Tag: ESG and Sustainability

Navigating COP28: Insights on the Evolving Landscape of Sustainability | Blog

As we stand on the brink of COP28 (November 30 to December 12, 2023), Everest Group’s technology service provider clients and industry leaders are poised to play a pivotal role in advancing the goals set forth by the Paris Agreement. In this blog, we bring you insights from Everest Group’s sustainability analysts on their hopes and expectations for this crucial global event.

As the world anticipates COP28, Everest Group’s insights shed light on the evolving sustainability landscape. Nothing could underpin the importance more than the fact that the first Global Stocktake (GST) of the implementation of the Paris Agreement will conclude at COP28, the mid-point in the implementation of the 2030 Agenda for Sustainable Development and its SDGs, including Goal 13 (climate action). We will explore key expectations that underscore the crucial role of technology service providers in meeting the objectives of the Paris Agreement, which we hope will be central in the COP28 deliberations.

As a reminder, there was a broad global consensus that COP28 will focus on four significant paradigm shifts:

  • Fast-tracking the energy transition and slashing emissions before 2030
  • Transforming climate finance, by delivering on old promises and setting the framework for a new deal on finance
  • Putting nature, people, lives, and livelihoods at the heart of climate action
  • Mobilizing for the most inclusive COP ever

With this context, we look forward to progress on five key topics:

  1. Digital transformation for sustainability:

The role of digital transformation in achieving sustainability goals is critical. Our research highlights the transformative power of technology in reducing carbon footprints, enhancing energy efficiency, and driving sustainable practices across sectors as diverse as oil & gas, banking & finance, and manufacturing.

This US$50 billion+ market also has a profound impact on sustainability beyond operational efficiency. In the realm of supply chain management, advanced technologies such as blockchain enable transparent and traceable sourcing, ensuring ethical practices and minimizing environmental impact. The integration of smart grids and renewable energy solutions empowers organizations to embrace cleaner, more sustainable energy sources. Additionally, data-driven insights derived from advanced analytics not only optimize resource allocation but also inform strategic decision-making for long-term sustainability. As businesses navigate a rapidly changing landscape, the fusion of digital innovation and sustainability becomes an integral strategy for fostering resilience and creating a paradigm where economic growth and environmental stewardship coalesce for a more sustainable future.

While optimization-driven engagements have continued to be the major theme, with almost one-third of the deals signed in 2023 (YTD), decarbonization and ESG data monitoring and reporting have also gained a lot of traction for the buyer side.

  1. Emerging technologies and climate action:

The intersection of emerging technologies and climate action is paramount. Insights emphasize the potential of artificial intelligence (AI), blockchain, and other cutting-edge technologies in creating innovative solutions for climate change mitigation. These technologies facilitate real-time monitoring, enabling swift responses to environmental shifts. AI-driven predictive models enhance climate resilience, while blockchain ensures transparent carbon trading.

Generative AI has been the talk of the town lately, and providers have not shied away from experimenting with gen AI use cases in sustainability either. The most common use cases are around rapid design, prototyping, and automation and streamlining of manual processes. There is immense potential in these emerging use cases to transform the way we look at sustainability engagements.

  1. Resilient and sustainable business models:

Integrating sustainability into business models must be the way of the future. Our research emphasizes the need for resilient and sustainable business models that align with environmental objectives, paving the way for discussions on these models at COP28.

Sustainability-driven innovation in product development helps enterprises increase market responsiveness and differentiated brand value. Products marketed as sustainable now hold a 17.0% market share, with significant growth during the pandemic, as per the NYU Stern Sustainable Market Index.

  1. Collaboration and ecosystem partnerships:

Collaboration is fundamental in scaling up sustainable initiatives. We have seen the importance of ecosystem partnerships, bringing together governments, businesses, and technology service providers to drive collective action.

This is a theme prominent not just at an enterprise level, but also at an international level. For example, the EU pledged €12 million in grants to support Kenya’s green hydrogen industry.

