Professional Documents
Culture Documents
Going Green
Going Green
Going green:
Sustainable growth strategies*
*connectedthinking
The survey About PricewaterhouseCoopers
Dear Executive,
Sincerely,
Bill Cobourn
Partner and Global Technology Industry Leader
PricewaterhouseCoopers
Table of contents
Executive summary 2
Conclusion 50
Appendix 52
Survey methodology 53
Results of the survey 54
Profile of the survey respondents 64
Acknowledgments 66
Of further interest: Related reports 67
PwC technology industry leaders 68
Executive summary Synthèse
2 PricewaterhouseCoopers
Zusammenfassung 摘要
Though the industry does not feel it is particularly harmful to the Some are developing a
environment, a solid majority of technology executives believe it greener footprint because
is very important that their companies take measures to reduce they believe it’s the right
or minimise their environmental impact. Thus, tech companies thing to do.
are taking steps both to expand the number of green-oriented
But the strongest driver
products they produce and to reduce the reality or the appearance
is economic. On the
of a heavy environmental footprint.
revenue side, a majority
Si le secteur n’a pas le sentiment d’être particulièrement nuisible pour of technology executives
l’environnement, une grande majorité de dirigeants d’entreprises maintain that the growing
technologiques jugent primordial de prendre des mesures pour demand for green products
réduire l’impact environnemental de leur société. Les entreprises creates significant market
technologiques prennent donc des dispositions pour développer opportunities. On the
le nombre de produits verts qu’elles fabriquent et réduire leur forte cost side is a true desire
empreinte écologique, réelle ou apparente. to drive down their own
energy outlays generated
Bei börsennotierten Unternehmen weltweit übersteigt mittlerweile
by servers, computers and
der Wert immaterieller Vermögensgegenstände den der
employees themselves.
materiellen. Dies gilt insbesondere für die Technologiebranche.
Dennoch scheitern die betroffenen Firmen daran, den gesamten
Nutzen aus ihrem geistigen Eigentum abzuschöpfen.
雖然科技企業並不認為該行業對環境存在特別的破壞,但絕大多數
的科技企業高階管理人員相信公司有必要採取措施以降低或減少對
環境的負面影響。因此,科技公司一方面擴大綠色環保產品生產的
同時,另一方面積極減少對環境的損害和影響。
4 PricewaterhouseCoopers
2. Green requires industry collaboration.
L’écologie nécessite une collaboration sectorielle.
Umweltbewusstsein erfordert Kooperationen.
綠色環保需要整個科技產業一起共同合作.
For the technology industries at large, going green requires This interdependence requires
transformation along virtually every step of every value chain. technology companies to look
The creation of greener products affects everything from R&D as closely at the environmental
processes to manufacturing, supply chains, marketing and practices of their partners and
HR—as well as relationships with customers, partners and suppliers as they do at their
shareholders. own. This scrutiny can come
in the form of audits, certifica-
Pour les secteurs de la technologie dans leur ensemble,
tions and proprietary standards.
adopter une démarche écologique impose de transformer
In many ways, the entire value
quasiment chacun des maillons de la chaîne de valeur. La
chain will succeed—or
création de produits plus écologiques affecte tout, des
flounder—together.
processus de recherche et développement à la production,
aux chaînes d’approvisionnement, au marketing en passant
par les ressources humaines, ainsi que les relations avec les
clients, les partenaires et les actionnaires.
Für Technologieunternehmen bedeutet steigender
Umweltschutz eine Umgestaltung entlang der
gesamten Wertschöpfungsketten: Denn die Produktion
umweltfreundlicherer Produkte beeinflusst alle Prozesse,
angefangen von Forschung und Entwicklung über die
Herstellung, die Vertriebsstrukturen, das Marketing und HR
bis hin zur Kundenbeziehung und der Beziehung zu Partnern
und Anteilseignern.
