Please enable JS and disable any ad blocker Bookmark content that interests you and it will be saved here for you to read or share later discusses the company's role in the energy transition Bain Partner Torsten Lichtenau sits down with Stephane Biguet chief financial officer of SLB, to discuss the impact of climate disclosure standards Annual financial reports will soon need to include regulated disclosure of greenhouse gas emissions and companies need a strategic approach—fast Read a transcript of the conversation below: I'm a senior partner with Bain and Company I have the pleasure to be joined today by Stephane Biguet We'll talk today about the upcoming climate disclosures that are coming throughout the world it's quite rare that financial disclosure accounting creates so much excitement but that's exactly what's happening with climate financial disclosure you can approach it from just a compliance perspective When you think about a company like SLB and how you approach climate-related financial disclosure how are you thinking about it from a compliance and strategic perspective STEPHANE BIGUET: So I take it as a good thing actually an opportunity rather than a challenge What it does is promote transparency for all stakeholders disclosures help them understand better our role in the energy transition and the impact the company can have it helps us understand better how we can improve and what we can do to actually accelerate our impact LICHTENAU:  And when you think about the energy and carbon transition how much has it changed your strategy over the past years We refocused totally towards energy transition not just in new energies but also in our core business We think we have a role to help oil and gas companies decarbonize their operations LICHTENAU:  You mentioned it's transforming the whole of the company how much is that a cultural transformation across all levels and functions of the company It was disclosing what the company strategy would be what would be the next chapter for the company and energy transition was the common theme across all the strategic directions we disclosed at the time climate disclosure sits very much within finance with the CFO So I presume you prepared your organization for it Can you tell us a bit more about how the role of finance has evolved to address climate-related financial disclosure BIGUET: It's already been a few years that we've worked with this and with different frameworks actually Our level of understanding and education is improving We are now at the stage where most of our finance staff in the various countries are proficient at least at a certain level of proficiency in ESG reporting and now they are our own relays to the rest of the organization outside finance in the field we have incentives linked to sustainability for operations and people can turn to their finance counterparts in the field to understand better how they can impact those measures What is the one piece of advice you'd have for some of your peers about how to approach disclosure in a successful way Go beyond the pure disclosure aspect and take this as an opportunity to change the behavior throughout your organization or even with your customers providing assurance that their operations are saving a certain amount of carbon So you can make this part of your business This is why I really see it as an opportunity beyond the mechanical disclosure aspect It's a business opportunity rather than a burden We work with ambitious leaders who want to define the future our monthly look at the critical issues facing global businesses *I have read the Privacy Policy and agree to its terms The requested URL was not found on this server A network of correspondents providing impartial news reports and analysis in 33 languages from locations around the world Up-to-the-minute news and analysis from around the world and in Chicago Hosted by WBEZ's Mary Dixon and NPR's Steve Inskeep Newshour is the award-winning 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classes have run full for almost two years LaChall attributes this wave of interest in sewing to the do-it-yourself culture that flourished during the pandemic and an engaged online sewing community has seen its subscriptions increase by more than 50% since the start of the pandemic Founder Sarai Mitnick said she’s noticed more people are looking to “build friendships around sewing” through online community groups like hers who had long been interested in the craft but never had the time for it She calls herself a “lady of leisure” these days as she figures out her next career move an instructor for a first-time sewers class at Lillstreet Art Center demonstrates cutting patterns and setting up a sewing machine for students making aprons said they enrolled in the beginner sewing class at Lillstreet to spend quality time together while Co visits from the Philippines The last time they saw each other was almost two years ago Dazo said learning to make tote bags and aprons has been empowering “It’s challenging but fulfilling,” she said The two ladies said learning to sew has helped them save money on tailoring including hemming a pair of Adidas sweatpants that Co wore to class “Amanda has [hemmed] about four pairs of pants already and we’re just calculating how much we saved It’s so exciting,” she said while giggling Dazo said she plans to sew her siblings’ gifts this Christmas although she occasionally feels overwhelmed by the sewing accounts she follows on social media — including the TikToks her siblings send her as a digital wish list seeing sewers post videos of themselves making detailed garments online or releasing new sewing patterns has made her think one day she too could master the craft Oliveras said she quit her marketing job in February after burning out Several months lapsed before she signed up for classes at Lillstreet in search of a creative outlet Now she said she picks out her own fabrics and dreams about starting her own sewing-related business Students make aprons from patterns provided at Lillstreet Art Center in Ravenswood the number of people signing up for sewing classes has been on the rise Cherice Taylor said more people in their 20s have been walking through the doors of her studio searching for a sense of empowerment Taylor said there’s a lot of interest in clothing alteration because people gained or lost weight during the pandemic. And a lot of the working-class clients who are signing up for her sewing lessons are men who want to learn how to make high-quality garments or cosplay costumes. Before this sewing resurgence Taylor said the age base of her clientele mostly consisted of women above the age of 35 She