  1. Regulatory framework convergence:

We anticipate significant implications for the evolving regulatory frameworks surrounding sustainability.

Standardizing environmental guidelines aids businesses in navigating complex landscapes and investors in making decisions based on transparent and comparable disclosures. Industry associations like the International Council on Mining and Metals, the World Gold Council, the Copper Mark, and the Mining Association of Canada are moving to develop a responsible mining code to define one minimum global standard for the industry’s environmental impact, human rights, and due diligence.

The discussions at COP28 are expected to influence how governments, industry consortia, and businesses approach environmental goals, potentially shaping more streamlined regulations and standards.

Everest Group is cautiously optimistic

The negotiations will likely provide a platform for technology service providers to contribute their expertise in navigating the complex interplay between sustainability and technology. As Everest Group’s areas of research align with the ongoing discussions, we anticipate a nuanced understanding of how regulatory changes may impact the adoption of digital solutions, emerging technologies, and sustainable business practices.

COP28 represents a crucial juncture in the global pursuit for sustainability, and Everest Group’s research positions technology service providers at the forefront of this transformative journey. As the negotiations unfold, the impact on regulatory frameworks and the collaborative efforts of governments, businesses, and technology providers will shape the trajectory towards achieving the goals set by the Paris Agreement. Everest Group remains committed to providing insights that navigate the evolving landscape of sustainability, guiding organizations toward a more resilient and environmentally conscious future. To discuss further reach out to Rita Soni, Principal Analyst, Sustainability Research and Impact Sourcing, [email protected], Arpita Dwivedi, Practice Director, Sustainability and Talent, [email protected], Ambika Kini, Senior Analyst, Sustainability Technology and Services, [email protected], or Meenakshi Narayanan, Senior Analyst, Sustainability Technology and Services, [email protected].

Don’t miss our LinkedIn Live session, Building a Sustainable Future: Reflections on COP28 and Insights for 2024.

Contracting for Value: Balancing Expectations and Reality in Outsourcing Engagements | Blog

Everest Group’s Strategic Engagement Reviews (SERs) reveal several key trends that hinder enterprises from realizing maximum value from business process services (BPS) contracts. As enterprises rethink their outsourcing strategies, reevaluate current contracts, and rebalance work, these findings are highly relevant. Read on for insights into the research.

Connect with us to discuss BPS contracting.

Recently, when reading the Aesop fable The Tortoise and the Hare to my toddler niece, I was struck by its resemblance to the current state of outsourcing engagements. During the pandemic, service providers were in emergency mode to ensure business continuity for their clients, which increased satisfaction scores in 2021. However, providers faltered in maintaining the same momentum going into 2022 during the period of the Great Resignation. Providers were not prepared for the sudden large-scale attrition in the services industry, resulting in inconsistent service delivery quality and, consequently, impacting client satisfaction.

Decreased buyer satisfaction from key issues study

Fast forward to today, we see the recent banking collapse already casting a haze over the business landscape. As the saying goes, “Where there’s smoke, there’s fire.” Enterprises are investing more cautiously, given the current cost pressures along with fears of an economic slowdown and uncertainty. With every dollar being scrutinized, enterprises are rethinking their outsourcing strategies and evaluating the value realized from their outsourcing engagements. Let’s explore this further.

Key observations from strategic engagement reviews (SERs)  

Over the past year, Everest Group has supported many leading enterprises in evaluating their outsourcing contracts across different functional areas and benchmarking them against industry standards by leveraging our proprietary Strategic Engagement Review (SER) framework. The framework enables 360-degree assessment of outsourcing engagements with analysis across various dimensions, including solutions, pricing, contract terms, provider delivery and performance, and transformation.

While most of these contracts remain operational with transactional/tactical processes, outsourcing complex and upstream work has increased. We also observed the scope is expanding into adjacent and/or non-traditional areas such as risk management and compliance and environmental, social, and governance (ESG). These advancements are the result of joint efforts by enterprises welcoming providers as strategic partners and providers building robust capabilities to support the judgment-intensive processes.

