CSPs' Critical Role in the Race to Net Zero Emissions

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Communications
Service Providers’
Critical Role in the
Race to Net Zero
Copyright © 2022 Accenture. All rights reserved.
Through Accenture’s proprietary research and
experience working with CSPs worldwide, we
have identified three environmental stewardship
roles CSPs can embrace to greatly reduce CO 2
emissions while maintaining profits and driving
growth for their organizations. They can be
Sustainability Leaders, who set an example
for their internal and external stakeholders;
Ecosystem Enablers, who set new standards for
peers and influence infrastructure; or Consumer
Champions, who influence consumer behavior
through products and services. These roles
are not mutually exclusive; in fact, each role
kickstarts the next so CSPs can embody all three
roles over time.
As concern over climate
change’s lasting impact
intensifies, CSPs need to
tackle this double-edged
dilemma: How can they
take action to accelerate
their transition to a more
sustainable future, and
use their position to
build a net zero
global economy?
Image
Communications Service Providers’ Critical Role in the Race to Net Zero 2
Copyright © 2022 Accenture. All rights reserved.
By adopting these roles, CSPs can solidify their position at the forefront of
environmental leadership. Innovation and commitment are key to building a
sustainable global society, as well as driving profitable revenue growth and
business services. Through showcasing their efforts to reduce CO2 emissions in
their day-to-day operations and delivering products, services, and guidance to
address sustainability more broadly, these actions help position the
communications industry as the standard-bearer.
Communications Service Providers’ Critical Role in the Race to Net Zero 3
Copyright © 2022 Accenture. All rights reserved.
The Sustainability
Leader
The Sustainability Leader sets bold ambitions for
environmental sustainability as part of both its
business strategy and operations, investing and
innovating to meet aggressive, personalized targets
while setting an example for peers.
These companies set bold environmental goals, invest in sustainable
infrastructure and tools, and create new ways of working and products geared
towards sustainability. Environmentally, their initiatives cover Scopes 1, 2, and
3 emissions, while addressing corporate Return on Investment (ROI) through
lower energy cost, efficiency, and modern infrastructure plays. It also includes
product innovation and circular economy principles to lower planetary impact
and identify new revenue streams such as new, upcycled products or
business-to-business (B2B) electric vehicle plays.
Communications Service Providers’ Critical Role in the Race to Net Zero 4
Copyright © 2022 Accenture. All rights reserved.
02
Network resiliency
Supporting overall sustainability by reducing down-
time in the network, resiliency initiatives make a
significant contribution to emissions reductions
and can take many forms, such as transitioning
back-up energy sources from diesel to batteries.
Since extreme weather is a growing stressor
globally, optimizing Artificial Intelligence (AI)
enables CSPs to qualify the impact of extreme
weather risk on network assets, plan
the potential response to weather risk, and
proactively hardening the network. These steps
are integral, actionable steps.
There are five ways that Sustainability Leaders in the Communications
industry can transform their businesses:
01
Network sustainability
and plant management
CSPs can use predictive analytics and other
advanced tools to optimize energy usage and
consolidate network assets strategically by
retiring legacy, low-efficiency components, and
transitioning to renewable energy sources. For
example, the Radio Access Network (RAN) can
play a valuable role in this transition to lower
emissions in network operations. Nokia has
estimated that its Intelligent RAN management
system can reduce radio network energy
consumption by up to 15%.11
03
Operations
Facility retrofits and upgrades can increase efficiency;
combined with renewable energy sources, this can
make a sizeable dent in emissions. Companies can
install or retrofit facilities with enhanced heating,
ventilation, and air-conditioning systems to ensure
they are aligned to the standards set by Leadership in
Energy and Environmental Design (LEED), a
certification program started in 1994. They can also
decarbonize their supply chain by adopting
environmental standards and values as required
criteria for selecting suppliers.
Communications Service Providers’ Critical Role in the Race to Net Zero 5
Copyright © 2022 Accenture. All rights reserved.
05
Enabling employees
to pursue sustainability
A sustainable company must initiate a full-scale
culture shift across the business. Training and
other enablement efforts can go beyond worker
education by empowering individuals to be
corporate sustainability advocates and ignite
innovation incentives. For example, when training
product leaders and designers on sustainability,
organizations can challenge their teams to embrace a
circular economy mindset12
to re-imagine their
products and packaging to reduce the use of raw
material wherever possible. Internal initiatives and
training can create momentum towards greater
innovation and lower emissions, cementing their
stewardship role as a Sustainability Leader.
