreed to date will

SUSTAINABILITY

require detailed plans, measurement and accountability. I think businesses have a huge role to play in helping keep 1.5C alive – they must develop plans with real, measurable targets and transparent roadmaps to meet them. They must also build trust in their commitments and report on their plans every year. Stakeholders won’t wait and the planet can’t wait for COP27 for answers – business has an unprecedented opportunity right now to lean in and take action. Efforts to protect the natural world have yet to achieve the same high profile as those to limit climate change but I think it’s important that business thinks about sustainability in broader terms than just the climate. COP15 is focused on protecting biodiversity and I think it’s important that business engages with this too, despite it generating fewer headlines.

“ EY has been on a DE&I journey for decades and we’re still on it” STEVE VARLEY

GLOBAL VICE CHAIR - SUSTAINABILITY, EY

When it comes to measurement and accountability, how do you do that in a way that is fair, universal, and transparent?

Holding companies accountable to the climate commitments they make is critical.

However, the frameworks that currently exist for helping companies calculate and report their carbon footprint aren’t subject to the same level of rigour as financial reporting sustainabilitymag.com

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“ Businesses need to shift focus away from setting targets that may be many years in the future to reducing their absolute emissions today” STEVE VARLEY

GLOBAL VICE CHAIR - SUSTAINABILITY, EY

– and this needs to change. Improved reporting and transparency will lead to increased corporate accountability and investor confidence. It was encouraging to see this issue on the agenda at COP26 and the launch of the International Sustainability Standards Board was welcomed by many.

We all understand it’s going to be a difficult journey, but leading companies are already seeing the benefit of incorporating clear and transparent ESG goals into their corporate strategy.

As a father of two, what are your hopes, and fears, for the years leading up to 2030?

I often get asked about my views as a father, but while having children does give me a slightly different perspective, I focus on the universality of the challenges we face as humanity. It doesn’t matter how old you are, where you are, or what your family situation is – sustainability really is everybody’s business. Over the coming years, my main hope is that businesses and governments develop sustainability targets with teeth from measures that matter, keeping 1.5C alive and protecting the planet for future generations. sustainabilitymag.com

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BAE SYSTEMS

DEBBIE ALLEN ON NET ZERO, DIVERSITY BAE SYSTEMS’ TECHNOLOGY WRITTEN BY: HELEN ADAMS

PRODUCED BY: GLEN WHITE

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BAE SYSTEMS

Debbie Allen explains how BAE Systems is targeting net zero, progressing its ESG agenda & encouraging young people to get into engineering

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ebbie Allen, Group Director of Governance, Conduct & Sustainability at BAE Systems, used the monotony of the pandemic to start a new morning hobby.

“Running is the thing,” smiles Allen.

“Trying to just go further, faster - I ran a half marathon yesterday. I’m feeling the aches and the pains now, but I’m so pleased. I think through the pandemic, it's that setting a goal for yourself, to get through to the other side.”

Allen may be able to run half a marathon, but working at defence and security giant BAE Systems, just about everything on the production line is faster than her.

Founded in 1999, BAE Systems supplies defence equipment, electronics and services as well as cyber, intelligence and security solutions. It has leading positions in its principal markets in the US, UK, the Kingdom of Saudi Arabia and Australia, working with governments who are partners and allies of the UK and US. Allen has been with the company for two decades and was attracted by the fascinating technology it develops.

“It's a really interesting company,” reflects Allen. “I mean, the products and services that BAE is manufacturing, it's a technology and engineering company, so full of interesting people, interesting products. It is a company that has a purpose; defence and security, that feels meaningful.

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“It's something to get up for in the morning, you're contributing to things, but it’s not without controversy,” says Allen. “Not everybody has the same perception of it.”

Last year, a protest took place outside BAE Systems Samlesbury site against the sale of weapons. The company is no stranger to such events, but respects the rights of others to protest peacefully.

“It's just a really interesting company and that was what attracted me to the role,” concludes Allen. “It never, ever stays the same. It's all changing, because of the world around us, new people coming in and people going. Particularly in the world of sustainability over the last 20 years, it's just changed beyond recognition. So it's been fantastic to be part of it!”

Over the past two decades, understanding of climate change has become fully accepted and mainstream. What does Allen think of climate change?

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“Obviously it is a huge threat for us all,” says Allen. “I just don't feel that there's that sense of everybody owning it. There's a lot of talk about it, there are some people obviously hugely passionate and committed to it, but I suspect a lot of us are still not doing what we need to.”