attributes this shift in her industry to Gen Z discovering the value of making garments versus consuming fast fashion “There is a deeper connection to the process,” Taylor said “and there is a lot of attention to detail Anna Savchenko is a reporter for WBEZ. You can reach her at@annasavchenkoo Terms of Use • Privacy Notice • Cookie Policy • Terms of Sale Located at the operator’s fast-charging park in Lichtenau the new store features smart fridges that utilize artificial intelligence for the first time EnBW has welcomed a new fully automated store under the REWE ready brand at  its fast-charging park in Lichtenau commuters and local residents can stock up on coffee fresh snacks and salads as well as other products around the clock This is the third smart store concept that Lekkerland is introducing at a public or semi-public location This location is equipped with three smart fridges that open after customers have scanned their preferred cashless means of payment Customers remove the desired products and close the door again with weight sensors and cameras recording which products have been removed and debited to the corresponding account The technology for the store comes from the Portuguese software company Reckon.ai and is used exclusively by Lekkerland in Germany as part of a partnership "We have our customers' needs in mind and are continuously developing the charging experience at our locations On-site shopping options such as those offered by Lekkerland also play an important role," says Volker Rimpler Vice President Construction & Rollout E-Mobility at EnBW the modern wooden roof is equipped with solar panels; the electricity generated flows directly into the charging park's cycle This is the second pilot location at which EnBW and Lekkerland are working together the two companies opened the first fully automated store under the REWE ready brand at the EnBW fast-charging park in Bispingen Get Ahead of Flow Rate Issues Detect and Fix Anomalies Fast with Fuel Analytics. 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Use of this website signifies your agreement to the Privacy policy Bain Partners Joe Scalise and Torsten Lichtenau share key insights on how companies and policymakers can chart a path to a sustainable future The energy transition presents a dual challenge for leading companies: how to deliver value today while simultaneously building the new businesses that will power a net-zero future You’ll learn more about these strategies in our video produced in partnership with the Financial Times Commercial department who leads our Carbon Transition Impact Area globally head of our Global Energy and Natural Resources practice FREEHOLD - Fifteen people have been charged with possession of child pornography and related offenses in an investigation that began on July 21 and wrapped up Thursday the Monmouth County Prosecutor's Office announced In Ocean County: Waretown man, 42, pleads guilty after laptop revealed more than 1,000 child porn images of Asbury Park was arrested July 21 on allegations that he sent several images of child pornography over a computer and engaged in sexual conversations with three boys under the age of 16 Mejia was released on the condition that he have no contact with the victims no access to social media and no contact with anyone under 18 of Aberdeen was arrested July 22 on charges of one count of second-degree endangering (possession of child sexual abuse material) He was released on the condition that he have no contact with anyone under 18 and no internet access of Eatontown was arrested July 24 on charges of one count of third-degree endangering (possession of child sexual abuse material) was arrested Sept. 10 on allegations that he possessed over 1,000 images of child pornography Fahmie was charged with one count of second-degree endangering (possession of child sexual abuse material) Richard Incremona of Freehold Township said "We will evaluate the information gathered by the state and fashion our defense strategy accordingly." Also in Monmouth County: Hazlet man admits distributing child pornography of Long Branch was arrested July 31 on allegations that he possessed and traded images of child pornography using a chat platform 7 on charges of one count of third-degree endangering (possession of child sexual abuse material) 9 on charges of one count of third-degree endangering (possession of child sexual abuse material) Wioncek was released on the condition that he have no contact with anyone under 18 and that his internet usage is restricted was arrested Aug. 21 on charges of one count of third-degree endangering (possession of child sexual abuse material) and one count of possession of a controlled dangerous substance 25 on charges of one count of third-degree endangering (possession of child sexual abuse material) 1 on charges of one count of third-degree endangering (possession of child sexual abuse material) was arrested Sept. 2 on accusations that he shared over 1,000 images and/or videos of child pornography Pipitone was charged with one count of each of first- and second-degree endangering (possession of child sexual abuse material) Pipitone was released to home detention and cannot use the internet or have contact with anyone under 18 was arrested Sept. 25 on accusations that he shared over 1,000 images or videos of child pornography Ichkitidze was released to home detention and cannot use the internet or have contact with anyone under 18 11 on charges of one count of third-degree endangering (possession of child sexual abuse material) was charged Oct. 13 with one count of third-degree endangering (possession of child sexual abuse material) Vilanova is currently on probation for a 2017 child pornography conviction authorities said. He is scheduled to appear in Superior Court Escandon for a detention hearing on Oct. 22 43 of East Windsor was charged Oct. 15 following allegations that he was viewing and sending child pornography while working for his employer in Freehold Township Khan was also in possession of child pornography at his home in East Windsor Khan was released on the condition of no internet usage and no unsupervised contact with anyone under 18 Protect your child: NJ students will be online more - so will predators, scammers. Here's how to stop them Those convicted of first-degree charges face up to 20 years in prison; second-degree charges 10 years in prison; third-degree charges They will also face Megan's Law registration and parole supervision for life A disorderly persons offense can bring six months in jail The Monmouth County Prosecutor’s Office Computer Crimes Unit and Monmouth County Internet Crimes Against Children (ICAC) Task