04
Fleet and logistics
Sustainable fleet and logistics management goes
beyond switching to electric or lower-emission vehicles
(EV). It includes optimizing the workforce and logistics
by using AI to plot smart routes, reduce truck journeys,
and optimize fleet use. Advanced technologies can
also be used to reduce idling
time for fleet vehicles, recommend EV driving
routes to maximize re-charge, and optimize
volume-weight ratios.
Communications Service Providers’ Critical Role in the Race to Net Zero 6
Copyright © 2022 Accenture. All rights reserved.
Ecosystem Enabler stewardship for CSPs
reduces emissions across the value chain,
and helps partners and adjacent industries to
innovate and develop new sustainable
products and services.
Their focus extends beyond in-house emissions to product and
service downstream emissions (Scope 3) and further
opportunities for carbon abatement (Scope 4). Ecosystem
Enablers further develop the business need for responsible
business by implementing sustainable standards and
requirements for their vendors, partners, and peers. Moreover,
they capitalize on sustainable impact on a far larger scale:
technical innovation in connectivity and ICT services, when
implemented with the environment in mind, can change the
world’s energy consumption habits.
The Ecosystem
Enabler
Communications Service Providers’ Critical Role in the Race to Net Zero 7
Copyright © 2022 Accenture. All rights reserved.
Communications Service Providers’ Critical Role in the Race to Net Zero 8
Many CSPs are assessing the footprints of their
suppliers and considering their reported targets
and emissions as part of supplier selection. AT&T,
for example, is working to ensure that at least half
of its suppliers have set their own 2024 emissions
targets,17
and others, including Telenor18
and
Verizon,19
are using outside ratings agencies like
EcoVadis to judge the sustainability standards
of their suppliers. These leaders are recognizing
that beyond the environmental benefits, helping
suppliers improve their operations enables
a robust ecosystem and strengthens CSPs’
resilience against external disruptions.
The progress made on ecosystem goals, such
as achieving more supply chain diversity or
enabling cross-industry innovation, must be
monitored and reviewed regularly. While
immediate measures offer quick results, invested
CSPs need close collaboration over
an extended period to achieve optimal impact
and truly transform the company into a
sustainable business.
Beyond the sustainability impacts, there are
additional benefits to reducing risks along the
supply chain: cost efficiencies, greater
resiliency, and supplier consolidation are
among the biggest. Numerous geopolitical
factors are also impacting consumer device
production and delivery schedules. Meanwhile,
socially, activists and consumers are enacting
boycotts or forsaking once-trusted brands to push
for transparency in labor and environmental
practices along supply chains. These external
pressures compounded by the need to
address sustainability, urge CSPs to invest
and make sustainable changes throughout
their organization.
An Accenture analysis of CSPs found that
while most disclose emissions from their own
operations, products, and services, few formally
reported emissions generated by their supply
chains, and even fewer have publicly announced
targets for their suppliers. However increasingly,
companies are assessed across ESG frameworks
with an overall performance score that covers
supply chains, human rights standards, board
diversity, and ecological impact. Companies need
to develop clear internal and external
communications plans that address progress on
goals, industry trends, and stakeholder impact,
among other topics for a cohesive company
mission reflected across their business.
Supplier emissions and sustainability
Copyright © 2022 Accenture. All rights reserved.
In addition to efforts to reduce emissions from their operations, CSPs are
expanding their efforts to reduce emissions across other sectors and
industries. Three opportunities arise for CSPs as they lean into the
Ecosystem Enablers role:
• Implementation of next-generation networks to better manage
smart buildings, smart grid, and smart transport use cases
• Cross-industry partnerships with vehicle manufacturers, utility
providers, and community leaders focused on electric vehicle charging
facilities and advocating for the adoption of electric fleets and consumer
vehicles
• Cooperation with media and technology companies to reduce
emissions, for example working with over-the-top streaming services to
identify carbon reduction opportunities such as enabling “eco-viewing” by
optimizing energy to video quality by device type
Communications Service Providers’ Critical Role in the Race to Net Zero 9
Copyright © 2022 Accenture. All rights reserved.
The Consumer Champion role calls on CSPs
to use their influence, resources, and
relationships to educate consumers of all types
on the environmental impact of their activities,
ways to reduce that impact, and drive
improved sustainability outcomes in their
communities.
