03Macroeconomic03insightseriesCreatingvaluethroughmoreresponsiblebusinessMacroeconomicinsightseriesVolume03Deliveringonthepromiseofsustainability2interconnectednessandcollectiverelianceononeanotherasneverbefore.Thisunprecedentedmomentdemandsconcertedactionbybusinesses,governmentsandcivilsocietytobuildanequitable,resilientandsustainablefutureforpeopSustainabledevelopmentdrivesresilience,whichisonereasonwhystakeholdersaredemandingthatbusinessesrebuildforthebetter.stilldeliverthenecessaryimpacttoachievetheUnitedNationsSustainableDevelopmentGoals(SDGs)by2030andmitigateMacroeconomicinsightseriesVolume03Deliveringonthepromiseofsustainability3AuthorsPeterLacyMikaylaHartGlobalLead–ChiefResponsibilityOfficerandManagingDirector–SeniorManager–AccentureStrategyGlobalSustainabilityServicesLeadAccentureStrategy,IrelandLeadAccentureStrategyKathleenleadsAccentureStrategy,whichcreatesPeteristheChiefResponsibilityOfficerKarenleadsAccentureStrategyinIreland.MikaylaisaleaderwithinAccentureStrategy’sshareholdervalueandenablescompetitiveagilityandglobalsustainabilityservicesleadSheworkswithCEOsandseniormanagementSustainabilityandResponsibleBusinessStrategybypartneringwithboards,CEOsandC-suiteatAccenture.HeoverseestheresponsibleofFortune500companies,aswellaspublicpracticeinNorthAmerica.Shesupportscross-executivestodefineandanswertheirmostbusinessagendaacrossthecompany,ensuringorganizations.Herrolefocusesoncorporateindustryclientsontheirjourneystotransformstrategicbusinessquestions—includinggrowth,sustainabilityisembeddedintoitsclientworkstrategy,digitaltransformationandgrowth,andtheirbusinessmodels,ecosystemsandprofitability,technology-driventransformation,bydesignanddrivingitsgrowingportfolioinnovationstrategy.Karenhelpsorganizationsvaluechainsthroughsustainableinnovationmergers&acquisitions(M&A),operatingmodelsofSustainabilityservicesofferings,whichhelprespondtodisruptivetechnologyshifts,usingtodelivervalueforallstakeholdersacrossandsustainability.Sheisalsoamemberofclientscreatevalueandimpact.Heisamembersustainabilityasakeylensindrivingcompetitiveeconomic,environmentalandsocialimpact.Accenture’sGlobalManagementCommittee.ofAccenture’sGlobalManagementCommitteeagility.KarenisbasedinDublin.MikaylaisbasedinSanDiego.KathleenisbasedinPhiladelphia.andleadsthecompany’srelationshipswiththeWorldEconomicForumandtheUNGlobalCompact.PeterisbasedinLondon.MacroeconomicinsightseriesVolume03MacroeconomicinsightseriesVolume03OuranalysisfocusesontwelveindustrysectorsandhoweachisuniquelypositionedtoadvancespecificSDGswhilebenefitingfromreducedcostsandrisks,strengthenedtrustwithstakeholdersandnewopportunitiesforgrowth.ThereportservesasaguideforCEOstoidentifypathstoindustry-specificreinventionandcross-sectorcollectiveactioninthejourneytowardresponsiblebusiness.DeliveringonthepromiseofsustainabilityBusinesshasacriticalroletoplayincatalyzingthatresponse,startingwithasustainabilitystrategyrefreshthatmapsspecificambitionstothemosthigh-impactareasacrosstheSDGs(seeFigure1).TheguidanceprovidedintheSDGAmbitionservesasaNorthStarascompanyleadersintegratesustainabilityintotheircorporatestrategiesandsystems,unlockingsharedvalueforboththeirbusinessandsociety.Thisrenewedfocuscouldn’tbemoretimely.InannouncingtheDecadeofActionin2019,AntónioGuterres,UNSecretary-Generalsaid,“Itisabundantlyclearthatamuchdeeper,fasterandmoreambitiousresponseisneededtounleashthesocialandeconomictransformationneededtoachieveour2030goals.”1Successhingesoncollaboration.Industryleadershipwillbekeytoidentifyingpartnershipopportunitiesforcollectiveactiononchallengeswecannotsolveonourown.Pursuingtheseopportunitiescantranslateintocompetitiveadvantage,supplychainresiliencyandbrandtrust.Thetimetodeliverisnow.Figure1TheUnitedNationsSustainableDevelopmentGoals(SDGs)4MacroeconomicinsightseriesVolume03ThescaleofthechallengeEvenbeforethepandemic,theworldwasnotadvancingatthespeedorscalerequiredtoachievetheSDGsby2030.ExtremepovertywasprojectedMacroeconomicinsightseriesVolume03ThescaleofthechallengeEvenbeforethepandemic,theworldwasnotadvancingatthespeedorscalerequiredtoachievetheSDGsby2030.Extremepovertywasprojectedtostillbeat6%in2030.Hungerwasontheriseforthethirdconsecutiveyear.Greenhousegasemissionscontinuedtoincrease.Genderinequalitiespersisted.Institutionswerenoteffectiveenoughtoaddressallofthesechallenges.2AccentureStrategymappedthenear-andlong-termimpactsofthepandemictothetargetsandindicatorsunderlyingeachoftheSDGs.Theconclusion:Thepandemicposesseverenear-termchallengesandhinderslonger-termprogressagainstall17goals(SeeFigure2).WhilethepandemicimpactsallSDGs,thoserelatingtosocioeconomicissuesaredisproportionatelyimpacted.NLL.NN.L.LNNLDeliveringonthepromiseofsustainabilityThescaleofthechallengeFigure2Near-termimpactLong-termimpactRelativeseverityofCOVID-19impactsonNear-termimpactLong-termimpactLowMediumHighLowLowMediumHighLLNNLLNNTheeconomicfalloutfromtheglobalpandemiccouldincreaseglobalpovertybyasmuchashalfabillionpeople,or8%ofthetotalhumanpopulation,reversing30yearsofeconomicimprovement.3Estimatessuggestthattwooutofeveryfivejobslostduringthepandemicmaynotcomeback.4COVID-19willalsodisproportionatelyaffectwomen,whogloballymakeupalargershareoflow-paid,part-timejobs.5Immediatebusinessactionisneededtoachievethetargetsby2030.MacroeconomicinsightseriesMacroeconomicinsightseriesVolume03StakeholdersexpectbusinessStakeholdergroups—includingconsumers,employeesandinvestors—aredemandingsustainableandresponsibleactionfrombusiness.AccentureCOVID-19ConsumerResearch,whichsurveyed8,529consumersacross19countriesinJune2020,foundthattwo-thirdsofconsumers(67%)expectcompaniestoinvestinlonger-term,sustainableandfairsolutionspostcrisis.6Furthermore,71%ofinvestorsagreedthatCOVID-19willincreaseawarenessandactionstotacklerisksrelatedtoclimatechangeandbiodiversitylosses(SeeFigure3).7DeliveringonthepromiseofsustainabilityStakeholdersexpectbusinesstostepup6Allchallengespresentopportunities,however,andcompaniescanproactivelymitigatetheriskoffuturecrises,growingsocialunrest,andfurtherdisruptionstobusinessbyaddressingtheseissueshead-on.Companiesarerealizingvaluefromintegratingsustainabilityintotheiroperationsandproducts.Between2013and2020,companieswithconsistentlyhighratingsforenvironmental,socialandgovernance(ESG)performancehaveoutperformedtheirpeers,achievingoperatingmargins3.7xhigherthanlowerESGperformersandgenerating2.6xhigherannualtotalreturnstoshareholders.8CompaniescanleveragetheSDGsandtheirtargetswhenmeasuringprogresstowardstheirsustainabilitygoalsandidentifyingsustainabilitypathwaystodrivesharedvaluefortheirbusinessandbroadersociety.SDGAmbitionisaninitiativelaunchedbytheUNGlobalCompact,Accenture,andSAPtoprovidespecificguidanceforbusinessleaderstoimplementbusinessbenchmarksintodecisionmakingandreporting.ThelatestguidancereleasedduringtheUNGeneralAssemblyinSeptember2020makesiteasierforcompaniestosetambitiousgoalsandmeasureSDGprogressholisticallyalongsidetraditionalbusinessindicators.9ByintegratingtheSDGAmbitionbenchmarksintobusinessstrategyandoperations,companiescanlowercostsandrisk,strengthentrustwithstakeholders,andfindnewopportunitiesforsustainablegrowth(SeeFigure4).Figure3StakeholdersaredemandingresponsibleactionsfrombusinessConsumersConsumers67%ofconsumersexpectcompaniestoinvestinlong-term,sustainableandfairsolutionspostcrisis.i65%ofconsumersexpectgovernmentsandbusinessestoprioritiseclimatechangeinthepost-crisiseconomicrecovery.iiEmployeesEmployees40%ofemployeesthinktheiremployers'actionsduringthepandemicarenotdemonstratingcommitmenttotheplanetorsociety.iiiInvestorsInvestors71%ofinvestorsagreedthatCOVID-19willincreaseawarenessandactionstotacklerisksrelatedtoclimatechangeandbiodiversitylosses.vCompanieswithconsistentlyhighratingsforESGperformanceachievedacumulativereturn6.3%higherthanbottomperformersduringtheCOVID-19marketturmoilfromJanuarytoApril2020.VSources:i)Accenture,COVID-19:Newhabitsareheretostayforretailconsumers,2020.ii)Ipsos,TwothirdsofcitizensaroundtheworldagreeclimatechangeisasseriousacrisisasCoronavirus,2020.iii)AccentureCOVID-19ConsumerResearch,2020.iv)J.P.Morgan,WhyCOVID-19CouldProvetoBeaMajorTurningPointforESGInvesting,2020.v)AccentureandArabesqueS-RayAnalysis,2020.MacroeconomicinsightseriesVolume03DeliveringonthepromiseofsustainabilityStakeholdersexpectbusinesstostepup7Figure4BusinessvaluefrompursuingsustainabilitypathwaysHowdosustainabilitypathwaysdrivebusinessvalue?ReducedcostsSustainabilitypathwaysSustainabilitypathwaysNotexhaustiveImproveImproveworkforceengagementbytakingresponsibilityforthevaluechainLowerLowercostofoperationsandclimate-relatedrisksbyminimizingenvironmentalfootprintLowerLowercostofcapitalbyimprovingstandardsandtransparencyonESGprogressStrengthenStrengthensociallicensetooperatebysupportingcommunitiesinrecoveryeffortsBuildBuildabrandconsumerstrustbytakingastandonsocialandenvironmentalissuesIncreasevalueIncreasevalueofintangiblesbyaligningcorporategoalswithsustainabilitygoalsCaptureCapturenewmarketsbymakingproducts&servicesmoreaccessibleandaffordablePivottoPivottocircularbusinessmodelstomeetchangingconsumerpreferencesLeveragetechnologytoLeveragetechnologytobridgethedigitaldivideandexpandcustomerbaseNotexhaustiveInAugust2019,181CEOsredefinedthepurposeofacorporationtopromote“aneconomythatservesall,”recognizingthelong-termvalueofinvestingintheirworkersacrosstheirentirevaluechainsiTheUN'sPrinciplesforResponsibleInvestmentforecastsaglobalgovernmentresponsetoclimatechangeby2025thatwillbeforceful,abrupt,anddisorderlybecauseofthedelayiiCompanieswithhighESGscoresexperiencedlowercostsofcapitalcomparedtocompanieswithpoorESGperformanceduringafour-yearstudyiii64%ofconsumersbelievecompanieswillcreatebetterproductsandservicesthathaveapositiveimpactonsocietyandplanetintheaftermathofCOVID-19iv65%ofconsumerswantbusinessestotakeastandonissuesthatareclosetotheirheart.Thatnumberrisesto74%for18-to39-year-oldsv52%ofinvestorssaylinkingexecutivecompensationtoESGtargetperformancewouldpositivelyimpacttheirtrustinacompanyviwithaspendingpowerofmorethanUS$6trillionviiUS$4.5trillionisatstakeacrossindustriesinthecirculareconomybetween2018–2030viiiForeverybroadbandenabledjob,anadditional2.5–4jobsarecreatedacrossindustries.GlobalecommercesalesaloneareprojectedtogrowfromUS$2.9trilliontoUS$4.9trillionin2021ixSources:i)WebAccessibilityInitiative,Thebusinesscasefordigitalaccessibility,retrievedMarch11,2021.ii)Accenture,Thecirculareconomyhandbook,2020.iii)AparnaKrishnamurthyet.al.,Broadbandaccessspursjobsinhard-to-reachareas,WorldBank,2020.iv)BusinessRoundtable,BusinessRoundtableredefinesthepurposeofacorporationtopromote‘AneconomythatservesallAmericans’,2019.v)PrinciplesforResponsibleInvestment,WhatistheInevitablePolicyResponse?,retrievedMarch11,2021.vi)AshishLodh,ESGandthecostofcapital,MSCI,2020.vii)AccentureGlobalConsumerPulseSurvey,2020viii)Accenture,GenerationP(urpose):Fromfidelitytofuturevalue,2020.ix)Edelman,Trustbarometer,2019.MacroeconomicinsightseriesMacroeconomicinsightseriesVolume03EveryindustryAllindustrieshavearoletoplaywhenitcomestorebuildingforthebetter.AccentureStrategyexaminedhowtwelveindustriesareuniquelypositionedtoadvancespecificSDGs(SeeFigure5).Eachindustry’simpactassessmentisbasedonacombinationoffactorsthatspantheentiretyofitsvaluechain—includingitsproductandserviceofferings,thecompositionofitsworkforce,operationalfootprintandtheregionsinwhichitoperates.DeliveringonthepromiseofsustainabilityEveryindustryhasaroletoplay8Thereportsetsoutthreesustainabilitypathwaysforeachoftwelveindustrysectors,thepotentialimpactonspecificSDGsandtheresultingvalue.Thepathwaysarenotexhaustivebutdemonstratepossibilities.Someexamples:AutomotiveCircularmanufacturingpracticesandnetzerocarbonmobility.ⅡⅡBankingandcapitalmarketsFinancialinclusion,moretransparentESGmetrics.ChemicalsandadvancedmaterialsNewrecyclingtechnologiesandlessresourceuse.CommunicationsClosingthedigitaldivideandenablingsustainableurbanization.ConsumergoodsandretailCircularbusinessmodelstoreduceproductandpackagingwaste.EnergytechnologyandutilitiesCleanenergytransitionwithafocusonaffordableaccessforall.FoodandagricultureRegenerativeagriculturalpractices,promotesustainablefoodconsumption.LifesciencesEquitableaccesstomedicineandtreatments,buildbusinessandsocietalresilienceforhealth-relatedcrises.MediaandentertainmentProvideethical&factualinformation,equitablecontentdistribution.MiningandmetalsAdoptcircularbusinessmodelsthatdecoupleeconomicgrowthfromresourceextraction.OilandgasCapturenewvaluepoolsfromthecleanenergytransition,supportcreationofcleanenergyjobs.aTechnologyEnableamoresustainabledigitaleconomywithsustainabletechnologies,designproductswithdataprivacyinmind.Thecaseforactioninrebuildingforthebetteriscompelling.Atatimewhentheglobaleconomyneedsaninjectionofinnovationandsocietyneedstograpplewithunprecedentedchallenges,itisimportanttoconsidertheenormousvalueatstake—anestimatedUS$4.5trillionincirculareconomyopportunitiesalone10—andredoubleeffortsintocreatinganewwayforward.PartnershipsforthegoalsPartnershipsforthegoalsMacroeconomicinsightseriesVolume03DeliveringonthepromiseofsustainabilityEveryindustryhasaroletoplay9Figure5RelativeindustryimpactontheSDGsLowimpactMediumimpactHighimpactVeryhighimpactAutomotiveBankingandcapitalmarketsChemicalsandadvancedmaterialsCommunicationsConsumergoodsandretailEnergytechnologyandutilitiesFoodandagricultureLifesciencesMediaandentertainmentMiningandmetalsOilandgasTechnologyAccentureStrategyindicativeassessment.Levelofimpactisbasedon1)Thescaleofthepotentialindustryimpactrelativetotheglobalchallenge,and2)Howacutetheissueiswithintheindustry.PartnershipsforthegoalsVALUETOBUSINESSPartnershipsforthegoalsVALUETOBUSINESSMacroeconomicinsightseriesVolume03DeliveringonthepromiseofsustainabilityEveryindustryhasaroletoplayLowimpactMediumimpactHighimpactVeryhighimpactNotexhaustive,seeoverfordetail01Supportsociety’stransitiontonetzero-carbonmobilitybyprovidinginnovativeproductsandservices02Investincircularmanufacturingandbusinessmodelstoreducetheindustry’senvironmentalfootprintandimprovefulllife-cyclevalueofautomobiles03Reduceroadaccidentsandimprove03humansafetybyinvestingintechnologiesAllSDGsPrimarySDGsImprovegrowthReducecostandriskIncreasetrustandbrandvalue△△ⅡⅡⅡBankingandcapitalmarketsOilandgasTechnologyReturnChemicalsandadvancedmaterialsEnergytechnologyandutilitiesConsumergoodsandretailMediaandentertainmentFoodandagricultureMiningandmetalstoindustryoverviewCommunicationsLifesciencesAutomotiveMacroeconomicinsightseriesVolume03DeliveringonthepromiseofsustainabilityEveryindustryhasaroletoplay02Investincircularbusinessmodels03ReduceroadaccidentsThetransportsectoraccountsfor14%ofannualgreenhousegasemissions,with72%comingfromroadvehicles.14Bysupportingsociety’stransitiontonetzerocarbonmobility,theautomotiveindustrycanreduceglobalgreenhousegasemissions(SDG13),andasaresultreducethenumberofdeathsfromairpollution(SDG3).Theindustrycandrivegrowthbytappingintozero-carbon-mobilitymarkets,fromelectricvehiclestoe-bikesandcharging.Electricvehiclesrepresentagrowthmarket:Thenumberofelectricvehiclesontheroadisexpectedtogrowfrom3.1millionin2017to140millionin2030.15 VolkswagenisspendingUS$34billionoverthenextfiveyearstomakeanelectricorhybridversionofeveryvehicleinitslineup.Bytheendof2030,Volkswagenexpectsfouroutofevery10carsitsellstobeelectric,andtoovertakeTeslaasthelargestmanufacturerofelectricvehicles.Source:CNNThevalueatstakeinthepersonalmobilitycirculareconomyisUS$240-610billionfrom2018to2030.12Despiteutilizationratesinthe5-10%range,itisestimatedthat100millioncarswillbeproducedin2030—and20%oftotalgreenhousegasemissionsforinternalcombustionenginevehiclesaregeneratedintheproductionphase.13Theautomotiveindustrycanlowerproductioncoststhroughcircularmanufacturingpracticesincludingremanufacturingcomponents,incorporatingotherindustries’wastestreamsasfeedstock,andembracingsmartmanufacturing.Circularbusinessmodels—carsharing/rentalservicesandautomatedmobility—canimprovethefulllife-cyclevalueofanautomobile,promotingresponsibleconsumption(SDG12)andaffordableandaccessibletransportationsystems(SDG11). TheCircularCarsInitiativeisapublic/privatepartnershipfocusedonleveragingnewtechnologiesandbusinessmodelstoaligntheautomotiveindustrywitha1.5°Cclimatescenario.Agrowingnumberofcross-industrypartnershipsareevolvingbetweenautomotivemanufacturersandminingandmetalcompaniessuchas:?TheresponsiblecopperinitiativebetweenBMW&Codelco.?Theclosed-looprecyclingpartnershipbetweenFord&JaguarLandRoverandNovelis.Sources:WEF,CopperAllianceOneofthetargetscontainedwithinSDG3,goodhealthandwell-being,istohalvethenumberofglobaldeathsandinjuriesfromroadaccidents.11Automotivemanufacturerscanunlockvalueandreduceriskbyinvestingintechnologiesthatreduceaccidents.Theycaninvestinavarietyofsafety-relatedsolutionsincludingvehicle-to-vehicletechnologiessuchasautonomousbreaking.Companiesthatdelayembracingsuchenhancementsrisklosingcustomersastheseinterventionsbecomethenormoftheindustry. Toyotaplanstoinstallvehicle-to-vehiclecommunicationsinmodelsintheUnitedStatesstartingin2021.Bythemiddleofthenextdecade,mostToyotaandLexusmodelswillhavethecapability.Source:ConsumerReports△△ⅡⅡⅡBankingandcapitalmarketsOilandgasTechnologyReturnChemicalsandadvancedmaterialsEnergytechnologyandutilitiesConsumergoodsandretailMediaandentertainmentFoodandagricultureMiningandmetalstoindustryoverviewCommunicationsLifesciencesAutomotivePartnershipsforthegoals人Notexhaustive,seeoverfordetail01EmbraceinnovativemodelstopromotefinancialinclusionforamorediversePartnershipsforthegoals人Notexhaustive,seeoverfordetail01Embraceinnovativemodelstopromotefinancialinclusionforamorediversesetofcustomers02StrengthenevaluationandtransparencyofESGmetricsWorkacrossindustriesandsectorstoidentifygreatestareasofopportunitytofinancetheglobalsustainabilityagenda03VALUETOBUSINESSMacroeconomicinsightseriesVolume03DeliveringonthepromiseofsustainabilityEveryindustryhasaroletoplayAllSDGsPrimarySDGsLowimpactMediumimpactHighimpactVeryhighimpactImprovegrowthReducecostandriskIncreasetrustandbrandvalue△△ⅡⅡⅡBankingandcapitalmarketsOilandgasTechnologyReturnChemicalsandadvancedmaterialsEnergytechnologyandutilitiesConsumergoodsandretailMediaandentertainmentFoodandagricultureMiningandmetalstoindustryoverviewCommunicationsLifesciencesAutomotiveMacroeconomicinsightseriesVolume03DeliveringonthepromiseofsustainabilityEveryindustryhasaroletoplayEmbraceinnovationandinclusion02Evaluateandbuildtransparencyofgovernancemetrics03FinancetheglobalsustainabilityagendaThebankingandcapitalmarketsindustrycansupportfinancialinclusion(SDG1)byinnovatingandexpandingtheirproductandserviceofferingstoreachamorediversesetofcustomers(SDG10).Companiescanexpandaccesstocapitalbyadaptingcreditandlendingprocesses,forexamplebyusingproofofemploymentorbyacceptingformsofcollateralotherthanestablishedcredithistories,toincreaselendingtowomenandotherunderbankedgroups(SDG5and10).Theindustrycanalsobroadenitsdistributionchannels,suchasbyutilizingmobilebankingorofferingmicroinsurance,toreachthetwobillionadultsworldwidewhodonothaveaccesstoabankaccount.16 