conducted the investigation with the help of state and federal agencies and local police departments Ichkitidze’s case is assigned to Assistant Prosecutor Diane Aifer Financial Crimes and Public Corruption Unit All other cases are assigned to Assistant Prosecutor Stephanie Dugan There was no attorney listed for Khan or Wioncek An attorney for Barrett could not be reached attorneys for the other defendants either did not immediately return calls or declined comment Note: This story has been updated to reflect a correction issued by the Monmouth County Prosecutor's Office concerning the name of one of the defendants investigations and local issues in New Jersey for more than 20 years Reach him at 732-643-4029 or kserrano@gannettnj.com | February 28, 2022 | | | | | | ShareSaveLeadershipLeadership StrategiesHow Oil And Gas Companies Can Thrive In A Shallower Profit PoolByBain Insights Forbes contributors publish independent expert analyses and insights We are a global business consulting firm.May 14 08:45am EDTShareSaveThis article is more than 6 years old.By Juan Carlos Gay Buoyancy has returned to the oil and gas industry as prices stabilize in the $50 to $70 range Capital spending is rebounding and new upstream projects launch weekly this is about the point where executives forgot the hard-won lessons of the downturn and began to spend again a return to old habits could prove an existential mistake Our analysis finds that fierce competition technological disruption and regulatory complexity have combined to reduce the profit pool by more than 60%—difficult math that should force oil and gas executives to keep the pressure on their efforts to reduce costs and improve efficiency (see figure) As we have seen in other industries such as telecommunications and financial services long-term success depends on developing a focused strategy based on clear sources of differentiation Three strategies should help oil and gas executives approach the coming cycle with a better chance of delivering the 10% to 15% returns that energy investors demand Cost control is one of the few levers that oil and gas companies have over their margins many companies were able to remove 15% or more of their costs by reducing head count and renegotiating contracts A second wave of cost reduction is underway streamlining organizational design and introducing “clean sheet” programs like zero-based budgeting North American shale producers have been leaders in cost reduction and combining tasks like drilling and cementing operations Certain innovations—like expanding the number of wells drilled from a single pad—have made it possible to get more while spending less When prices were higher and margins easier to achieve everyone could follow the same game plan: Chase projects Without something to distinguish themselves from their competitors companies will struggle to hold onto market share Getting a clear bead on unique assets and capabilities allows companies to then invest with more confidence to build those strengths assets and capabilities improves the chances of outperforming others of course: Reservoir modeling uses massive amounts of data and refineries have used dynamic process modeling to increase uptime since the 1980s The current wave of digitalization goes further with technological and process innovations that increase yields and improve operational performance But the change in digital technology is occurring so rapidly and on so many fronts that a big risk is chasing after too many initiatives define a clear destination and organize investments to strengthen capabilities like channel management partnerships and an updated digital operating model Central to all of three of these strategies is the need to become more agile and adaptable nurturing promising ventures and letting go of failures Leaders will be able to see past the resurgence in price and commit to the changes required by the structural evolution of the sector Success will require breaking old habits and evolving organizational culture Read more: Thriving In A Shallower Profit Pool For Oil And Gas Peter Jackson and Torsten Lichtenau are partners with Bain & Company in London All three work with Bain’s Oil & Gas practice The Visionary CEO’s Guide to Sustainability Successful companies are establishing a strong business case and then collaborating across the value chain This article is part of Bain's 2024 CEO Sustainability Guide Based on the number of companies that have set decarbonization targets commitment to the carbon transition is growing fast That’s good news for the environment It also means that simply committing to decarbonize no longer differentiates What does set a company apart today is the ability to deliver on those ambitions and then monetize the gains in a way that’s sustainable from a business perspective Higher-than-expected costs and tight timelines are making it difficult to meet their Scope 1 what can companies learn from those that are on track Decarbonization leaders consistently do two things right having built a clear and realistic business case for how they will decarbonize they collaborate internally and also externally with others in their value chain and with third parties like regulators Decarbonization efforts can be expensive and uncertain The more complex a company’s path to decarbonization the more likely it is to fall behind (see Figure 2) While buying green electricity and renting energy-efficient office space can go a long way toward reducing the service sector’s carbon footprint results are slower for industries that rely on new technologies and solutions to decarbonize or on partners have incredibly complex supply chains that represent the vast majority of their emissions Though there is no one standard approach to building the business case for decarbonization companies that are having the most success do three things differently they holistically value decarbonization’s contribution to the business they understand the decarbonization experience curve and pace themselves accordingly they build flexibility into their plans and adjust to market changes and other factors decarbonization won’t always offer a positive return on investment so companies look for other sources of value These can range from highly tangible benefits—things like carbon tax risk mitigation or price premiums—to less tangible ones such as premium valuations by investors (see Figure 3).  