In 1990, Allen wrote her PhD on coal and has followed the expanding climate news coverage ever since.

“My PhD was looking at the control of combustion from coal plants. That was back in 1990 and at that point, I was looking at things like sulfur dioxide rather than carbon dioxide. Then it just became carbon, carbon, carbon. There's some of those early photos and mappings of the hole in the ozone layer, that's not going to correct itself,” says Allen. “There's something we humans have managed to destroy. That's not going to get fixed without us.”

BAE SYSTEMS

DEBBIE ALLEN TITLE: G ROUP DIRECTOR OF GOVERNANCE, CONDUCT & SUSTAINABILITY INDUSTRY: DEFENSE & SPACE LOCATION: UNITED KINGDOM

DEBBIE ALLEN

GROUP DIRECTOR OF GOVERNANCE, CONDUCT & SUSTAINABILITY, BAE SYSTEMS

EXECUTIVE BIO

“ DIGITAL TRANSFORMATION FOR US, AS MUCH AS FOR ANY OTHER COMPANY, INCLUDES THE CYBERSECURITY PART OF THE BUSINESS”

Deborah joined BAE Systems in 2001. She was instrumental in establishing the standards for ethical business conduct in BAE Systems and across the Defence Sector. Now, as Group Director of Governance, Conduct & Sustainability, her role encompasses the many and varied aspects arising from the Environment, Social & Governance (ESG) issues affecting the company.

She works closely with the company's executives and board to drive the ESG agenda in BAE Systems.

Deborah is a non-executive director and Vice Chair of Enterprise M3 – a local enterprise partnership and a member of the Federated Hermes Client Advisory Board.

BAE SYSTEMS

BAE Systems has plans to do its bit.

“BAE has a target to be net zero by 2030,” responds Allen enthusiastically. “For scopes one and two, those emissions are within our control, scope three is obviously more difficult to quantify. So we have set scope three by 2050.”

Here’s a reminder of the Scopes: • Scope 1: onsite emissions • Scope 2: purchased energy • Scope 3: external emissions, usually from the supply chain “Also, some of our products have a 20 to 30 year lifespan,” continues Allen. “So things that are in play now, there's probably less that can be done, versus those ones that will be developed in the future. But scope one and two, we're targeting net zero by 2030.

“We've got to have meaningful milestones for the next two, three, four years. As does every company, but it's got to be real.

Otherwise everybody's going to get to about 2026 and say ‘Ooh, let’s plant some trees’ but this should be additional, not instead of.

All companies must have realistic targets set.”

ESG at BAE and the focus on governance Many businesses shy away from the governance section of ESG, instead putting their energy into the more relatable social and environmental aspects.

“It's very much looking at those things that are material to the defence sector,” explains Allen. “So I'd certainly put a large amount of emphasis on the G. We make highly technical products that are going to be used in quite challenging surroundings and situations.

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“The product, where you sell it, its safety, its quality, all of those things are factored into our trading policies and form a key part of our governance. So there's a huge focus on governance, quite rightly.”

BAE Systems is also taking steps forward into social and enviromental ESG. “Over the last 18 months, we have really accelerated our commitment to the environment,” continues Allen. “The Social... well, people matter. The people inside of the fence matter, but also the impact that we have on those outside. For example, we’re conscious about the impact of our large sites. We have different start times, so that local people trying to get their kids to school are not held up by traffic blockages.

“With ESG, it's everything from being a huge corporation with a global footprint, down to those local areas. So I'd say socially, it's always been because it matters. The governance is equally non-negotiable,” Allen concludes.

At BAE, the safety and wellbeing of employees right down the supply chain is valued.

“Quirky, amazing minds can come up with all sorts of different things,” says Allen excitedly. “It’s really fun and challenging to work with lots of interesting people, doing interesting things. But, people are people and people want to be looked after, feel included and be part of a team.

“Diversity and inclusion, as well as employee engagement, is hugely

“ I THINK THROUGH THE PANDEMIC, IT'S THAT SETTING A GOAL FOR YOURSELF, TO GET THROUGH TO THE OTHER SIDE” DEBBIE ALLEN

GROUP DIRECTOR OF GOVERNANCE, CONDUCT & SUSTAINABILITY, BAE SYSTEMS sustainabilitymag.com

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important. Particularly when you look at the engineering profile, you wouldn't be surprised to look at our demographics - it is about 22% female. That's not reflective of society. We've got to change and we've got to have diversity to be able to attract more diversity in people coming in.

