Capgemini-實現(xiàn)凈零排放：利用可持續(xù)設(shè)備降低成本和碳排放（英）

Achievingnetzero:cuttingcostsandcarbonwithsustainabledevices

Thevitalroleofend-userdevices–andemployeebehavior–inreducingenterpriseemissions

Thedrivetowardnetzero–

andtheimpactofemployeedevices

Thedrivetowardnetzero–

andtheimpactofemployeedevices

With92%oforganizationsaimingtoachievetheir

netzerotargets

by

2040,andgrowingpressurefromgovernments,regulators,and

customers,manybusinessleaderswillneedtoacceleratetheir

emissionreductionplans.Thisoftenmeansprioritizingprojectsthatwillsignificantlyreducethe

organization’sfootprint,offeringhighvaluetooffsettherequiredinvestment.

Whenleaderssetouttocreatethesehigh-impactsustainabilitystrategies,thereareseveral

commoninitialtargets,includingdatacenters,vehiclefleets,and

officespaces.Formanybusinesses,oneormoreofthesewillrepresent

alargeproportionoftheircarbonfootprint,andeachhasthe

potentialtodramaticallyreduceemissions.

However,there’sonemajor

contributorthatisoftenoverlookedandthatrelieslessonlargeupfrontinvestmentsandmoreonsmall

changesanddecisionsthatcombinetocreateahugeimpact:end-user

devicesandhowemployeesusethem.

Thisguideexploreshoworganizationscanbetterunderstandand

mitigatetheimpactofemployeedevicesandbehaviorontheir

overallemissions–andwhyaddressingtheirdigitalcarbonfootprintissovaluable.

Theimportanceofdevices

Employee

devicesareakey

considerationforany

sustainabilitystrategy

Mostemployeeswillbeequippedwithatleastonecompanydevice,whetherthey’readesk-basedworkerwithalaptoporoutinthefieldwitharuggedizedtablet.Inalarge

organization,thismeansthousandsofdevicesinregularuseeveryday.

Andwhilethecarbonfootprintofeachofthesedevicesmaybesmall,theyhaveasubstantialcollectiveimpact

onemissions.

Asadevicemovesthroughthecyclefrommanufacturingtousagetodecommissioning,itcontributestoScope1,2,and3emissionsinvariousways.AsitshiftsfromOEMstoIT

teamstoemployees,itsroleinthecompany’sfootprint

changes,andsodothebestpracticesformanagingitsemissions.

Minimizingthecarbonimpactofdevicesrequiresaholisticviewandacollectiveeffortfromthebusiness–beginningatinitial

procurement.

TheroleofOEMs

OrganizationsneedtounderstandtheirOEM’simpact

OEMsareacrucialstartingpointforanorganization’sdevice

sustainabilitystrategy,largely

becausemostofadevice’s

emissionsarereleasedbeforeit’s

evenused.

Onestudy

ofdesktopcomputers

andmonitorsshowedthataround85%ofthedevice’semissionswere

generatedduringmanufactureandshipping,evenaftersixyearsof

dailyuse.

Atthemoment,thisstagesimply

doesn’tfactorintomost

organizations’decision-making.Just

25%oforganizations

considerthe

impactofupstreamScope3emissionsontheirnetzero

commitments,eventhoughtheyrepresenttheoverwhelming

majorityof

disclosedemissions.

85%

ofthedevice’s

emissionsare

generatedduring

manufactureand

shipping.

Organizations’

supplierchoices

influencetheirfootprint

aquarter

oforganizationscurrentlyreportmoderateorhighlevelsof

Nowisthetimetochange,and

awarenessisthefirststep.

Lessthan

awarenessofwhichsuppliers

accountformostoftheirScope3

emissions,whichmakesitnear-

impossibleforleaderstomakefullyinformeddecisions.