Decarbonization can help safeguard market share from agile competitors ensure a company is not locked out of low-cost or scarce low-carbon supplies or keep it ahead of costly regulatory changes such as carbon pricing companies are exploring multiple approaches Consider the approach of one chemicals company Forming exclusive partnerships with green suppliers of low-carbon feedstock early helped the company explore new technology and develop strategic partnerships to assure customers that they would have access to critical supplies as the market evolves those supplier relationships should be financially beneficial for the company and help it build a strong market position as the industry shifts toward decarbonization That’s how a dairy company has phased in its commitment to decarbonize It will achieve the first 45% of its emissions reduction in the near term by pulling mature carbon levers like renewable electricity and cattle-feeding regimes that reduce methane emissions The next 35% will come from packaging redesign including lightweighting and increased levels of recycled content and through sourcing lower-carbon raw materials The final 20% will take longer and depends on new initiatives in logistics and innovation with suppliers This could include working with partners to promote broader use of innovative low-carbon technologies such as deploying battery electric vehicles in logistics Companies make decisions in highly complex and unsure environments The prices and availability of new materials and services are often uncertain It’s important to be able to adjust plans when new signals come in from customers Consider how surging electric demand from generative AI has challenged many companies’ established sustainability plans Microsoft reported a roughly 30% increase in Scope 3 emissions due to AI- and cloud-related data center expansion enforcing a requirement that major suppliers utilize 100% carbon-free electricity by 2030 Decarbonization requires both independent action and collaboration across the value chain and with external participants Companies that understand that embed decarbonization in their operating model and then work with a variety of external groups from suppliers and customers to policymakers and standard setters Decarbonization is the biggest internal operational shift many companies have faced since lean manufacturing To instill a systematic approach to incremental change and a culture of continuous improvement lean manufacturers develop new capabilities and embed them in their operating model decarbonization requires companies to manage carbon like they manage cost by putting an internal price on it mastering their marginal abatement cost curves and flexibly adapting to their experience curve These new capabilities must be embedded by aligning organizational incentives and assigning ownership of decarbonization to functional leaders Leading companies consider carbon when making decisions and recognize that a low-carbon focus can help build a differentiated company culture companies can work with them to develop the right new products and services ones whose differentiation can be confidently asserted without risk of greenwashing it’s important to build a similarly granular understanding of their carbon footprint and to identify which are critical emitters (The largest source of Scope 3 emissions is often raw materials way up the value chain.) Helping suppliers decarbonize will involve advising them innovating new products and solutions together and possibly supporting the financing of those plans companies have to switch suppliers to reach their goals Some 39% of B2B buyers report that they are already giving more business to sustainable suppliers A forward-thinking aluminum packaging company illustrates the dividends a “me and we” effort can pay the company studied how to decarbonize production efficiently like manufacturing lighter cans and using renewable energy it built a list of more strategic steps that could be taken over time like shifting the supply mix to higher recycled content and electrifying manufacturing Understanding they couldn’t reach their goals alone executives also studied where carbon could be lowered across the whole value chain—from mining and refining to end users and recycling the company has identified ways to abate up to 80% of emissions by 2030 and it expects tens of millions of dollars in financial upside from cost savings and more circular and lower-carbon products Working with policymakers and standard setters. Leading companies anticipate and work with their value chain partners to understand and respond to upcoming regulation, such as carbon taxes, subsidies, or carbon border adjustment mechanisms. They also work with policymakers and standard setters to shape policy supporting legislation that improves the ROI of decarbonization—either by subsidizing green efforts or by putting a cost on the negative consequences of carbon—and efforts to create common certification standards and companies need to work together to bring a cohesive industry voice to government partnerships they can outline the support needed to accelerate the sustainability transition they can illustrate how the right policies will help government address societal needs while providing companies with critical interim support as clean tech scales Governments need to know what really moves the needle and making the case in this way can help defend against future pressure to roll back good policies companies don’t have to give up on their ambitions By integrating sustainability into their core business and partnering with key stakeholders companies can effectively manage risks and at the same time capitalize on new growth opportunities Building a strong business case for decarbonization greatly improves the odds for any company to reach its environmental goals AI and Sustainability: The Power of Integration Traditional approaches to resilience don’t rise to today’s challenges Companies need a war room for today and a blueprint for a tomorrow in which the free movement of goods CEOs and consumers still say sustainability matters companies can set the stage for profitable growth Broad alliances help circular businesses increase revenues and gain new customers expected to reach $17 trillion in size by 2027 compared to $11 trillion prior to Covid-19 (see Figure 1) We also see an increasing appetite for more sustainable tourism among leisure travelers across the globe driving the market for sustainable tourism to develop strongly in the coming years Leisure travelers worldwide will choose destinations and providers (airlines and tour companies) based on their sustainability records and are starting to pay a premium for it research shows that travelers feel that the travel and tourism sector is making little or no effort to be more sustainable indicating that there is still much room for the sector to respond and make a difference The increasing demand