“Diversity and inclusion are a huge part of securing future talent. Once somebody has joined BAE, engaging employees is key to them staying. There is a huge focus on people, in recruiting and retaining. I think particularly through the pandemic, how do you actually engage with the workforce? Reaching out to people and taking the time to call them is really important.”

BAE has invested heavily into new technology and Allen is excited to see where this leads the company.

“A lot of things, like the electric hyrbridrive systems, are not so much spinoffs, but a transition from what we're doing in the military market, into the commercial or civilian market,” explains Allen. “We have taken the type of energy storing device that you use in something like a tank, which has a lot of stop-starting, and transferred that into buses you see on the high street in cities across the world.

“Pilot simulation training is another way to reduce emissions and still keep pilots on top of their training.

BAE is proudly providing the technology. Simulation and synthetic training are incredibly sophisticated and this reduces the emissions, but not the training.”

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Digital transformation at BAE Systems As the saying goes, at BAE, prevention is better than cure.

“Digital security for us, as much as for any other company, includes the cybersecurity part of the business.

“This is hugely important, if you can stay one step ahead of the other side, in terms of knowing what they're likely to do, where they're likely to do damage, then you can intercept it before it becomes a problem,” finishes Allen.

But it’s not just geographical defence that BAE is involved with. The company also ventures into protecting the most vulnerable.

“Some of the pro bono work that we actually do is in combatting child exploitation, in scanning things like the dark web, to look for individuals,” explains Allen. “There have been a number of child rings that have been broken because of this technology. Having the technology and the techniques to be able to scan all that electronic information, to sift out those few points that actually matter.”

BAE Systems is also proud of its partnerships.

“Obviously lots of BAE’s partnerships come from across a range of companies, who look at innovation and new technology. It's very much about working in partnership, both with suppliers and customers.

“From an ESG point of view, in the more exciting partnerships, it is things like our education partnerships, working with universities and schools, in order to try and raise awareness of science and engineering, to bring people from different backgrounds into the industry, or into the science and engineering world. So I think those are probably the ones that are the most motivational!”

LIVE

Leading executives share ESG insights Hybrid event Sustainability LIVE will see global business leaders share their insights on climate change, net-zero, diversity, inclusion and all things ESG WRITTEN BY: TOM SWALLOW

I

f sustainability topped the corporate agenda in 2021, 2022 will see it driving meaningful change. After the relative disappointment of COP26 in Glasgow, with governments failing to make significant commitments, many people are hoping big businesses can make the changes required to prevent a climate disaster. And that starts this month when leaders from some of the world’s biggest companies converge on London for the two-day Sustainability LIVE conference.

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individuals from across the globe and find out how organisations implemented their sustainability plans while setting targets for the future.

Organised by BizClik Media Group (BMG), publishers of Sustainability Magazine and Business Chief as part of a portfolio of 12 brands, this show builds on the success of industry shows in 2021 that all showcased sustainability issues.

Procurement & Supply Chain LIVE touched on important topics like ESG monitoring, diversity and inclusion in the supply chain and procurement sectors. Technology, AI & Cyber LIVE discussed ethical AI and the importance of technology in developing sustainability solutions. FinTech & InsurTech LIVE brought together leaders from

EVENT PREVIEW

Glen white CEO, BizClik Media

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“ As a company, we are in the business to change mobility for good, which means reducing the emissions of the urban transport sector and to turn cities green” AILIN HUANG

HEAD OF SUSTAINABILITY, TIER MOBILITY

some big names in the financial and insurance sectors who also spoke about sustainability in their respective industries.

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as it launches Sustainability LIVE, taking place at Tobacco Dock in London on 23-24 February 2022. The conference — sponsored by Microsoft, Interos, SAP and OneTrust ESG — will showcase some of the strategic decisions that organisations have made over the past 12 months and our speakers are likely to divulge their responses to the plans set out by COP26.

Welcome sustainability speakers from across the globe With the option to attend the event in person or stream live from anywhere in the world, BMG has accumulated an impressive programme of speakers for the show. As a result, attendees will experience insights from various sectors.

Viewers will gain insights directly from PwC, provided by Wineke Haagsma, Director of Corporate Sustainability. “I am really excited to speak at Sustainability LIVE where I will share insights on Sustainability Leadership. We are not B2C or B2B, we are all

B2S. Business to Society. Let's all act accordingly!,” says Haagsma.