Fortunately,thisjourneytowardamoresustainabledeviceecosystemcanstartwithasimpleconversationwiththeirsuppliers.OEMsshouldbeabletoclearlylayouttheir

devices’carbonimpact,howthey’re

monitoringemissions,andwhich

measuresthey’retakingtoreducetheirfootprint.Byhavingthese

discussionsregularly,leaderscanbeconfidentintheirprocurement

choiceswhileholdingsuppliersaccountablefortheirown

commitments.

FororganizationsthatarelookingfornewOEMs,manyarenow

exploringmoresustainabledesigns

andproductionpractices

specificallytoreduceemissionsand

supporta

circulareconomy.

Procuringnewdeviceswillalmostalwaysrequirecapitalexpenditurebut,byselectingthosethatare

sustainablebydesign,decision-

makerscanminimizetheircostsinthelongterm.

Understandthe

organization’sneedstofindtheright

devicecatalog

WorkingwiththeITteamtoestablishmorein-depth

personamappingcanalsoreducethebusiness’

footprintattheOEMstage.Understandingthetypicalworkloadfordepartmentswithinthebusiness–

salespeople,developers,

andmarketers,forexample–canhelpmatchtherightdevicestotherightroles.

Thismayleadtoabroaderdevicecatalog,with

differentcombinationsof

graphicscards,processors,andstorage,butitwill

ultimatelyreducethe

numberofemployeeswhoaregivenadevicewith

outsizedspecificationsthatleadtounnecessarilyhighcostsandenergy

consumption.Within

Capgemini,forexample,atwo-yearprojecttoreplacenearly30,000ready-to-

retiredesktopswithlaptopshasresultedinanestimatedsavingof2,400tonsof

carbonemissionseachyear.

Oncethesedevicesare

deployedtoemployees,

maintaininganoverviewofhowemployeesindifferentrolesactuallyusetheir

equipmentcanhelpITteamsconfiguredevicesappropriatelyto

continuouslybalanceperformanceand

emissions.

AcombinationofOEM’s

monitoringsoftware,devicemanagementplatforms,andemployeeexperiencetoolscanhelpITmanagers

discoverwherebroad

changes,suchaspower-

saverplans,couldmakeadifference.Often,changesorganizationsmakecan

havemultiplepositive

impacts;whenCapgeminiimplementedMicrosoft365servicesforone

leadingfinancial

institution,thishelped

establishfullregulatorycomplianceandglobal

collaborationwhilesavingover14,500kgincarbon

emissions.

Oversightbasedon

analyticsfromdevice

managementandemployeeexperiencetoolscanonly

takethissofar;after

deployment,muchofthe

responsibilityrestswiththeworkforce.

Theroleoftheemployee

Employee

engagementwilldrivelong-termcarbonreduction

Thefootprintofend-userdeviceswilldependonhowemployeesusethem.Thismeansit’scrucialfor

leadersandtheITteamto

communicateemployees’vitalroleinthecompany’ssustainability

initiatives

Theorganizationneedstocreateanenvironmentwhereemployees

understandtheirindividualimpactandareempoweredtomake

positivechange.Asanexample,

Capgeminiemployeescanrequestapersonalizedcarbonfootprint

reportfromthecompany’s

internal“AskAdam”chatbot.

Morethan320,000laptopsacrossthebusinesshaveenergy

managementsoftwareinstalledtoenablethis.

However,insomecases,itmaybeachallengetoengageemployeesintherightway.

Employeesviewdevicesin

differentways

Manyemployeeswon’tgivetheir

assigneddeviceasecondthoughtunlessit’snotworkingasexpected.However,somemayviewthemasanimportantpartoftheir

compensationpackageorhave

strongfeelingsaboutsustainability.

Forexample,incompetitive

industriesit’sverycommonfor

recruiterstolistsmallerperkssuchas“accesstothelatestdevices”

alongsideotherbenefitstoappealtoapplicants.Andsomeexisting

employeesmightsimplyenjoy

receivinganewdeviceeverythreeorfouryears–regardlessofhow

welltheircurrentlaptoportabletisfunctioning.