for sustainable tourism is not limited to eco-warriors who choose niche experiences and exclusive sustainability offerings It is simply an appetite to travel sustainably and make more responsible choices Bain & Company developed a framework defining the components of a sustainable tourism experience around three pillars: environmental impact Bain launched a research study to better understand the behaviors and preferences of relevant travelers interested in MENA as a destination Our research covered consumers from six markets: Germany more than two-thirds of the surveyed consumers in the selected markets consider sustainability aspects to be important or extremely important when traveling for leisure and 73% expect sustainability to become more important over the next five years (see Figure 3) they state that sustainability considerations influence their choices (64%) they are willing to pay extra for more sustainable offerings (66%) and they would recommend a holiday destination based on sustainability considerations (57%) we identified sustainability enthusiasts—those who consider sustainability “extremely important,” both in their daily life and when traveling for leisure (~30% of survey respondents) Sustainability enthusiasts were found in all markets but demographics varied by market (see Figure 4) sustainability enthusiasts from China and Saudi Arabia were predominantly highly educated (university or higher) millennials whereas their European counterparts were almost equally spread across age groups What makes sustainability enthusiasts such an important target group Compared with the rest of the survey respondents While we recognize that there is a “say vs do” gap in terms of what consumers actually choose and how much more they are willing to pay for more sustainable choices sustainability enthusiasts remain a significant segment that countries can tackle through different sustainability offerings Driven by the opportunity presented by sustainable tourism holiday destinations and travel and tourism providers worldwide take steps to improve their sustainability performance and traveler perception of how sustainable their practices and offerings are Egypt has already launched several initiatives to improve the sustainability performance of its travel and tourism sector To evaluate how travelers perceive Egypt’s sustainability efforts we asked the survey respondents to rank Egypt’s sustainability performance vs main competing destinations in MENA (Greece Greece ranked first as the holiday destination perceived to be most sustainable the perception of Egypt significantly improved among sustainability enthusiasts while we saw significant differences in how Egypt and other competing destinations were perceived across the different markets (China Bass notes are topics important to broad stakeholders you set objectives and achieve a range of benefits The ambition level for bass notes is set according to aspirations: (1) setting high industry standards (“leading”) and (3) complying with regulations (“compliant”) High notes are topics for which you seek to create differential competitive advantage with key constituents Holiday destinations and businesses in the tourist sector set a “distinctive” (or leading) aspiration—going far beyond regulatory requirements and driving bold changes to address the industry’s main challenges differentiating from competitors in doing so While bass notes are critical to driving the sustainability agenda holiday destinations like Greece and Morocco are addressing their bass notes by: As Egypt continues its journey to becoming a more sustainable holiday destination we have identified several bass and high notes that it can pursue: Egypt has a significant opportunity to develop its sustainable tourism industry this will allow Egypt to tap into new tourist segments expand the network of promoters for tourism in Egypt A concerted effort and mobilization from all players in the tourism ecosystem in Egypt is required to capitalize on this opportunity Bain partners discuss findings from our latest survey of energy executives and how today's challenges are reshaping priorities across sectors leaders are capturing more revenue from sustainable products—and some expect the momentum to build Brands need to promote specific dimensions of sustainability to connect with consumers in India Companies are using circular strategies to reap economic benefits fewer than 40% of companies across sectors are on track to meet their various sustainability commitments but it’s possible to navigate the challenging trade-offs with vision and pragmatism By François Faelli and Torsten Lichtenau This article is part of Bain’s 2023 CEO Sustainability Guide It was already clear that climate change is real but it’s gotten a lot more real over the past few months executives are witnessing the climate crisis up close Climate change will create discontinuity for two reasons: first because we will have to adapt to new environmental and social realities because we will have to change and invest to prevent further crises.   It will take a combination of new technologies and new behaviors to address the negative consequences that the exponential growth achieved by humans has had on the planet and society This is evident for greenhouse gases as well as for other aspects of sustainability from biodiversity to water and human rights to racial equity the word politics referred to managing the city and as sustainability challenges touch more and more of us the emerging answers vary considerably depending on geography and industry Europe is pursuing an ambitious policy agenda but raising questions about European competitiveness vs While some industries have line of sight into things like affordable new green technologies and the path to more humane supply chains others seem stuck in an unsolvable price and regulatory conundrum We have talked to thousands of executives around the world They know they have a role to play and that the public expects them to lead because they are presented with too many simplistic answers to what they know is an incredibly difficult balancing act Immediately stopping the use of fossil fuels today they are essential to most human activity and are literally fueling the development of new economies But employees and communities expect change and companies today are trusted to take on their share of environmental and social challenges The second thing worrying executives is the growing gap between their public commitments and delivery on them Most large corporations that have committed to reducing greenhouse gas emissions are falling behind Some 75% of business leaders surveyed by Bain believe they have not effectively embedded sustainability into their business Bain research has also found that fewer than 40% of major companies across sectors are tracking to their sustainability goals Goals that are top of mind for corporate boards and top management are proving difficult for the P&L owners who must reconcile immediate profit delivery with these environmental and social commitments Feeling “taxed and told,” they are increasingly allergic to simplistic pictures of the sustainability revolution as a land of opportunity and higher returns Making these trade-offs calls for a mix of vision and pragmatism it is not just possible but essential to act The Intergovernmental Panel on Climate Change (IPCC) the UN body assessing the science related to climate change and technology would allow for a 40-70% reduction in greenhouse gases by 2050 with certain changes to our lifestyles and behaviors to be built on with greater far-reaching change in order to achieve the world’s climate goals one that we hope offers useful tools and points of view into advice suited to any executive in any company there are several things we think leaders can—and should—do today: often (and probably wrongly) attributed to Albert Einstein that one should spend most of one’s time refining the question rather than working on the answer Here are the three best questions for executives to ask during their next strategic cycle: The IPCC 2023 Synthesis Report makes clear that it will take a combination of technology and behavior change to face our sustainability challenges There is a way to help P&L owners who feel taxed and told: Discuss the trade-offs they face and align your teams on how to solve them the key is to translate broad ESG commitments into team-sized challenges that can become new routines or new innovations This is very easy to write and very difficult to do but by tapping the creative energy of your people it is possible to make real progress toward a more sustainable future the leadership team of Bain & Company’s Global Sustainability & Responsibility practice would like to thank the following people: Colin Armstrong Selling Sustainability: Decoding Enigmatic Consumers  Extreme weather is increasing pressure on leaders to make real progress on sustainability Three practices will help companies deploy a more carbon-conscious “eco-AI” approach to their technology and sustainability priorities The Questions Every CEO Needs to Ask About Sustainability Selling Sustainability Means Decoding Consumers Faster Adoption: Closing the Sustainable Innovation Gap The Future Is Circular: How Companies Can Prepare to Grow in a Changing World Leading with Vision: Harnessing the Climate Policy Response Building Resilience in Your Business Strategy: Four Imperatives for Leaders The Energy Transition’s Other Big Puzzle: Making the Math Work Can Food and Agriculture Companies Raise Their Game and Loans: How Banks Can Deal with Increasing Climate Risks Building a Data-Based Stakeholder Strategy Operations and Supply Chain Decarbonization: Lower Emissions A Talent Strategy for Sustainability: Skills Matter It’s rare that accounting becomes big news but that’s exactly what’s happening in the corporate ESG conversation climate-related disclosure is on the verge of becoming part of their mandatory annual financial reporting This is an undeniable milestone for accounting that requires new capabilities in the CFO’s office it’s a pivotal moment for integrating sustainability into a company’s strategy and core operations—one that will have repercussions well beyond financial functions Making climate disclosure a more regulated process that may require assurance from an auditor or similar external reviewer has far-reaching implications partly because the change is arriving from many directions at once Take the EU’s Corporate Sustainability Reporting Directive which will start to shape environmental and social disclosures in full-year 2024 reports published in 2025 These requirements won’t just hit large and listed companies within the EU’s 27 member nations; they are also likely to apply to European subsidiaries of almost all Fortune 500 companies due to the size of their European footprint disclosure standards announced by the International Sustainability Standards Board (ISSB) are in the process of being incorporated into regulatory requirements in established and emerging economies alike They are quickly becoming a global norm and have been endorsed by the International Organization of Securities Commissions (IOSCO) which called on its 130 member jurisdictions to consider adopting the ISSB standards And there’s a push by the US Securities and Exchange Commission to finalize enhanced climate-related disclosure requirements for US public companies following a proposal issued in the spring of 2022 Climate-related reporting requirements are also evolving to meet state-level policy and risk management objectives Many Fortune 500 companies are likely to be affected by California’s Climate Accountability Package Comprised of two bills signed into law in October 2023 the package requires US-incorporated companies that do business in California and have more than $500 million in annual revenues to prepare biennial reports disclosing climate-related financial risk and describing measures adopted to mitigate and adapt to that risk Companies with more than $1 billion in annual revenues will be required to file annual reports publicly disclosing their Scope 1 The evolving global picture is muddied a little by variations in the scope of emissions reporting set to be required under each reform. However, it’s clear that disclosure is moving from the voluntary to the regulatory sphere, and many companies will need a new, cross-cutting approach to keep up, including the right talent to meet the moment. While the CFO will be instrumental in meeting new disclosure requirements, companies can’t afford to lean solely on the finance team Fulfilling the requirements will require deep expertise in financial disclosure and sustainability—and how each of those elements affects business strategy The increased transparency and accountability implicit in regulated disclosure means that failure to deliver on promises will be quickly noticed and punished—not just by investors but also by customers (many of whom will be facing their own pressure to cut indirect emissions from suppliers) and by employees keen to understand and support their company’s sustainability activities finance teams at affected companies will need to change how they work In the most carbon- and energy-exposed industries a joined-up approach across the business will be required and ultimately the concrete actions needed to achieve emissions reductions and create value in the process It’s a profound shift that will demand going well beyond the bare minimum of compliance with new disclosure requirements it offers a new path to strategic differentiation and competitive advantage Regulated climate disclosure won’t affect all companies equally and will vary by industry But the impact will indeed be meaningful for most listed businesses The most affected will include those with significant carbon and energy intensity; those that are already under heavy customer and investor scrutiny; those that are operating in the context of rapid changes in regulation those that are most vulnerable to climate risk events regulated climate disclosure will tee up a series of decisions that the executive team—including the CFO—will need to grapple with companies need to develop a climate transition plan that is resilient under a variety of scenarios International norms and guidance for transition plans are also emerging: The UK’s Transition Plan Taskforce just issued a disclosure framework But despite mounting scrutiny from investors and direction from regulators few companies have mastered transition planning That’s clear from data gathered by CDP the nonprofit that runs the world’s largest voluntary environmental disclosure system While most Fortune 500 companies report carbon emissions only 40% report having a transition plan aligned with the end-of-century warming target of 1.5 degrees Celsius (see Figure 1) The emphasis and level of rigor for a transition plan will vary by company there are five key elements that leaders cover well Differentiate through delivery credibility (not just ambition) It goes without saying that companies need targets aligned with stakeholders’ increased expectations especially those of investors and customers since these targets will be subject to third-party verification they must be backed by a credible delivery plan that proves you can deliver in both the short and long term Companies will also be judged on how their transition plans can adapt to uncertain factors in areas such as regulation the willingness of investors and lenders to finance different assets and the willingness of customers to pay for decarbonization That means modeling options to showcase resilience and attractiveness across multiple climate transition risk scenarios (such as the International Energy Agency’s STEPS and NZE scenarios) while also factoring in extreme weather events Nurturing capabilities within the finance and sustainablility teams to keep pace with the increasingly quantitative and financial nature of climate risk assessment will be key companies need to show they have the flexibility to create value across multiple possible futures Put value creation at the heart of execution Many executive teams that have set targets are now in the middle of the hard work to figure out how to reach them About a quarter of companies are not on track to meet their near-term Scope 1 and 2 emissions reduction targets while a third are not on the trajectory to achieve their Scope 3 reduction goals Companies finding a way through are linking carbon and energy transition to value creation and an effective business case; they are showing how low-carbon offerings meet customer needs That business-focused pragmatism can be an integral part of the “proof points” companies use to demonstrate credibility and progress to multiple stakeholders Weave the plan into the fabric of the business a transition plan needs to be an integral part of a company’s governance Leading businesses are already weaving their climate transition plans into more general planning They are also ensuring that the value of carbon is reflected in decision making; many are making that explicit through an internal carbon price factored into capital planning decisions Specialized digital tools for carbon accounting and management are also helpful The best solutions bring clarity that improves decision making and enables companies to engage suppliers and influence customers (through product-level carbon footprints) while automating climate-related disclosures to regulatory bodies Energy transition policy—increasingly shaped by national concerns over security and energy affordability as well as climate change—is overlapping with trade and industrial policy as governments race to capture technological advantage in a world with constrained resources and energy supply volatility Companies that can navigate policy uncertainty and shape policy to the benefit of accelerated energy transition and their bottom line Changes to markets arising from regulation or policy shifts will bring exceptional margins for those with foresight as other market participants fail to anticipate evolving demand And there will be stranded assets and capabilities when regulations outpace expectations The French multinational Schneider Electric is one company that excels in addressing these imperatives in its transition plan Helping customers decarbonize is at the heart of its strategy It regularly evaluates climate-related risks and opportunities and publishes its progress toward its sustainability goals with its financial results every quarter Its sustainability impact steering committee provides strong governance and it uses an internal carbon price to reflect the value of decarbonization in business decisions Through its participation in leading coalitions and initiatives Schneider is also active in shaping climate policy and regulation.  This once-in-a-generation accounting change is an opportunity for companies to clarify their carbon and energy transition ambition There is a clear choice between mere compliance and leveraging these new regulatory requirements to sharpen business strategy and create lasting value The following questions can help frame a strategic approach that turns disclosure into a catalyst: CFOs should view the new rules as an opportunity to accelerate decarbonization CFO Rishi Kalra has finance and sustainability speaking a common language and reporting results investors can count on European production is projected to fall nearly 20% short of mandate-driven demand by 2030 a big opportunity for global feedstock suppliers and refiners that invest now Tariffs are accelerating businesses’ operations overhaul Winning in today’s disrupted world demands bold trade-offs and strategic transformation a Dutch company involved in hydraulic and civil-engineering works has just released a video about their work in the Lichtenau area in Germany undertaken for the client Joos Umwelttechnik GmbH included dredging of a significant amount of sand gravel and clay from a former aggregates