Strategic Engagement Reviews (SER) framework

While benchmarking commercials remains a high priority for enterprises, the focus is shifting to understanding how to enhance the value from outsourcing engagements (beyond cost) and transform operations through best practices and digital adoption.

Below are a few observations from these engagements:

  • Most of these contracts inaccurately reflect client satisfaction due to irrelevant tracking metrics and unclear communication between parties regarding outcomes
  • Most of the contracts lack innovative commercial constructs that often impede full value realization out of the engagement
  • Both enterprises and providers need to fulfill certain existing gaps to embrace and implement more mature transformation models
  • This can be achieved by considering dedicated change management practices as the heart of any outsourcing engagement

Are performance dashboards merely a facade?

Indeed, performance dashboards tracking Service Level Agreements (SLAs) look as green as the proverbial “grass on the other side,” but the reality is not as rosy for a myriad of reasons. This phenomenon is often called the “watermelon effect.” Much like a watermelon that is smooth and green on the outside, hiding a red core, service metrics can be on target on the surface, but underneath, they may indicate poor service delivery and enterprise dissatisfaction.

Unclear communication regarding outcomes that lead to contract value leakage is the primary reason for this occurring. With the focus on client-centricity and winning deals, providers often commit to almost all client demands without properly clarifying how the “value gains” will be achieved. This leads to incongruity between the implementation and the client’s vision. For instance, productivity gains can be achieved either through digital resources or full-time equivalents (FTEs). Failing to mention these intricacies often results in difficulty in agreeing on the realized value after the implementation.

Aligning on well-defined outcomes won’t necessarily lead to maximum value realization without identifying and tracking the right metrics to govern the service delivery quality. We often find contractual SLAs that measure activity and workflow steps without aligning with the strategic business outcomes. Measuring irrelevant metrics may dilute the service level credit mechanism, which determines the provider’s fees tied to SLAs.

The holy grail for measuring outcomes and avoiding excess provider payouts is tracking relevant metrics that truly represent the end business goal. For example, if the goal is process standardization, then operational metrics such as payment processing accuracy might be relevant. For more mature organizations looking for large-scale transformation for topline improvement, outcome-oriented metrics, such as Days Sales Outstanding (DSO) could be better.

Sharing is indeed caring – the need for gain-sharing commercials

Enterprises often are dissatisfied with providers’ lack of proactiveness in bringing in innovation for transformation. This stems from the prevalence of the typical time-and-value commercial construct, which doesn’t incentivize the provider to exceed contractual commitments.

By embracing a gain-sharing pricing model that incentivizes providers to bring in more value-adds, enterprises can ensure providers have skin in the game. This approach not only fosters collaboration between the provider and enterprise but also builds an alliance as both parties work hand-in-hand towards a common goal. Moreover, this strategy further establishes the pathway for improved trust within the relationship, which is essential for the provider to act as a strategic partner.

It takes two to tango! Two to transform!

To draw a parallel about these engagements, a contract is like two rowers wading a boat through a turbulent river – it takes joint efforts to row through the perilous journey to reach the shore safely! Likewise, the onus of creating a sustaining long-term outsourcing relationship with maximum value realization lies with both the provider and the enterprise.

While the lift-shift-fix transformation model appears to be the most prevalent, there are profound reasons more mature transformation models are not being implemented. Although enterprises want providers to proactively pitch their technology solutions, the reality is that the willingness to embrace these contributions is limited! The reason enterprises are reluctant to adopt provider technology beyond point solutions is simply because this typically entails heavy provider ownership of the technology infrastructure. Consequently, enterprises want to avoid operational dependency that might increase future switching or termination costs.

On the other side, we also see providers being a bit risk-averse about challenging the in-house enterprise technology landscape to maintain good relationships with their clients by avoiding ruffling the features of the enterprise infrastructure!