Sustainability LIVE will also provide ample opportunities to network with other businesses and learn how organisations have been able to navigate the shift to a more sustainable future. A great example of this is Manulife, a long-standing insurance organisation, that will be represented by its Global Chief Sustainability Officer, Sarah Chapman. “I am honoured and excited to be invited to speak at Sustainability LIVE next year. I look forward to sharing Manulife’s journey to net-zero and navigating the challenges and opportunities of the most significant acceleration of ESG issues of our time,” Chapman says.

Speaking on behalf of the investment firm, Fidelity, its leader of Global Health, Safety and Sustainability, Ben Clifford, will divulge how the organisation remains accountable for its actions across its business operations. “Really excited to be joining Sustainability LIVE and sharing how we at Fidelity 'Practice what we Preach’ by holding ourselves accountable to the same standards we expect of our investee companies,” says Clifford.

Providing access to global sustainability networking Following its success in 2021, BMG leverages the networking platform, Brella, allowing businesses to interact with a global network despite their distance from the event. The company received a high level of interaction through the application during its previous conferences and is confident that networking will be one of the most important features of this year’s Sustainability LIVE. With talks on multiple stages, access to the Brella platform will provide attendees with on-demand viewing of the show, so they don’t miss a thing.

In-person attendees can take advantage of the dedicated networking zone with food and refreshments throughout the event.

With the sustainability of business at stake, Sustainability LIVE will act as a catalyst for collaborative change efforts as organisational leaders share their best insights with the world. To find out more about the event and keep up to date with new speakers, check out Sustainability LIVE online or visit Sustainability Magazine to indulge in more industry content.

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SHAPING THE FUTURE OF SUSTAINABLE BUSINESS

2022

February 23rd-24th STREAMED & IN PERSON TOBACCO DOCK LONDON

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Confirmed Speakers Include:

Ben Clifford

Sarah Chapman

Global Health, Safety & Sustainability Associate Director

Global Chief Sustainability Officer

Fidelity International

Manulife Financial Corporation

Roy Cheung

Mary-Jane Morifi

Global Head, Sustainability Solutions, Engineering Plastics

Chief Corporate and Sustainability Officer

Covestro

Tiger Brands Limited

Øistein Jensen

Sandeep Chandna

Chief Sustainability Officer

Chief Sustainability Officer Tech Mahindra

Odfjell SE

TOP 10

CSOs OF

GLOBAL

ORGANISATIONS Driving the global efforts for sustainable business and operations across various industries are these 10 sustainability leaders

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S

ustainability has literally become a fulltime career for some individuals. With climate change higher on the business agenda than ever before, organisations require sustainability leaders to take on new challenges. The responsibilities of these leaders include creating strategies, leading sustainability projects and managing the development of the people and communities affected by their business activities. Many of these individuals have spent years honing their skills for their industries and have become passionate about sustainability, taking it upon themselves to delve deeper into the critical issues that must be addressed to protect people and the planet.

WRITTEN BY: TOM SWALLOW

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10

Catherine Dolton

Chief Sustainability Officer

InterContinental Hotels Group

Employed by InterContinental Hotels Group for over 20 years, Chief Sustainability Officer Catherine Dolton is in charge of responsibility strategy for the group’s global operations, overseeing the company’s environmental, social and governance (ESG) practices and contributions to charitable organisations or local communities. The company recently launched Journey to Tomorrow, a programme that will drive 10 years of responsible business through a series of ambitious targets set to support people, community development and the planet.

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09

Charlotte Wolff-Bye

Chief Sustainability Officer

Petronas

Educated at the University of Cambridge and Harvard Business School, Charlotte Wolff-Bye has led a successful career working with organisations like Arcelor Mittal, Equinor, and the United Nations Environment Programme World Conservation Monitoring Centre (UNEPWCMC). At Petronas, as the Chief Sustainability Officer, Wolff-Bye is in charge at an exciting time as the company strives to reduce carbon in the fuel industry and modernise conventional fuel solutions with lower carbon alternatives.

TOP 10

08

Andrew Boyd

Chief Sustainability Officer

Perfetti Van Melle

Since joining Perfetti Van Melle, an Italy-based confectionery company, Andrew Boyd has been responsible for the sustainability initiatives of a global corporation with 17,000 employees that serve 150 countries. Boyd held sustainability roles in other large businesses, including Unilever and Mondelēz International, and is considered an expert in climate change risk mitigation, waste management, water reduction and multi-stakeholder engagement.