CSPs’ products, services, and initiatives can help support better,
more informed consumer choices and can drive consumer
behavior change. The role of the Consumer Champion varies
by geopolitical region with tailored solutions that are community and
population specific. They further drive downstream emissions
reduction (Scope 3) and opportunities for carbon abatement (Scope
4) and embody the strong sustainable business benefits of brand
loyalty and enhanced customer experience.
Communications Service Providers’ Critical Role in the Race to Net Zero 10
The Consumer
Champion
Copyright © 2022 Accenture. All rights reserved.
By identifying synergies between their customers’ sustainability
interests and their offerings, CSPs can deliver impact, drive the
sustainability agenda, and strengthen their customer
relationships. For example, mobile phones are up to 80%
recyclable with the average UK household owning 2-3 unused
devices.27
Creating e-waste programs for consumers helps
them to responsibly dispose of old technology like
mobile phones, advance the company’s sustainability agenda,
and make consumers’ lives easier. In 2020, Liberty Global
refurbished 2.1M consumer units avoiding approximately 3.5
metric tons of e-waste.28
By anticipating consumer needs, CSPs
can promote the sustainability benefits of their products and
services and provide innovative solutions, particularly around
energy and costs savings.
Companies that work toward net zero in internal processes will
find more opportunities to turn sustainability efforts and goals into
new products and services for their end-users. Through the
multiplier effect, CSPs that embrace new sustainable capabilities
and emerging industry expertise to help customers reduce
carbon emissions and energy consumption that can have an
impact on overall sustainability far beyond their internal efforts.
Primary objectives of Consumer Champions are to educate customers
on how the products and services they use impact the environment,
provide ways to help reduce this impact, and additional tips and tricks to
drive sustainable habits in daily life.
Four opportunities for CSPs as consumer leaders:
Educate consumers on product
innovation and enhancements
that lead to a more sustainable
digital experience
Advocate and enable home
energy management using easy
tools or reward programs
Share information and
enablement campaigns on
the sustainable impact of
remote and hybrid work
Engage with users on
device end-of-life
management and e-waste
Communications Service Providers’ Critical Role in the Race to Net Zero 11
Copyright © 2022 Accenture. All rights reserved.
Communications Service Providers’ Critical Role in the Race to Net Zero 12
The sustainability journey follows a path much like digital transformation—both are disruptive forces that require companies to adapt. CSPs that pursue
sustainability quickly have the chance to define the new space and build advantages before slow-moving peers even get started.
There is no one-size-fits-all solution for a sustainable CSP, and solutions must be tailored based on the opportunity, existing capabilities, and supporting
infrastructure. It also must be a comprehensive cultural shift within the organization. Tactically, Accenture’s experience and research suggest three investment areas
and two new ways of working for CSPs preparing for sustainable stewardship.
Energy management
Investment in consolidated data-driven tools that can
provide a holistic view of energy sources, pricing, and
utilization. These tools also generate insights about
the overall organization of the network, network
operating expenses, and help find opportunities to
integrate more renewables, remedy inefficiencies, and
optimize buying schemes
Invest in
Circular economy and
supply chain optimization
Investment in products, procurement, innovation,
and supply chain to infuse sustainability in the full
lifecycle of a product
Operations and hardware
Strategic investment in newer, more
efficient chips, network infrastructure, and other
materials (when necessary) integrating sustainability
into daily business decisions
Copyright © 2022 Accenture. All rights reserved.
Communications Service Providers’ Critical Role in the Race to Net Zero 13
Find new ways to work in
Organization, Processes
and Reporting
Many CSPs have convened some form of internal leadership on
sustainability. Sustainability initiatives are driving profitability in the core
business: 29% of CEOs report sustainability is driving cost savings today
(SBTi),29
and firms that have adopted environmental standards have
experienced a 16% increase in productivity.30
These internal leaders focus
on building new capabilities around sustainability, and guiding and offering
teams ongoing support during the process. They also champion
investments in the right tools, data management, and enterprise processes
necessary to boost sustainability so the workforce is equipped to implement
change. Sustainability metrics need to be engrained into overall business
metrics, like net subscribers, to become a core tenet of a company. A
pragmatic, widely visible sustainability change management roadmap, aligned
with CSPs’ emission reduction long term plan, drives change, as does quarterly
accountability.