pit along the Oberrhein The removed materials were used for creation of new nature zones along the existing embankments – a project called ‘Renaturierung’ around 100.000m³ of material was removed from the area by their 300mm cutter suction dredger Polaris Daily news and in-depth stories in your inbox Recent storms and plunging temperatures have encrusted regions of Germany Freezing fog and icy rain coated nearly every surface leaving road signs and trees looking like works of abstract art The weather has closed some schools and left residents without power as crews work to clear heavy tree branches from roads We want to hear what you think about this article. Submit a letter to the editor or write to letters@theatlantic.com A collection of winning and honored images from this year’s nature-photo competition A collection of amazing recent images made with the Hubble Space Telescope Mourners of Pope Francis gathered at the Vatican scenes from the the second weekend of Coachella 2025 and landscapes of the Earth’s arctic and subarctic regions This website is using a security service to protect itself from online attacks The action you just performed triggered the security solution There are several actions that could trigger this block including submitting a certain word or phrase You can email the site owner to let them know you were blocked Please include what you were doing when this page came up and the Cloudflare Ray ID found at the bottom of this page The Mennonite Heritage Village offers a large Auditorium with room for banquets for 200 people to be comfortable The high vaulted ceilings and warm atmosphere provide a beautiful background for your celebration Built in sound system and screen are also available We have a recommended caterer or you are welcome to use the caterer of your choice Two historic churches are available to host your wedding ceremony The Old Colony Church seats approximately 170 people and the Lichtenau Church 80 The Lichtenau church is presently being restored to its original state Both churches are beautiful and unique settings for your wedding Couples who use the museum for their wedding are welcome to use the grounds to take pictures free of charge Contact the Mennonite Heritage Village in Steinbach to book your next event Von: Stefan Forbert wird der A-44-Abschnitt zwischen den Anschlussstellen Hessisch Lichtenau-Ost und Waldkappel für den Verkehr freigegeben Das teilte Hessen Mobil am Gründonnerstag mit.","url":"https://www.hna.de/lokales/witzenhausen/hessisch-lichtenau-ort62262/verkehr-auf-a44-zwischen-hessisch-lichtenau-ost-und-waldkappel-soll-ab-13-april-laufen-9737609.html"};c&&a.navigator.canShare(d)&&(c.style.display="",c.addEventListener("click",b=>{b.preventDefault(),a.setTimeout(function(){a.navigator.share(d)},0)}))}})(window,document); Das teilte Hessen Mobil am Gründonnerstag mit Um 10 Uhr soll vor dem Westportal des Tunnels Küchen die Freigabe-Feier stattfinden Dazu werden die Staatssekretäre Steffen Bilger (CDU) aus dem Bundesverkehrsministerium und Mathias Samson (Grüne) vom Hessischen Verkehrsministerium sowie Hessen-Mobil-Präsident Burkhard Vieth erwartet Der Verkehr soll dann auf dem dann dritten freigegebenen A-44-Teilstück ab dem Nachmittag laufen Der Autobahnabschnitt ist 10,9 Kilometer lang und hat einschließlich Tunnnel 235 Millionen Euro gekostet Dieser Inhalt"+t(a)+"kann aufgrund Ihrer Datenschutz-Einstellungen nicht geladen werden Begrüßung von Bundespräsidenten erfolgreiche Sonderausstellungen und Tausende Veranstaltungen: Kurt Beiersdörfer hat die letzten zwei Jahrzehnte des Heinz-Nixdorf-Museumsforums (HNF) in verantwortlicher Position maßgeblich geprägt Als Geschäftsführer des weltgrößten Computermuseums war er für die Veranstaltungen das Marketing und zahlreiche Sonderschauen verantwortlich Ende Juli geht er nach über 20 Jahren in den Ruhestand An der Fürstenallee wartete eine besondere Herausforderung: In einem halben Jahr sollte das HNF von Kanzler Helmut Kohl eröffnet werden und Beiersdörfer erhielt vom damaligen Vorsitzenden der Heinz-Nixdorf-Stiftung Gerhard Schmidt den Auftrag Nachdem Kohl das Haus eröffnete und die ersten Besucher kamen beförderte die Stiftung Beiersdörfer neben Norbert Ryska und Theodor Rode zum Geschäftsführer den Forumsbereich aufzubauen und das Museum auch als Veranstaltungszentrum zu etablieren Großveranstaltungen und knapp 50 Vortagsreihen prägten seitdem das Programm Besonderen Wert legte der 65-Jährige auf die Verknüpfung von Information und Unterhaltung Die von ihm ins Leben gerufenen Familientage lockten Tausende von Eltern mit Kindern an aber immer auch einiges über Informationstechnik zu erfahren Ab 1998 organisierte Beiersdörfer die hochrangig besetzte Veranstaltungsreihe „Paderborner Podium" Ein besonderes Anliegen war es dem vierfachen Familienvater stets die HNF-Themen Schülern nahezubringen Informatik Naturwissenschaft und Technik (MINT) zu begeistern Ausdruck dieser Förderung sind das Schülerlabor CoolMINT.paderborn und das Schülerforschungszentrum CoolMINT.forscht die gemeinsam von der Uni und dem HNF getragen werden Schülerwettbewerbe im HNF wie Jugend forscht aber auch die seit 2010 jährlich von Stadt Uni und HNF organisierten Paderborner Wissenschaftstage runden das Bild ab Ein Lieblingsthema von Beiersdörfer neben der MINT-Förderung ist die sogenannte Künstliche Intelligenz: „Das ist nicht nur ein Thema der Informatik ja menschheitsgeschichtliche Bedeutung." Diese Begeisterung schlug sich in der 2001 eröffneten Schau „Computer.Gehirn" nieder die damals sensationelle Objekte wie einen selbst gehenden Roboter zeigte Mehr als 80.000 Besucher staunten über ein Forschungsgebiet das heute mit selbstfahrenden Autos und intelligenten Assistenzsystemen den Alltag erobert Mit der Nachfolgeschau „Computer.Medizin" erzielte das HNF den bis heute gültigen Rekord mit 93.500 Besuchern „Computer.Sport" beendete 2009 die beinahe schon legendäre Reihe dieses Ausstellungsformats Juli die Arbeit von Beiersdörfer für das HNF Der Leiter des Bielefelder Forschungszentrums CITEC Helge Ritter wird über die „Entwicklung der Künstlichen Intelligenz" vor Freunden und Weggefährten sprechen Die durch die Pensionierung gewonnene Zeit wird Beiersdörfer nutzen indem er mit seiner Frau und zwei erwachsenen Kindern auf dem Segelboot der Familie auf „große Fahrt" geht Der Vorsitzende der Heinz-Nixdorf-Stiftung und der Stiftung Westfalen würdigte Beiersdörfers Verdienste: „Er hat das Forum des HNF ausgezeichnet mit Leben gefüllt und so die Einzigartigkeit unseres Hauses mit bewirkt." Bereits seit 2013 ist Jochen Viehoff als Nachfolger von Norbert Ryska Geschäftsführer Er wird nach Beiersdörfers Ausscheiden das Haus alleine leiten