While this type of arrangement minimizes provider intervention and operational dependency, it also limits cost efficiencies and business value that comes from leveraging provider technology. True value realization from outsourcing engagements will be achieved when enterprises provide more ownership of processes, visibility into organizational data, and greater flexibility to operationalize providers’ transformation initiatives. Concurrently, providers need to outline a clear transformation roadmap for enterprises, enabling them to visualize their journey ahead.

It’s high time that we see the “C” in change management as an underrated pivot to outsourcing

The change management aspect of resources is often underestimated in outsourcing relationships. Enterprises report that poor change management initiatives from providers can lead to disgruntled employees, resulting in employee attrition that indirectly affects the outsourcing project quality. Therefore, it is important to take a more proactive and structured approach to increase employee engagement and productivity in the outsourced service function, rather than approaching change management reactively and on an ad hoc basis.

What is the best way forward?

As enterprises plan for renewed growth, it will be intriguing to see how the outsourcing landscape evolves amidst the anticipated geopolitical unrest and recessionary environment. Some questions we’ll be following are: Will organizations need to rebalance work? Will increased provider rates challenge the cost advantages of outsourcing? Will large-scale transformation initiatives take a back seat to increased demand for short-time-to-value products in the near term?

To benchmark your current outsourcing contract, contact Everest Group. For more information, reach out to Prateek Singh, Practice Director, BPS, and Asmita Das, Senior Analyst, BPS.

Join our webinar, Key Issues 2024: Creating Accelerated Value in a Dynamic World, to discover insights into the current perspectives of IT-BP industry leaders and the major concerns, expectations, and trends for 2024.

Global Supplier Diversity: A Path to Inclusive Procurement | LinkedIn Live

LINKEDIN LIVE

Global Supplier Diversity: A Path to Inclusive Procurement

View the event on LinkedIn, which was delivered live on Thursday, November 2, 2023.

🌎 As businesses expand globally, diversity in supply chains becomes critical for competitiveness, risk mitigation, and meeting societal demands for inclusion and social responsibility.

Watch this LinkedIn Live as our expert analysts explore the global landscape of supplier diversity initiatives and the challenges and opportunities they present 📊. We’ll discuss the importance of inclusive procurement practices and the cultural considerations and adaptation of supplier diversity strategies in different regions 🤝.

💡 Viewers will gain practical advice on aligning procurement processes with diversity goals on a global scale and hear success stories and innovative approaches from around the world that promote supplier diversity and inclusive procurement 🌐🚀.

What did we discuss?

  • ✅ The global landscape of supplier diversity initiatives and the challenges and opportunities
  • ✅ How inclusive procurement practices can foster diversity and inclusion within the supply chain, and why it’s important
  • ✅ Cultural considerations when adapting supplier diversity strategies in different region

Meet The Presenters

 

Where Sustainability Unites: Climate Week NYC, UNGA, and CGI | Blog

Everest Group proudly participated in three noteworthy global sustainability events in Manhattan this September: Climate Week NYC, the 78th session of the UN General Assembly (UNGA 78), and the Clinton Global Initiative (CGI) annual meeting. These events centered around economic inclusion, climate change, health access, biodiversity, and other critical concerns. Read on for insights from our analyst team, who attended and presented at these pivotal gatherings that fostered collaboration and dialogue with the international community to advance sustainability efforts.

Climate Week NYC

This year’s Climate Week NYC was the largest climate event globally, bringing together 500 events and uniting over 10,000 people with a theme of “We Can. We Will.”

The week-long event from September 17-24 focused on accelerating action to achieve net zero emissions by 2050 and building a more just and equitable society. We are seeing businesses across industries planning their paths to net zero, while also focusing on the “people” aspect of sustainability by actively working toward diverse and inclusive workforces and social and economic equity.

Climate Week NYC presented many opportunities to engage with like-minded individuals and organizations actively working towards a more sustainable and resilient future. Capgemini invited Rita Soni, Everest Group Principal Analyst, Impact Sourcing and Sustainability Research, to speak on a panel about technology companies’ unique role in addressing biodiversity entitled, Data & AI for Climate: Biodiversity Buzz.