Innovation
As organizations recognize savings, new investments increase; as
employees learn more about sustainability, new ideas grow; and as tools
and data tracking investments mature, new opportunities are identified.
Sustainability innovation is driving benefits for the core business: 63% of
CEOs who report setting science-based targets say it is driving innovation
in their companies (SBTi).31
A sustainably oriented approach to creative
development and problem solving will continuously drive new ways to
change practices, processes, and products and services to move a
company closer to or even beyond the net zero goalpost.
Copyright © 2022 Accenture. All rights reserved.
Executive Sponsors Authors
Jonathan Weitz
Managing Director, Accenture Strategy,
North America
Monica Kuroki
Director, Accenture Strategy, Sustainability,
United Kingdom and Ireland
Albert Tan
Global Sustainability Lead,
Communications & Media
Lauren Ing
Managing Director, Accenture
Strategy, Sustainability
Mark Flynn
Global Research Lead,
Communications & Media
Contributors
Gagan Gupta
Principal Director, Capability Network,
Accenture Strategy & Consulting
Ajesh Singh
Manager, Capability Network, Accenture
Strategy & Consulting
Kiran Raikar
Consultant, Capability Network,
Accenture Strategy & Consulting
Marta Krysa
Analyst, Capability Network, Accenture
Strategy & Consulting
Communications Service Providers’ Critical Role in the Race to Net Zero 14
Copyright © 2022 Accenture. All rights reserved.
About Accenture
Accenture is a global professional services company with leading capabilities
in digital, cloud and security. Combining unmatched experience and
specialized skills across more than 40 industries, we offer Strategy and
Consulting, Interactive, Technology and Operations services — all powered
by the world’s largest network of Advanced Technology and Intelligent
Operations centers. Our 674,000 people deliver on the promise of
technology and human ingenuity every day, serving clients in more than 120
countries. We embrace the power of change to create value and shared
success for our clients, people, shareholders, partners and communities.
Visit us at www.accenture.com
Copyright © 2022 Accenture. All
rights reserved.
Accenture and its logo are
trademarks of Accenture.
About Accenture Research
Accenture Research shapes trends and creates data-driven insights
about the most pressing issues global organizations face. Combining
the power of innovative research techniques with a deep understanding
of our clients’ industries, our team of 300
researchers and analysts spans 20 countries and publishes hundreds of
reports, articles and points of view every year. Our thought- provoking
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visit www.accenture.com/research
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trademarks.
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CSPs' Critical Role in the Race to Net Zero Emissions

  • 1. From insights to action, the path to extraordinary value starts here. Communications Service Providers’ Critical Role in the Race to Net Zero Copyright © 2022 Accenture. All rights reserved.
  • 2. Through Accenture’s proprietary research and experience working with CSPs worldwide, we have identified three environmental stewardship roles CSPs can embrace to greatly reduce CO 2 emissions while maintaining profits and driving growth for their organizations. They can be Sustainability Leaders, who set an example for their internal and external stakeholders; Ecosystem Enablers, who set new standards for peers and influence infrastructure; or Consumer Champions, who influence consumer behavior through products and services. These roles are not mutually exclusive; in fact, each role kickstarts the next so CSPs can embody all three roles over time. As concern over climate change’s lasting impact intensifies, CSPs need to tackle this double-edged dilemma: How can they take action to accelerate their transition to a more sustainable future, and use their position to build a net zero global economy? Image Communications Service Providers’ Critical Role in the Race to Net Zero 2 Copyright © 2022 Accenture. All rights reserved.
  • 3. By adopting these roles, CSPs can solidify their position at the forefront of environmental leadership. Innovation and commitment are key to building a sustainable global society, as well as driving profitable revenue growth and business services. Through showcasing their efforts to reduce CO2 emissions in their day-to-day operations and delivering products, services, and guidance to address sustainability more broadly, these actions help position the communications industry as the standard-bearer. Communications Service Providers’ Critical Role in the Race to Net Zero 3 Copyright © 2022 Accenture. All rights reserved.
