2025年赋能变革：生成式AI时代的工业脱碳

Four levers are critical for the successof the multigenerational approach Not just ready butpowered for changePage 36 Page 3 From bespoke projects to amultigenerational approach About the researchPage 38 Lever 1Scale efficient, resilientsupply chains Insights from our research:Repeatable deliveryredefines the cost curve How Accenture can helpPage 39 Lever 2Foster community supportand customer demand Lever 3Reinvent talent,skilling and workflowsPage 26 Lever 4Establish a strong digitalcore to power AI learningsPage 31 Preface Every year to 2050 counts—for the planet, and for the industries reshaping it. To meet net-zero goals, we must significantly reduceemissions in the oil, gas, power and heavy industries.At the same time, we must continue to meet growing Our insights and recommendations are informed by AI-augmented research. We analyzed over 200 companies’communications with the help of AI, synthesized expert AI can amplify its effects by capturing learnings acrossprojects and delivering exponential returns. The success of the multigenerational approach hingeson four levers: resilient supply chains, communityengagement, workforce reinvention and a strong digital In our originalPowered for Changereport, we set outthree imperatives for industrial decarbonization: targetinggreen premiums to finance early-stage solutions, scalinglow-carbon power and hydrogen and reducing capital and Based on these findings, we recommend a multigenerationalapproach to decarbonization. It’s a shift from bespoke projectsto repeatable systems; from singular firsts to continuousimprovements; from cost escalation to compounded The question is no longer whether we can act, but howwell we can learn—and how fast we can scale what we’vealready started. To be powered for change, we need to In Powered for Change 2025, we show how to achievethose ambitions by reinventing the massive build-outof net-zero infrastructure. This includes renewable Our research shows that bold reinvention changes theeconomics of decarbonization. Companies can drastically Global Resources Practices Chair & Sustainability Services Lead Authors Lasse Kari Robert (Rob) Hopkin Stephanie Jamison Senior Managing DirectorGlobal Resources Industry Practices Chair Principal DirectorGlobal Resources andEnergy Research Lead Managing DirectorGlobal Resources PracticeNet-Zero Infrastructure Lead stephanie.a.jamison@accenture.com Lasse is a Principal Director at Accenture Research,focused on primary research insights across the energyand heavy industrial value chain. Lasse’s work includes Rob is a Managing Director in Accenture’s global utilitiespractice, focused on the net-zero transition across thevalue chain. Rob works with utility clients globally, from Stephanie is Accenture's Global Resources IndustryPractices Chair, which includes the utilities, chemicals,natural resources and energy industries, as well asAccenture’s global Sustainability Services leader. In From bespoke projects to a Our firstPowered for Changereportintroduced three imperatives forindustrial decarbonization: targetinggreen premiums to finance early-stagesolutions, scaling low-carbon power and Today, most infrastructure projects are treated asone-off efforts, planned, financed and executed inisolation. Given their cost, duration and complexity,each is delivered as a bespoke effort, with limitedconnection to others. In our work, we have foundthat 90% of projects follow this pattern, with only Notes: Based on the share of companies discussing their actions andprojects related to the set context. Long-term/program of projectsrefers to strategic initiatives and programs, in contrast to current, Source: Accenture Research analysis augmented with AI, using datafrom earnings calls and company publications. A multigenerational approach offers a way forward. Itis a shift from bespoke projects to repeatable, iterativedesigns. Instead of reinventing the wheel each time, Whether modernizing brownfield assets or buildinggreenfield capacity, a modular, standardized approachimproves enterprise resilience and accelerates time- This approach is not new. Just as carmakers gain efficiencyby using modular platforms, enabling multiple vehiclemodels to share standardized chassis and engine designs, To truly scale decarbonization, companies must adopt amindset of continuous learning, looking beyond individualprojects to consider how today’s efforts will evolve overthe next 10, 20 or 30 years. Many companies already have A multigenerational approach creates a flexible,repeatable process, designed for continual upgrades Impact story How shipbuilding reshaped Industries that have adopted amultigenerational mindset are already Standardization and modularization.Adopting standardizedcomponents and modular designs allows shipbuilders to Vertical integration.Rather than treating each ship as astandalone project, modern shipbuilders now manage Historically, shipbuilding was a bespoke