Representatives from governments, businesses, and civil society convened to discuss innovative solutions and concrete commitments to reduce carbon emissions, preserve ecosystems, and transition to a low-carbon economy.

Climate Week NYC serves as a powerful reminder that despite the immense challenges of climate change, an incredible amount of collective will and ingenuity dedicated to finding solutions exists.

At Everest Group, we assist enterprises by guiding them toward forward-thinking strategies such as the circular economy. This innovative model of production and consumption focuses on making the most of resources. By adopting frameworks like the circular economy, enterprises can effectively handle material resources, minimize waste, and seamlessly incorporate sustainable principles into their operations.

Additionally, we are helping businesses embrace crucial initiatives like carbon accounting and Environmental, Social, and Governance (ESG) reporting. Companies are increasingly prioritizing ESG reporting to manage risk, enhance their reputation, and comply with regulations.

UNGA 78

During the UNGA meeting, global leaders reaffirmed their commitment to the Sustainable Development Goals (SDGs) adopted by the United Nations in 2015 to work toward creating a more equitable, sustainable, peaceful, and prosperous world.

While leaders are intensifying efforts to reach the SDGs by 2030, global progress has been hindered by multiple critical issues, such as the ongoing pandemic, the war in Ukraine, and the looming climate crisis. However, the imperative to achieve these goals has never been more pronounced.

Our analysts participated in global and domestic discussions, including two particularly impactful events:

  • Delivering Development: Journeys, Directions, and Lighthouses, hosted by the Permanent Mission of India to the UN, highlighted recent development progress and considerable efforts to meet the SDGs.
  • The National Wildlife Federation hosted the premiere of the documentary film, Where it Floods: Planting Hope in Coney Island. The film and panel discussion covered the devastation from Superstorm Sandy in October 2012. It also showcased local non-profit organizations’ work with children to restore the waterfront while raising climate change awareness.

CGI Annual Meeting

Held during UNGA and Climate Week NYC, CGI’s annual meeting focused on the need to “Keep Going.” CGI is a “community of doers taking action on the world’s most pressing challenges, together.”

Everest Group shared the industry’s progress on its 2022 commitment to grow the impact sourcing market to half a million people in three years. Impact sourcing is a growing practice where businesses intentionally train, hire, and nurture people from a wide range of excluded and marginalized groups, such as people with disabilities, the long-term unemployed, individuals from rural/forgotten communities, and veterans.

We proudly announced that in just the first year of the commitment, the global services industry is within striking distance of the three-year target. The number of impact workers has increased from 350,000 to at least 430,000, representing faster growth than traditional hiring, even during this tumultuous year of economic uncertainty.

Everest Group’s pledge to inclusive talent

To uphold our pledge, Everest Group has enlisted support and partnership pledges from more than 50 prominent global employers, service providers, and enabling organizations. Together, we are embarking on a collaborative mission to enhance lives through impact sourcing. With the backing of CGI, this group is poised to expand its reach and ultimately impact more lives by bringing employment opportunities to those affected by discrimination, inequality, or systemic poverty.

Why impact sourcing is good for business

What makes this initiative so remarkable is that Everest Group’s research shows impact sourcing has mutual benefits for workers, employers, and buyers. For impact workers, this endeavor opens doors to newfound opportunities and a sense of purpose. As they engage in meaningful employment, workers not only gain valuable skills and financial independence but also experience personal growth and empowerment.

Companies that employ impact workers are making strides toward achieving their sustainability objectives and witnessing increased sales as consumers seek products with a greater social purpose. Moreover, companies are enhancing their employer brand proposition as potential employees are drawn to organizations that champion causes beyond profits. By prioritizing impact sourcing, businesses not only attract top talent but also inspire existing employees to be more engaged and committed to their work.

How your company can get involved

With the implementation of evolved impact sourcing practices and performance indicators, impact sourcing’s true potential lies in its widespread adoption at scale beyond the initial commitment. To fully harness its power:

  • Buyers must actively demand impact sourcing with timelines for growth
  • Service providers and enterprises need to:
    • Integrate inclusive talent strategies across locations and job roles
    • Establish a growing ecosystem of skilling institutions, recruitment firms, non-government organizations (NGOs), and government agencies to provide the necessary support

As emerging technologies like generative Artificial Intelligence (AI) and other yet-to-be-developed advancements become mainstream, the talent market will face both opportunities that will expand certain roles and reduce others. Impact sourcing can provide a viable workforce solution for the jobs of tomorrow.

Everest Group looks forward to partnering with employers, service providers, and recruitment and sourcing firms to leverage impact sourcing’s many opportunities and promote the benefits of a globally relevant and inclusive talent model. To join the movement and make a difference to individuals, families, communities, and businesses, learn more here.

Check out our 2024 Key Issues webinar, Key Issues 2024: Creating Accelerated Value in a Dynamic World, to learn the major concerns, expectations, and trends for 2024 and hear recommendations on how to drive accelerated value from global services.

Creating a Sustainable Workforce through Employer of Record (EOR) Partnerships | Blog

Step into the realm of responsible business practices and sustainability with an employer of record (EOR). Numerous studies have suggested that organizations with Environmental, Social, and Governance (ESG) initiatives are better equipped to create a positive impact on the world while also driving growth and business success. Read on to discover how EOR partners can guide organizations toward achieving their ESG goals, including architecting a blueprint for a sustainable workforce. 

Contact us to learn more about ESG and sustainability initiatives.

By incorporating ESG principles into an organization’s vision and strategy, businesses can align themselves with broader ethical and sustainable goals. The “E” emphasizes preserving natural resources, “S” nurtures relationships and reputation within communities, and “G” commits to upholding impeccable corporate ethics and governance. In a nutshell, ESG charts a course for businesses to be responsible, well-regarded, and successful all at once.

Enterprises can build a sustainable global employment and mobility strategy by leveraging the services of an EOR, a third-party organization that enables companies to legally engage with workers in a new country or region without needing to set up a legal entity or risking violating local laws. The EOR undertakes the responsibility to pay and manage permanent or temporary employees on behalf of another company.

EOR providers have emerged as key partners in assisting organizations not only to build a resilient and diverse workforce but also to foster a sustainable future that aligns with their ESG commitments. Let’s explore this further.

Cultivating a workforce on ESG principles: the impact of EOR partners

Traditionally, business success has been measured by the bottom line. But what if success was not only about making a profit but also about the difference the organization makes? By balancing the needs of people, the planet, and profit in a sustainable way for all stakeholders, businesses can generate true value. This “triple bottom line” approach has pioneered a new era of business prosperity.

EOR firms act as guiding partners, helping businesses embrace flexibility, inclusivity, and ethical practices. EOR providers can help organizations advance their ESG goals in the following key ways:

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Looking toward a brighter and more sustainable future

EOR providers act as catalysts for change, enabling organizations to cultivate a sustainable workforce that flourishes within today’s dynamic business environment. By promoting environmentally friendly practices, nurturing a socially inclusive work environment, and upholding ethical governance standards, EOR providers empower organizations to realize their ESG commitments and goals.

As the world continues to evolve, EOR providers remain unwavering allies, guiding organizations toward a future where both business success and societal well-being go hand in hand. A workforce characterized by sustainability, diversity, and accountability can materialize through these collaborative efforts. Partnering with EOR providers can help organizations transcend from simply aspiring to have a globally dispersed sustainable workforce to achieving that exciting vision.

Using OKRs for Your Sustainability Goals: It’s Time to Drive Meaningful Change | Webinar

ON-DEMAND WEBINAR

Using OKRs for Your Sustainability Goals: It’s Time to Drive Meaningful Change

As enterprises become more sustainability-driven, traditional approaches to measuring success, such as Key Performance Indicators (KPIs) and Service Level Agreements (SLAs), are no longer practical methods for determining objectives and measurable outcomes for pressing sustainability issues – like climate change and inequity.