Destacameprovidesanalternativecreditscoringplatformbasedonacustomers’billpaymenthistory.Mexico’slargestfinancialinstitution,BBVABancomer,partneredwithDestacametoexpandcredittocustomerswithlittleornocredithistorymakinglessthanUS$100permonth.Withtraditionalriskassessmentmodels,only10%ofcustomersinthissegmentwouldhavebeenapproved.Source:CenterforFinancialInclusionEnvironmental,social,andcorporategovernance(ESG)isstillevolving,andthebankingandcapitalmarketsindustrycanhelpaddressthedefinitionalstandards,datagapsandmeasurementissuestoensurefullparticipationfrombusiness.Indoingso,theindustrycanencouragecompaniestoadoptsustainablepractices,integrateESGinformationintotheirreporting(SDG12)17anddecoupleeconomicgrowthfromenvironmentaldegradation(SDG8).Theycandothisinthreeways:ConvergeonacommonframeworkforassessingESGmetrics,advocateforstandardizedcorporatereportingtosolveESGratingdiscrepancies,andadvocateforautomatedcorporatereportingtoeasecomplexityofmeasuringandreporting. TheTaskForceonClimate-relatedFinancialDisclosuresisaframeworkforcompaniestodevelopmoreeffectiveclimate-relatedfinancialdisclosuresthroughtheirexistingreportingprocesses.Morethan450investorshavesignedClimateAction100+,pledgingtheywillworktosecurecommitmentsfromthecompaniestheyinvestintoprovideenhancedcorporatedisclosureinlinewiththetaskforce.Source:TCFDThebankingandcapitalmarketsindustryhasapivotalroletoplayintheadvancementoftheSDGsduetoitsinfluenceoncapitalfunding.AnestimatedUS$2.4trillionperyearisrequiredtoachievetheSDGsby2030.18Thepandemichasfurtherrevealedtheimportanceofsocialimpactanddriveninvestmentinsocialbonds:US$11.6billionasofMay15,2020,comparedtoUS$6.2billioninthesameperiodof2019.19Companiescansupporttheshifttoasustainableeconomybydirectlyinvestinginprojectsandfacilitatingtheparticipationofboththepublicandprivatesector(SDG17).Companiesarecollaboratingwiththepublicsectorbyinvestinginrenewableenergyandinfrastructureprojectsaswellasraisingcapitalforclimateriskmitigationandclimateadaption. TheUN’sTaskForceonDigitalFinancingoftheSDGspavesthewayforharnessingdigitalizationinacceleratingfinancingoftheSDGs.TheTaskForcecitesthreefeaturesofdigitalizationthathelptoovercomebarrierstofinancingtheSDGs:Moreandbetterdata,reducedtransactionandintermediationcosts,andinnovativedigitalbusinessmodels.Source:DigitalFinancingTaskForce△△ⅡⅡⅡBankingandcapitalmarketsOilandgasTechnologyReturnChemicalsandadvancedmaterialsEnergytechnologyandutilitiesConsumergoodsandretailMediaandentertainmentFoodandagricultureMiningandmetalstoindustryoverviewCommunicationsLifesciencesAutomotivePartnershipsforthegoals人Notexhaustive,seeoverfordetail01SupportresponsibleconsumptionbypivotingtocircularbusinessmodelsanddownstreamPartnershipsforthegoals人Notexhaustive,seeoverfordetail01Supportresponsibleconsumptionbypivotingtocircularbusinessmodelsanddownstreaminnovation,includingnewrecyclingtechnologies02Reducefossilfuelconsumptionbyexpandingapplicationandcost-effectivenessofgreenhydrogenandbio-basedalternativesAcceleratetowardsnet-zeroemissiongoalsandminimizeresourceuseacrossthevaluechain03VALUETOBUSINESSMacroeconomicinsightseriesVolume03DeliveringonthepromiseofsustainabilityEveryindustryhasaroletoplayChemicalsandadvancedmaterialsAllSDGsPrimarySDGsL