Ontheotherhand,employeesareincreasinglymotivatedtoworkfororganizationsthatalignmore

closelywiththeirownvalues,

includingenvironmentalconcerns.Forhigh-demandroles,afirm

positionondevicesustainabilitymaybeadecidingfactorfor

applicantschoosingbetweenemployers.

Inallcases,educationand

continuousengagementarekey.Byclearlycommunicatingthe

organization’sperspectiveandgoals

–andtheroleindividualemployeescanplayinsupportingsustainability

–leaderscanensureevery

employeeisfullyinformed.To

ensureeveryonefeelsincentivizedtocontributetotheorganization’ssustainabilitygoals,it’salso

importanttodemonstratethat

makingsustainabledevicechoiceswon’timpactemployee

performance.

Creatinganenvironment

whereemployeeactionsmatter

Achievingcompletebuy-inmeansalsoprovidingmotivationtohelpemployeesmakeconscious

sustainablechoicesintheireverydayworkinglives.

Organizationscancreatethis

environmentinvariousways,

rangingfromsmallnudges–suchasautomateddesktopremindersto

fullyshutdownadeviceatnight–

toamoreinvolvedsystemofgamification.

Gamificationtechniquesare

commonlyusedinorganizationsto

promoteproductivity,buttheyalsohaveaproventrackrecordwith

sustainabilitybehaviorssuchas

“eco-driving”

andwater

conservation.Inabusinesscontext,thiscouldtranslateintoapersonalsustainabilityscorethat’s

influencedbydailybehaviorsandbiggercommitments.

Byaddingaleaderboardonateam,

department,orevencompany-wide

scale,leaderscanalsohelp

encouragepositivecompetition.Someorganizationsmayofferrewards,suchasgifts,small

bonuses,orrecognition,tomotivate

employees.Naming“sustainabilitychampions”bothrecognizes

individuals’contributionsandencouragesthemtotakea

leadershiproleamongtheirpeers.

Thecirculareconomy

Buildingacirculareconomyfor

enterprisedevices

Onekeysustainablehabitto

encourageinemployeesisretainingadevicepastitstypicallifespan.Thelongeradeviceisinservice,the

longertheorganizationcandelaythecostsandcarbonassociatedwithprocuringanewdevice.

Iftheindustrycontinuestooperateonastandardthree-yearrefresh

cycle,itcanunderminemuchofthepositiveprogressorganizationsare

makingwiththeirdevice

management.Notonlydoesit

createamajorITworkloadin

collecting,formatting,and

disposingofthesedevices,butit

alsoleadstosignificantexpense,waste,andevenmoreemissions.

Currently,

89%oforganizations

recyclelessthan10%oftheirIT

hardware,whichmeanslong-lastingmaterialsandrareresourcesare

overwhelminglyendingupin

landfill.Astaggering

62milliontons

ofe-waste

wasproducedin2022,

whichisup82%from2010,and

predictedtoriseanother32%to82milliontonsby2030.Andoften,adevicebeingsentfordisposal

meansthebusinessneedstobuynewasareplacement.

Circularitycanhelpdiverte-wastefromlandfill.Itextendsproductlifespans,reducesoverallmaterialuse,andkeepsscarcematerials–suchascobaltandlithium–intheloop.

Dependingonthedevice’sage,

components,andintendeduse,

organizationscaneitherrefurbish

themtoredeploy,orestablishthird-partypartnershipstosustainably

recyclecomponentsandmaterials.Whenreplacingadevice,many

OEMsnowofferrefurbished,like-

89%

oforganizations

recyclelessthan

10%oftheirIT

hardware

deviceportfoliomoresustainableandcost-effective.

newdevicesatalowerpricepoint,makingrenewingtheorganization’s

Theimportanceofinsights

Puttinginsightatthecoreof

continuousprogress

Thecommonthreadthroughallthesechallengesandpotentialinitiativesisaneedfordeeper

insight.UnderstandingOEM

relationships,workforceneeds,employeemotivation,andthe

organization’sdeviceportfolio–andhowthesefactorschange

overtime–iscrucialfor

monitoringanddemonstratingtheimpactofsustainabilityinitiativestothewiderbusiness.