  • 4. The Sustainability Leader The Sustainability Leader sets bold ambitions for environmental sustainability as part of both its business strategy and operations, investing and innovating to meet aggressive, personalized targets while setting an example for peers. These companies set bold environmental goals, invest in sustainable infrastructure and tools, and create new ways of working and products geared towards sustainability. Environmentally, their initiatives cover Scopes 1, 2, and 3 emissions, while addressing corporate Return on Investment (ROI) through lower energy cost, efficiency, and modern infrastructure plays. It also includes product innovation and circular economy principles to lower planetary impact and identify new revenue streams such as new, upcycled products or business-to-business (B2B) electric vehicle plays. Communications Service Providers’ Critical Role in the Race to Net Zero 4 Copyright © 2022 Accenture. All rights reserved.
  • 5. 02 Network resiliency Supporting overall sustainability by reducing down- time in the network, resiliency initiatives make a significant contribution to emissions reductions and can take many forms, such as transitioning back-up energy sources from diesel to batteries. Since extreme weather is a growing stressor globally, optimizing Artificial Intelligence (AI) enables CSPs to qualify the impact of extreme weather risk on network assets, plan the potential response to weather risk, and proactively hardening the network. These steps are integral, actionable steps. There are five ways that Sustainability Leaders in the Communications industry can transform their businesses: 01 Network sustainability and plant management CSPs can use predictive analytics and other advanced tools to optimize energy usage and consolidate network assets strategically by retiring legacy, low-efficiency components, and transitioning to renewable energy sources. For example, the Radio Access Network (RAN) can play a valuable role in this transition to lower emissions in network operations. Nokia has estimated that its Intelligent RAN management system can reduce radio network energy consumption by up to 15%.11 03 Operations Facility retrofits and upgrades can increase efficiency; combined with renewable energy sources, this can make a sizeable dent in emissions. Companies can install or retrofit facilities with enhanced heating, ventilation, and air-conditioning systems to ensure they are aligned to the standards set by Leadership in Energy and Environmental Design (LEED), a certification program started in 1994. They can also decarbonize their supply chain by adopting environmental standards and values as required criteria for selecting suppliers. Communications Service Providers’ Critical Role in the Race to Net Zero 5 Copyright © 2022 Accenture. All rights reserved.
  • 6. 05 Enabling employees to pursue sustainability A sustainable company must initiate a full-scale culture shift across the business. Training and other enablement efforts can go beyond worker education by empowering individuals to be corporate sustainability advocates and ignite innovation incentives. For example, when training product leaders and designers on sustainability, organizations can challenge their teams to embrace a circular economy mindset12 to re-imagine their products and packaging to reduce the use of raw material wherever possible. Internal initiatives and training can create momentum towards greater innovation and lower emissions, cementing their stewardship role as a Sustainability Leader. 04 Fleet and logistics Sustainable fleet and logistics management goes beyond switching to electric or lower-emission vehicles (EV). It includes optimizing the workforce and logistics by using AI to plot smart routes, reduce truck journeys, and optimize fleet use. Advanced technologies can also be used to reduce idling time for fleet vehicles, recommend EV driving routes to maximize re-charge, and optimize volume-weight ratios. Communications Service Providers’ Critical Role in the Race to Net Zero 6 Copyright © 2022 Accenture. All rights reserved.
  • 7. Ecosystem Enabler stewardship for CSPs reduces emissions across the value chain, and helps partners and adjacent industries to innovate and develop new sustainable products and services. Their focus extends beyond in-house emissions to product and service downstream emissions (Scope 3) and further opportunities for carbon abatement (Scope 4). Ecosystem Enablers further develop the business need for responsible business by implementing sustainable standards and requirements for their vendors, partners, and peers. Moreover, they capitalize on sustainable impact on a far larger scale: technical innovation in connectivity and ICT services, when implemented with the environment in mind, can change the world’s energy consumption habits. The Ecosystem Enabler Communications Service Providers’ Critical Role in the Race to Net Zero 7 Copyright © 2022 Accenture. All rights reserved.