He also holds extensive knowledge of environmental, social and governance (ESG) reporting and benchmarking.

07

Judith Wiese

Chief People and Sustainability Officer

Siemens AG

Judith Wiese finds inspiration in people and their incentives to achieve more in their careers. As the Chief People and Sustainability Officer of Siemens AG, Wiese is involved in managing diversity and well-being within the team while also managing sustainability in the organisation. With several years working within organisational culture and talent management, Wiese is well-equipped for more successful years developing people and culture through her position at Siemens. sustainabilitymag.com

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Marisa Drew

Chief Sustainability Officer

Credit Suisse

Marisa Drew is proudly involved in the sustainability journey of Credit Suisse. In over 18 years, Drew has developed her career at the company since joining as a Managing Director in charge of global market and finance origination. As the company’s Chief Sustainability Officer, Drew is responsible for ensuring sustainability is considered within its strategies and overseeing finance and impact investment on behalf of the bank’s clients.

05

Richard Batten

Global Chief Sustainability Officer

JLL

Richard Batten is out to prove just how sustainable real estate can be.

As the Global Chief Sustainability Officer of JLL, Batten has 35 years in the property sector, which has provided him with great skills and knowledge of investors, sales, acquisition and funding structures for commercial real estate.

Previously, Batten was responsible for industrial and sustainability markets in Central and Eastern Europe, the Middle East and North Africa. sustainabilitymag.com

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TOP 10

04

Rebecca Marmot

Chief Sustainability Officer

Unilever

A long-standing member of the Unilever team, Chief Sustainability Officer Rebecca Marmot oversees the company’s sustainability strategy implementation. Before 2019, Marmot worked as the company’s Global Vice President of Sustainability; a leading role in the newly merged Global Sustainability, Global Advocacy & Policy team and Global Partnerships team. Previously, Marmot worked for organisations including L’Oreal, Bell Pottinger, and the UK Department of Trade and Industry.

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03

Rasmus Skov

Head of Global Public Affairs & Sustainability Solutions

Ørsted

As one of the leading renewable energy organisations that advocates sustainability and climate change, Ørsted is well placed to provoke change in the industry. The leader of its sustainability initiatives, Rasmus Skov, Head of Global Public Affairs & Sustainability Solutions, has been with the company since 2017 when he joined as the Head of Sustainability. His position has since developed into the current role, which incorporates more global operations.

TOP 10

Päivi Makkonen

Head of Supply Chain Sustainability

Neste

Päivi Makkonen, Head of Supply Chain Sustainability, comes from a working background in management, and sustainability and technical marketing.

Previously a member of KCL and Metsä Group – a sustainable bioenergy organisation – Makkonen led a proactive role, which put the company ahead of customer sustainability demands. She is passionate about topics like circular economy, Corporate Social Responsibility (CSR), climate change, emissions, and Sustainable Development Goals (SDGs).

Since joining Neste in 2019, during an exciting time for the company, she has managed the strategic initiatives in relation to sustainable business and headed up a global team of professionals spanning Espoo (Finland), Houston, Singapore, Shanghai and Melbourne.

This team’s primary role focuses on making changes in the supply chain and improving sustainability communications with suppliers.

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The ‘Risk & Resilience’ Conference

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Previous Speakers Include:

Aurelien Faucheux

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Charlotte de Brabandt Technology and Negotiation Keynote Speaker & Host

Aston Martin

Lufthansa

AMAZON

Ninian Wilson

James Westgarth

Group Procurement Director Vodafone Procurement

CPO

TOP 10

Building an Inclusive Company by Olivier Blum

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TOP 10

Olivier Blum

Chief Strategy & Sustainability Officer

Schneider Electric

Schneider Electric is one of the leaders in the sector as it proudly represents more than 20 years of sustainability commitment. As the sustainability lead for the organisation, Olivier Blum has been with the company for more than 28 years and continues to make an impact as he emphasises the importance of access to clean energy and digital solutions as basic human rights.

In previous years with the company, Blum has held positions in sales and marketing, strategy, management and distribution. He is passionate about finding new business opportunities and engaging with individuals from diverse backgrounds. Blum spends a lot of his time and energy developing the working environment to ensure employees can reach their full potential.

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