Mostleadersaren’tyetusingdatatotheirfulladvantage.Currently,45%oforganizationswithnetzerotargetsonlyuseemissionsdatafor

mandatoryreporting,

whenit’sa

highlyvaluableresourcefor

measuringtheimpactofinitiativesanddemonstratingthatimpacttotherestofthebusiness.Data

managementisalsoahighlymanualprocessatthemoment,withonly

7%oforganizationsautomatingemissionsdatacollection,andjust13%usingacarbonmanagement

solutionatscale.

Thisputs

additionalpressureonthebusiness’ITanddatateams.

Deeperinsightscansupportmoreinformeddecision-makingandhelpleadersadjusttheirstrategyasthelandscapechanges–butthere’saskillsgaptocontendwith,too.

Morethanhalfoforganizationssaytheydon’thavetherequired

expertisefor

sustainableIT

implementation.

only

7%

oforganizationsareautomating

emissionsdata

collection,andjust13%areusinga

carbonmanagementsolutionatscale.

Sustainablechange

isacollaborativeeffort

Toovercomethesedatavisibilityandcapabilitybarriers,

organizationsshouldconsider

workingwithanexternalpartner.Anindustryexpertcanhelpguideleadersthroughthewholeprocess

ofembeddingsustainabilityintotheemployeedeviceprocurementandusagethrough:

Discoveryphasestounderstandemissions“hotspots”indeviceprocurement,deployment,

operation,anddecommissioning

Bestpracticestoalignleadersthroughoutthebusiness

Techniquestoengageemployees

andsupportbehavioralchange

Thebestsourcesofinsightthatalreadyexistwithinthebusiness,fromITmonitoringtoolsto

employeeexperienceplatforms

Therightdatacollection,

analysis,andmonitoring

technologiestoautomateinsightandsupportongoingwork

Collaborationyieldspowerfulresults.ForoneDutch

retailer,Capgeminiconductedasustainabilityimpact

assessmentwithaviewto

reducingpowerconsumptionby50%,whichresultedinsavingsof959tCO2eand€1millionperyear.

What’svitalisfindingtheright

methodofcollaborationforyourbusiness.

Conclusion

Buildsustainablepracticesintoyourdeviceecosystem

Addressingthecarbonfootprintofyouremployeedevicescouldbetheacceleratoryouneedtoreachyoursustainabilitygoals.

There’sadelicatebalancefor

decision-makerstostrikebetweenperformance,cost,and

sustainabilityasthebusinessevolves.Intheshortterm,

establishingmoresustainable

practicesrequiresinvestmentandacommitmenttomakemeaningfuloperationalchangeswithinthe

organization.Inthelongterm,however,thesechangeshaveatransformationalimpact.A

sustainabledeviceandemployee

strategynotonlyreducesemissionsandwaste,butalsolowerscosts,

boostsoperationalefficiency,andimprovestheemployeeexperience–allvaluablereturnsonthoseinitialinvestments.

Reducingthecarbonfootprintisanorganization-wideresponsibility,

whichmustbesupportedby

organization-wideeffort.Leaders

andemployeesalikeneedtobe

clearontheirroleindrivingmore

environmentallyconsciouspractices–andbeempoweredtomakethe

rightchoicesasresponsibility

movesbetweendifferentgroups.

Thatstartswithdevelopingabetterunderstandingofwhereyourmainsourcesofemissionstrulyareandwhichareasofdeviceprocurementandusagerequirethemost

attention.Forexample,youmay

havehighlyengagede