  • 8. Communications Service Providers’ Critical Role in the Race to Net Zero 8 Many CSPs are assessing the footprints of their suppliers and considering their reported targets and emissions as part of supplier selection. AT&T, for example, is working to ensure that at least half of its suppliers have set their own 2024 emissions targets,17 and others, including Telenor18 and Verizon,19 are using outside ratings agencies like EcoVadis to judge the sustainability standards of their suppliers. These leaders are recognizing that beyond the environmental benefits, helping suppliers improve their operations enables a robust ecosystem and strengthens CSPs’ resilience against external disruptions. The progress made on ecosystem goals, such as achieving more supply chain diversity or enabling cross-industry innovation, must be monitored and reviewed regularly. While immediate measures offer quick results, invested CSPs need close collaboration over an extended period to achieve optimal impact and truly transform the company into a sustainable business. Beyond the sustainability impacts, there are additional benefits to reducing risks along the supply chain: cost efficiencies, greater resiliency, and supplier consolidation are among the biggest. Numerous geopolitical factors are also impacting consumer device production and delivery schedules. Meanwhile, socially, activists and consumers are enacting boycotts or forsaking once-trusted brands to push for transparency in labor and environmental practices along supply chains. These external pressures compounded by the need to address sustainability, urge CSPs to invest and make sustainable changes throughout their organization. An Accenture analysis of CSPs found that while most disclose emissions from their own operations, products, and services, few formally reported emissions generated by their supply chains, and even fewer have publicly announced targets for their suppliers. However increasingly, companies are assessed across ESG frameworks with an overall performance score that covers supply chains, human rights standards, board diversity, and ecological impact. Companies need to develop clear internal and external communications plans that address progress on goals, industry trends, and stakeholder impact, among other topics for a cohesive company mission reflected across their business. Supplier emissions and sustainability Copyright © 2022 Accenture. All rights reserved.
  • 9. In addition to efforts to reduce emissions from their operations, CSPs are expanding their efforts to reduce emissions across other sectors and industries. Three opportunities arise for CSPs as they lean into the Ecosystem Enablers role: • Implementation of next-generation networks to better manage smart buildings, smart grid, and smart transport use cases • Cross-industry partnerships with vehicle manufacturers, utility providers, and community leaders focused on electric vehicle charging facilities and advocating for the adoption of electric fleets and consumer vehicles • Cooperation with media and technology companies to reduce emissions, for example working with over-the-top streaming services to identify carbon reduction opportunities such as enabling “eco-viewing” by optimizing energy to video quality by device type Communications Service Providers’ Critical Role in the Race to Net Zero 9 Copyright © 2022 Accenture. All rights reserved.
  • 10. The Consumer Champion role calls on CSPs to use their influence, resources, and relationships to educate consumers of all types on the environmental impact of their activities, ways to reduce that impact, and drive improved sustainability outcomes in their communities. CSPs’ products, services, and initiatives can help support better, more informed consumer choices and can drive consumer behavior change. The role of the Consumer Champion varies by geopolitical region with tailored solutions that are community and population specific. They further drive downstream emissions reduction (Scope 3) and opportunities for carbon abatement (Scope 4) and embody the strong sustainable business benefits of brand loyalty and enhanced customer experience. Communications Service Providers’ Critical Role in the Race to Net Zero 10 The Consumer Champion Copyright © 2022 Accenture. All rights reserved.
  • 11. By identifying synergies between their customers’ sustainability interests and their offerings, CSPs can deliver impact, drive the sustainability agenda, and strengthen their customer relationships. For example, mobile phones are up to 80% recyclable with the average UK household owning 2-3 unused devices.27 Creating e-waste programs for consumers helps them to responsibly dispose of old technology like mobile phones, advance the company’s sustainability agenda, and make consumers’ lives easier. In 2020, Liberty Global refurbished 2.1M consumer units avoiding approximately 3.5 metric tons of e-waste.28 By anticipating consumer needs, CSPs can promote the sustainability benefits of their products and services and provide innovative solutions, particularly around energy and costs savings. Companies that work toward net zero in internal processes will find more opportunities to turn sustainability efforts and goals into new products and services for their end-users. Through the multiplier effect, CSPs that embrace new sustainable capabilities and emerging industry expertise to help customers reduce carbon emissions and energy consumption that can have an impact on overall sustainability far beyond their internal efforts. Primary objectives of Consumer Champions are to educate customers on how the products and services they use impact the environment, provide ways to help reduce this impact, and additional tips and tricks to drive sustainable habits in daily life. Four opportunities for CSPs as consumer leaders: Educate consumers on product innovation and enhancements that lead to a more sustainable digital experience Advocate and enable home energy management using easy tools or reward programs Share information and enablement campaigns on the sustainable impact of remote and hybrid work Engage with users on device end-of-life management and e-waste Communications Service Providers’ Critical Role in the Race to Net Zero 11 Copyright © 2022 Accenture. All rights reserved.
