气候杂志第3卷

LEADERSHIP054 Ways To Align Corporate Interests To Scale Climate Action09The Business Case For Investing In Biodiversity13CSOs Define The Levers For Cross-IndustryDecarbonization18Europe’s Corporate Climate TransitionFINANCE20A New Generation Of Funds Signals The Evolution Of ESG27Financing The Airports Of Tomorrow30$20 Trillion Needed To Expand Renewable Power Capacity34The Public Sector's Role In Driving Climate InvestmentBUSINESS SYSTEMS36Aviation Can Cut Emissions By 2035 Via SAF And Existing Tech39How Steel Can Take The Lead InDecarbonization43Embracing Nature Into Chemicals, Cement, And Consumer Goods46Chemical Industry's Solution To The Plastic Packaging GapCustomers48How To Make Food Sustainable Along The Whole Value Chain54Why European Rail Freight Must Evolve With Its Customers61Food Retailers Need To Act Now For A Net-ZeroFuture65Understanding The Environmental Impacts Of Online Shopping PATHWAYS TO DECARBONIZATIONWhen it comes to the outlook for climate change, there are trends that might provide hope.Three years ago, one out of every 20 cars sold was an electric vehicle. Today, it’s one infive.Additions to stationary battery storage, which is essential for greater reliance on solarand wind power, are expected to push capacity well over one terawatt-hour by 2030,with substantial growth in lithium-ion battery storage expected between now and then.For the first time, a commercial airliner has flown between London and New York poweredonly by sustainable aviation fuel, made with waste fats.And, most importantly, annual investment in the energy transition could break through$2 trillion by 2027, after reaching almost $1.8 trillion this year. This compares with only$900 billion in capital expenditures expected to be spent on fossil fuels in 2023.Those are all signs that industry gets why the global economy must prioritize reducingits reliance on fossil fuels. But even with these advances, 2023 will be another record yearfor greenhouse gas emissions.COP28, the 28th United Nations climate summit that just wrapped up in Dubai, recognizedthe need to enter 2024 with a firm eye on accelerating our plans to cut emissions. Tothat end, Oliver Wyman has been working closely with the Sustainable Markets Initiativeand the World Economic Forum to find workable pathways to lower emissions in thehardest-to-abate industries. Focusing on sectors like steel, aluminum, chemicals,and concrete, which are building-block materials for the global economy, will allow usto reduce emissions across value chains.Our Climate Journal Volume 3 offers a look at some of our analysis on those hard-to-abatesectors, as well as the various obstacles companies face and opportunities they couldcapitalize on as they decarbonize. We hope it provides insights that will help with yourenterprise’s own efforts to cutemissions.Best wishes,NickStuderPresident and CEOThe Oliver Wyman Group © Oliver W ymanleadership4 Ways To Align Corporate Interests To Scale Climate ActionSimon GlynnThe Business Case For Investing In BiodiversityNick StuderCSOs Define The Levers For Cross-IndustryDecarbonizationJoerg Staeglich, Thomas Fritz, DennisManteuffelEurope’s Corporate Climate TransitionJeroen Schmitz Simon Glynn4 WaysTo AlignCorporate InterestsTo Scale CLIMATE ACTION © Oliver WymanThe step change in corporate climate action in the past few years has been extraordinary.Yet we are more than halfway through the critical period between the 2015 Paris Agreementand 2030, and emissions are still rising. Clearly, the world needs to scale up.For our research report on Climate Action At Scale , launched at Climate Week NYC, we spoketo climate and sustainability practitioners from some of the world's largest corporationson their experiences in making this shift. They recognize that what needs to come nextwill be qualitatively different from what we have seen so far. In a survey of 200 climatepractitioners, half see decarbonization as being a serious challenge — either an “existentialthreat” or “highly concerning” — by 2030, while a third already see it that way.50%of surveyed climate practitioners believe that decarbonizationwill be a serious challenge by 2030, while a third already seeit that wayThey also are clear about what is needed, what they can do and where they dependon others. Here are four lessons we learned:1. YOU CAN’T ACT AT SCALE AGAINST YOUR INTERESTS. LEADERS AT SCALINGUP ARE CREATING THE CONDITIONS FOR CORPORATE AND CLIMATE INTERESTSTO ALIGNDoing something because it is the “right thing” is a recipe for incrementalism. Trying toact at scale on that basis creates justifiable resistance, because the pressure to performcommercially is too strong. This resistance fades when a company’s corporate interestsand climate interests coincide.Leaders at scaling up are creating the conditions for corporateand climate interests to alignThe strongest examples are in B2B businesses that are finding profitable ways to act asdecarbonization service providers for thei