Objectives and Key Results (OKRs) are a dynamic framework that offers a fresh perspective on delivering impactful metrics.

Watch as our sustainability experts discuss how enterprises can leverage OKRs for their sustainability initiatives and transition from the conventional KPI and SLA approaches to an OKR-driven methodology.

What questions does the webinar answer for the participants?

  • What are OKRs?
  • How do they differ from and/or complement more traditional KPIs and SLAs?
  • Why use OKRs for sustainability specifically?

Who should attend?

  • Sustainability tech lead
  • Head of sustainability services
  • Head of net zero transformation portfolio
  • Head of decarbonization
  • Head of diversity, equity, inclusion, and belonging (DEIB)
  • Head of accessibility & digital inclusion
  • Principal sustainability advisor
  • Climate change & sustainability director
  • Head sustainability products and platform
  • Head of green tech
Doshi Ronak
Partner
Singh Prateek
Practice Director
Soni Rita B
Principal Analyst

Cracking the Eco-code: How Software Can Be Your Sustainability Superhero | LinkedIn Live

LINKEDIN LIVE

Cracking the Eco-code: How Software Can Be Your Sustainability Superhero

View the event on LinkedIn, which was delivered live on Thursday, September 28, 2023.

📈 Rising regulatory pressures, a continuously evolving reporting ecosystem, and an increasing correlation between sustainability and brand perception in the market have caused enterprises to look to technology to automate environmental, social and governance (ESG) reporting, generate actionable sustainable insights, and unlock business value through operational efficiency.

🌱 However, enterprises must first understand the sustainability enabling software market for effective planning and successful outcomes.

📢📢 Watch this LinkedIn Live session as our expert analysts explore the sustainability enabling software market and the key offerings of the major players in this space. They will cover market segments like ESG reporting platforms, EHS management platforms, Green IT, supply chain traceability platforms, and many other emerging developments.

What questions does the event answer for participants?

  • ✔️ What are the major segments present in the sustainability software ecosystem?
  • ✔️ What are the key value propositions and offerings of the major players?
  • ✔️ What kind of enterprise challenges are these platforms resolving?
  • ✔️ What are the emerging categories of players in the space?

Meet The Presenters

A Message from Everest Group’s CEO and Founder on the Positive Opportunities Within Sustainability | Blog

There’s no question that global services are increasingly important to all types of private and public sector organizations worldwide. Our passion, focus, and vision at Everest Group are helping our clients and the industry at large understand the potential of ever-changing services capabilities and how to most effectively shape and utilize services to drive and consistently improve stakeholder value for optimum impact.

Today there is no more urgent need than to understand how to achieve sustainability goals for our clients. We see an abundance of talent, ingenuity, and innovation across all global services. We are eager to bring this insight to our clients and help them make the most of the sustainability opportunity.

Discover more of Everest Group’s insights on sustainability.

And keep an eye on our new sustainability-focused LinkedIn page, where we deliver valuable sustainability insights that businesses can leverage for their sustainability goals.

Driving Sustainable Change: A Look into the Insurance Industry’s Commitment to Sustainability | Blog

Embracing sustainability in the insurance industry is not just a choice, but a necessity for a resilient future. By integrating Environmental, Social, and Governance considerations into their practices, insurers can mitigate risks and foster long-term value for customers, shareholders, and the planet.

Sustainability has been a pivotal issue for years, but the recent conditions induced by the storm of the COVID-19 pandemic’s economic effects and the escalating climate change impacts across the world have increased pressure on industries across the globe to be aware of their Environmental, Social, and Governance (ESG) footprint. The financial services sector has not been behind in the race to drive the global sustainability agenda, largely driven by the BFS industry in the past. However, over the past few years, the insurance industry, being a key player in this sector, has also recognized the importance and urgency of embracing various practices in its operations to contribute to a sustainable planet. By integrating sustainability into various aspects of their operations, insurers are not only mitigating risks associated with climate change and environmental degradation but also fostering long-term resilience and contributing to a more sustainable future. This blog will explore how the insurance industry is driving the sustainable change through technological investments, product innovation, business processes, and disclosures.

With the increasing pressure from regulatory authorities, customers, employees, shareholders, and other market participants, insurance enterprises are striving to incorporate various aspects of sustainability into their business. Insurance firms are embracing sustainable change in a variety of ways, including through their investments, underwriting choices, and the structure of their insurance products, as well as using their own office buildings and making the vehicle fleet available to executives and staff. By integrating ESG considerations into their risk management, product design, internal operations, long-term strategies, and workforce management, many insurance firms have already started their journey toward becoming purpose-driven organizations and have begun to integrate sustainability with their core businesses.

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Exhibit 1: A look at various internal and external ways to incorporate sustainability

Incorporating sustainability in workforce management and internal processes has been the first step in creating sustainable change for most insurance enterprises. However, with the high awareness and responsibility in the play, insurers are now also increasingly moving toward adding sustainable insurance products in their catalog that address environmental and social challenges to become champions in the maturity continuum [Exhibit 2]. For instance, insurers offer green insurance policies at lower premium rates to incentivize environmentally friendly practices and offer coverage for renewable energy installations, energy-efficient buildings, and sustainable agriculture. Similarly, parametric insurance products provide rapid and efficient payouts in the event of natural disasters, helping communities recover faster and build resilience against climate change impacts. These innovative products not only protect clients against risks but also encourage sustainable change behaviors and contribute to a greener future.

Another impactful way in which insurers can increase their top line while promoting sustainability is by incorporating sustainability criteria into their investment policies, divesting from environmentally harmful industries, and investing in renewable energy projects. These actions not only align with the insurers’ values but also offer potential financial returns while mitigating climate-related risks.

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Exhibit 2: Sustainability maturity continuum for insurance enterprises

Insurers need to prepare for sustainable change with the right technology and data architecture to achieve their sustainability goals, maintain transparency, and stay ahead of the regulatory disclosures requirements.

Insurers have been leveraging consulting partners to help them define their roadmap and strategies to achieve their sustainable agenda. But one of the biggest challenge  insurers face in this pursuit is the lack of robust data architecture to provide an understanding of the current ESG footprint, such as carbon emissions, energy consumption, energy mix, and employee well-being. As more insurer enterprises move toward becoming sustainability champions and provide transparency and disclosures to the regulatory bodies and other stakeholders, there will be increased opportunity for data and analytics providers to partner with the insurers to help them align their insurance portfolios with sustainability goals and manage ESG-related risks.

Additionally, collaboration with technology and IT service providers can help insurers build new products and solutions by leveraging cutting-edge technologies such as data analytics, AI, cloud computing, AR/VR, and blockchain that can boost the sustainability agenda along with unlocking fresh opportunities for generating revenue. Moreover, using technologies such as green/sustainable cloud to minimize operating expenses and carbon footprint while optimizing energy demand, predictive/prescriptive maintenance of equipment using IoT to limit energy and materials waste, and processing claims efficiently and sustainably by uploading photos and videos of damage through an AR/VR interface are some of the ways insurers can leverage technology to achieving their internal sustainability initiatives as well.

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Exhibit 3: Utilizing cutting-edge technology to drive sustainable change

The insurance industry has recognized the urgent need to embrace sustainability and is taking significant steps to drive positive change. By integrating sustainability into investments, leveraging technological innovation, offering sustainable products, adopting environmentally responsible business processes, and promoting transparency through disclosures, insurers are playing a crucial role in addressing global sustainability challenges. As the industry continues to evolve, the integration of sustainability practices will become even more critical, enabling insurers to manage risks effectively, foster resilience, and contribute to a more sustainable future for all.

For more details on how the insurance industry is moving toward driving sustainable change and insuring a sustainable tomorrow, please refer to our report Insuring a Sustainable Tomorrow: How the Insurance Industry is Driving Positive Change.

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