  • 12. Communications Service Providers’ Critical Role in the Race to Net Zero 12 The sustainability journey follows a path much like digital transformation—both are disruptive forces that require companies to adapt. CSPs that pursue sustainability quickly have the chance to define the new space and build advantages before slow-moving peers even get started. There is no one-size-fits-all solution for a sustainable CSP, and solutions must be tailored based on the opportunity, existing capabilities, and supporting infrastructure. It also must be a comprehensive cultural shift within the organization. Tactically, Accenture’s experience and research suggest three investment areas and two new ways of working for CSPs preparing for sustainable stewardship. Energy management Investment in consolidated data-driven tools that can provide a holistic view of energy sources, pricing, and utilization. These tools also generate insights about the overall organization of the network, network operating expenses, and help find opportunities to integrate more renewables, remedy inefficiencies, and optimize buying schemes Invest in Circular economy and supply chain optimization Investment in products, procurement, innovation, and supply chain to infuse sustainability in the full lifecycle of a product Operations and hardware Strategic investment in newer, more efficient chips, network infrastructure, and other materials (when necessary) integrating sustainability into daily business decisions Copyright © 2022 Accenture. All rights reserved.
  • 13. Communications Service Providers’ Critical Role in the Race to Net Zero 13 Find new ways to work in Organization, Processes and Reporting Many CSPs have convened some form of internal leadership on sustainability. Sustainability initiatives are driving profitability in the core business: 29% of CEOs report sustainability is driving cost savings today (SBTi),29 and firms that have adopted environmental standards have experienced a 16% increase in productivity.30 These internal leaders focus on building new capabilities around sustainability, and guiding and offering teams ongoing support during the process. They also champion investments in the right tools, data management, and enterprise processes necessary to boost sustainability so the workforce is equipped to implement change. Sustainability metrics need to be engrained into overall business metrics, like net subscribers, to become a core tenet of a company. A pragmatic, widely visible sustainability change management roadmap, aligned with CSPs’ emission reduction long term plan, drives change, as does quarterly accountability. Innovation As organizations recognize savings, new investments increase; as employees learn more about sustainability, new ideas grow; and as tools and data tracking investments mature, new opportunities are identified. Sustainability innovation is driving benefits for the core business: 63% of CEOs who report setting science-based targets say it is driving innovation in their companies (SBTi).31 A sustainably oriented approach to creative development and problem solving will continuously drive new ways to change practices, processes, and products and services to move a company closer to or even beyond the net zero goalpost. Copyright © 2022 Accenture. All rights reserved.
  • 14. Executive Sponsors Authors Jonathan Weitz Managing Director, Accenture Strategy, North America Monica Kuroki Director, Accenture Strategy, Sustainability, United Kingdom and Ireland Albert Tan Global Sustainability Lead, Communications & Media Lauren Ing Managing Director, Accenture Strategy, Sustainability Mark Flynn Global Research Lead, Communications & Media Contributors Gagan Gupta Principal Director, Capability Network, Accenture Strategy & Consulting Ajesh Singh Manager, Capability Network, Accenture Strategy & Consulting Kiran Raikar Consultant, Capability Network, Accenture Strategy & Consulting Marta Krysa Analyst, Capability Network, Accenture Strategy & Consulting Communications Service Providers’ Critical Role in the Race to Net Zero 14 Copyright © 2022 Accenture. All rights reserved.
  • 15. About Accenture Accenture is a global professional services company with leading capabilities in digital, cloud and security. Combining unmatched experience and specialized skills across more than 40 industries, we offer Strategy and Consulting, Interactive, Technology and Operations services — all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Our 674,000 people deliver on the promise of technology and human ingenuity every day, serving clients in more than 120 countries. We embrace the power of change to create value and shared success for our clients, people, shareholders, partners and communities. Visit us at www.accenture.com Copyright © 2022 Accenture. All rights reserved. Accenture and its logo are trademarks of Accenture. About Accenture Research Accenture Research shapes trends and creates data-driven insights about the most pressing issues global organizations face. Combining the power of innovative research techniques with a deep understanding of our clients’ industries, our team of 300 researchers and analysts spans 20 countries and publishes hundreds of reports, articles and points of view every year. Our thought- provoking research—supported by proprietary data and partnerships with leading organizations, such as MIT and Harvard—guides our innovations and allows us to transform theories and fresh ideas into real-world solutions for our clients. For more information, visit www.accenture.com/research This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks.