G7碳中和温度检验：制药行业洞察

Insights from thePharmaceutical sector G7 Net Zero TemperatureCheck G7 countries, and the businesses in them, are at various stages of theirnet zero journeys. Amidst geopolitical instability, rising energy costs andpolitical change, questions have been raised about the cost of net zero,the commitment of businesses to sustainability and how they can turnambition into action. Over the past decade, the awareness of sustainability risks to publichealth has grown1, shifting the conversation within the pharmaceuticalsector from a focus on reducing operational waste and energy use, to aholistic approach to emissions reduction across the entire supply chain.There is now clear consensus that reaching net zero requires acoordinated, industry-wide approach. To better understand this, BSI surveyed 7,000 G7*business leaders tounderstand their attitudes to and progress on net zero. By exploringbusiness attitudes, key drivers and barriers, and progress across thesector, this research can support the shared understanding andcollaboration needed to accelerate change. Net zero is perhaps more important today than ever, and, as the globalpharmaceutical sector grapples with the transition, BSI will help themturn ambition into action, develop comprehensive plans to achieve theirtargets, and accelerate progress towards a resilient and sustainableworld. Commitment to andinvestment in net zero Across the G7, in political and media circles, there has beenongoing discussion of businesses rowing back on theircommitment to net zero. This may be true in some cases.However, this research finds that, overall, pharmaceuticalbusinesses remain committed in their focus. In fact, despite scepticism in some quarters, 82% ofpharmaceutical business leaders say economic growth and netzero can happen together. A similar percentage (83%) say net zerowill help grow the economy, create jobs, and strengthen energysecurity. Looking back, this ongoing commitment is manifested not just inintent, but in action too. Two fifths (39%) said their business hadsignificantly increased its overall level of action on net zero in thelast year, while 87% said it had increased overall. Nor do theyexpect to change course. Looking ahead, 96% report beingcommitted to achieving net zero by their national target, and 84%say it is important for their business to maintain momentum onnet zero. For most, the indication is this will be sustained; 37% areconfident they expect to increase investment in net zero in thenext year, while 30% expect a reduction. While many highlighted net zero as a pressure point, some alsoidentified pursuit of net zero as a differentiator, an opportunity,or even a business imperative. Four fifths (81%) said if their competitors scaled back theiraction, their business’s continued net zero efforts would givethem a competitive advantage. Meanwhile, a quarter (24%) ofpharmaceutical business leaders said they were driven to act onnet zero to achieve cost savings and operational efficiencies.While 22% cited market competitiveness. 83% said they think netzero will open new markets and innovation opportunities. For some, the motivation for sustained commitment isorganizational purpose (21%). But for others, the data suggeststhat they feel they have already put in considerable resource todecarbonize their operations over the last decade, thus do notwish to change course now. 90% of sector leaders say reducingnet zero efforts would risk their business losing its priorinvestment and increase its future costs. 84%say the economic risks ofnot pursuing net zero outweighthe risks of transitioning Practical actions If commitment is continuing, leaders are nonethelesscognizant of their operating context, and their decision-making is being shaped by numerous external factors.That means that, in some cases, timelines are shifting orthe level of practical action is changing. Two fifths of sector businesses, for example, indicatedthey had revised their net zero plans (43%) andreevaluated their targets (40%). Yet only 16% had pausedtargets and only 18% had dropped targets; broadlyspeaking most have not chosen to row back oncommitments. This evolution of net zero plans shows nosign of stalling; looking ahead half (51%) intend to revisetheir net zero strategy in the next year. 51%intend to revise their netzero strategy or targets in thenext 12 months Where businesses have revised orrevaluated plans, this appears to be downto external pressures rather than aboardroom rethink. For example, a thirdsay they have been driven to adjust inresponse to economic factors (35%). Over a two fifths (42%) say they haveadjusted in response technologicaladvancements. While a similarpercentage (41%) say they have done soin response to changes in global climateagreements, policy and regulation, and athird in response to stakeholderexpectations or market pressures (32%). Crucially, the data suggests rollbacks areless about abandoning net zero thansimply updating forecasts,