對大多數的科技企業而言,往綠色環保目標邁進需要整個產業
供應鏈的各個環節參與到變革中。綠色環保產品的創造影響到
從研發、製造、供應鏈、行銷到人力資源的各個層面,同時也
影響到企業與客戶、合作夥伴及股東的關係。
A key driver in going green is the worry that there will be For example, technology
legislation, regulation or even a consumer backlash against companies are developing
companies seen to be environmental spoilers. Consequently, formal environmental
many actions taken by leading technology companies are policies, auditing internal
intended to avert regulation and promote a greener image. green practices, appointing
a senior executive to
La crainte de législations et de réglementations hostiles aux
oversee green initiatives
entreprises jugées polluantes, voire du rejet des consommateurs,
and creating a clearer
est un facteur déterminant de l’adoption d’une démarche
linkage between green
écologique. De nombreuses mesures prises par des entreprises
initiatives and performance.
technologiques de premier plan visent ainsi à parer à la
A growing number are also
législation et à promouvoir une image plus propre.
increasing the degree of
Ein maßgeblicher Treiber des steigenden Umweltbewusstseins external reporting relating to
ist die Angst vor Reaktionen seitens des Gesetzgebers, environmental sustainability.
des Regulierers oder der Kunden gegen vermeintliche
Umweltschädiger. Daher zielen viele Maßnahmen von
Technologieunternehmen darauf ab, Regulierung abzuwenden
und ein umweltbewußteres Image zu fördern.
綠色環保的一個主要趨動力是因為企業擔心相關法規的建立,以及
對有環保問題公司的聯合抵制。因此,許多處於領導地位的科技公
司採取更為主動的措施以符合法律法規的要求,塑造自己成為環保
企業的形象。
6 PricewaterhouseCoopers
4. Hardware and software opportunities.
Opportunités dans les secteurs du matériel et des logiciels.
Chancen im Hard- und Softwarebereich.
帶給軟硬體生產者的綠色商機.
Nearly every form of commerce, no matter An identical percentage believes that although
how smartly practiced, creates unwanted consumers say they want green products,
by-products. buyers are, in fact, highly resistant to paying
the higher prices associated with the privilege.
Environmental sustainability in business
is the art of profiting from the customers’ This begs the question: is the pursuit of
needs without harming the world around anything green by the technology industries
us. Of course, some industries have more little more than a feel-good exercise resulting
environmental impact than others. Over 70% in higher costs and possibly insignificant
of technology executives say they believe environmental benefits?
their companies do little harm to
the environment.
Nonetheless, 61% of technology executives These reasons help explain the seeming
feel it is very important (29%) or important contradiction between our finding that
(32%) that their companies take measures to 71% of technology executives believe
reduce or minimise their environmental impact. their companies do not harm the
environment, while 61% of technology
No, technology companies do not exact
executives believe it is very important or
an enormous carbon footprint, particularly
important that their companies reduce
relative to other industries such as metals and
their environmental impact.
energy production. But as a spokesman from
a large European technology manufacturer Tech companies are indeed taking steps
explains, going green is inevitable. “There both to expand the number of green-oriented
could be many reasons why we say it’s products they produce and to reduce
important,” he explains. “It could be because the reality or the appearance of a heavy
our customers and investors feel it’s important. environmental footprint. They are cleaning
It could be because we don’t want so much up their act.
restrictive regulation, as it is better if we as an
For example, Royal Dutch Philips Electronics
industry self-regulate. You know, a lot of this
pledges that by 2012 the percentage of
is defensive; even though we are not a big
green products it sells will double to 30%
polluter or energy user, we still need to
even as the company itself improves its own
be taking steps just to be on the safe side.”
energy efficiency by 25%. [See page 46.]
Certainly, some are steering toward a
greener footprint because of the widely held
belief—be it among the growing number of
green investors or consumers or society at
large—that it’s the right thing to do. Whether
global capital markets reward the effort or
not, 63% of executives say their teams are
committed to environmental stewardship.
0.7%
2.7%
0 10 20 30 40 50 60 70 80 90 100
A. Technology industries
B. My company
10 PricewaterhouseCoopers
But when altruism alone fails to persuade, Green demand growth among core sectors
the pursuit of profit does the trick. Forty
Technology executives report that today
percent of executives say that the green
government customers are the most insistent
movement creates significant opportunities
upon green products and practices. Fifty-
for their companies. Once again, the
seven percent of respondents say that
percentage is significantly higher among
demand for green technology emanating
manufacturers than among software
from government customers is very strong
developers and content or service providers.
(17%) or strong (40%). As powerful as
Of those who believed that green production
that may be, within two years, technology
offered their companies opportunities, 15%
executives expect this figure to rise to
rated these opportunities as very significant,
76%, with 34% saying there will be a very
19% deemed them significant and 30%
strong demand for green products and 42%
considered them somewhat significant.
predicting a strong demand. A spokesperson
Who’s buying green? for a large US-based computer maker
explains that “a growing number of
Green demand comes from all sectors—
government procurement officers in the US
consumer, business and government—
and Europe are now being told they have to
and is in every instance intensifying.
buy green whenever available.”
A separate PwC report, How consumer
As for their business customers, 48% of
conversation will transform business,
executives say green demand is very strong
describes how the “go green” topic started
(6%) or strong (42%), a figure that rises to
as a whisper on blogs and message boards
75% (27% very strong and 48% strong) in
in 2006. By May of 2007 that whisper
the next two years. Note that the number of
escalated to a loud and pervasive message.
executives anticipating very strong demand
It was no longer a conversation driven by
for green products—or a 1 on a 1-to-5
a small core of activists, but had spread to
scale—more than quadruples (from 6% to
the wider public.
27%) for the business segment and doubles
Overall green demand growth for the government segment.
Furthermore, the growth in consumer
Today In two Percentage demand will also rise sharply. Fifty-four
years increase percent of the executives surveyed say that
Business 48% 75% (+56%) today green demand among consumers
Government 57% 76% (+33%)
is very strong (15%) or strong (38%). That
figure rises to 72% (33% very strong and
Consumer 54% 72% (+33%) 40% strong demand) within the next two
% = percentage of executives seeing “very strong” years. Once again, among consumers
or “strong” demand—1 or 2 on a 1–5 scale in the private sector, we see a projected
(where 1=strong demand and 5=weak demand).
doubling or more of the strong demand for
environmentally responsible products.
0 10 20 30 40 50 60 70 80 90 100
Very strong demand Moderate demand Weak demand No demand Don’t know
A. Government customers
B. Business customers
C. Individual customers
In two years’ time, how strong do you expect demand will be for green
technology products and services among these customers?
2.7%
2.7%
2.0%
0 10 20 30 40 50 60 70 80 90 100
Very strong demand Moderate demand Weak demand No demand Don’t know
A. Government customers
B. Business customers
C. Individual customers
12 PricewaterhouseCoopers
Energy: A driving force
0 20 40 60 80 100
14 PricewaterhouseCoopers
Conquering space
16 *connectedthinking
Questions for further reflection
Green requires
industry collaboration.
Satisfying green demand stimulates collaboration
and innovation across the technology value chain.
For the technology industries at large, going This is not to say that Sony Electronics
green requires transformation along virtually doesn’t care about going green. To the
every step of every value chain. The creation contrary, says Small, “the industry has made
of greener products affects everything from tremendous headway.” As an example, he
R&D processes to manufacturing, supply compares a cathode ray tube television set
chains, marketing and HR—as well as of ten years ago to a flat screen of today.
customer, partner, shareholder and “We’ve eliminated lead and other hazardous
government relationships. materials,” Small explains.
In addition, “The weight is down from 300
R&D processes pounds for a 36” set to 100 pounds for a
46” set,” says Small. While producing “an
One of the principal areas where change even larger and brighter picture, we’re more
is and will become even more evident is in energy-efficient than ever.” Moreover, “We’ve
R&D. Today, 39% of executives say the shift designed the sets to draw incredibly low
toward green products has a major (18%) or power during standby—down from 10-15
moderate (21%) impact on R&D. However, watts to under a watt today.” (Standby power
over the next two years, the figure rises to is the “never off” mode required to enable the
57%, with 25% of technology executives use of a remote control.)
expecting a major impact and 31% expecting
Finally, says Small, “We’ve just entered into
a moderate impact.
an agreement with Waste Management, Inc.”
It is also worth noting here that 28% of that Sony believes will go a long way “to
executives say their R&D teams have found solving the issues surrounding” electronic
themselves forced to reject certain green waste disposal.
approaches—such as using alternative
[For more on green design and
materials—due to cost considerations.
manufacturing, see Observation Three;
“Our goal is to make a high-performance for more on Sony Electronics and Waste
product,” says Mark Small, Vice President, Management, Inc., see the case study
Health, Safety and Environment at Sony on page 36.]
Electronics North America. “Certainly, Sony
is addressing environmental issues, such as
designing energy-efficient products, providing
for recyclability and avoiding the production
of hazardous wastes.” But ultimately, he
explains “You won’t see us sacrifice quality
or cost to achieve zero impact on the
environment. That’s not realistic.”
Today, 41% of executives say the shift A supplier executive from a Taiwan-based
toward green products exacts a major (9%) contract components maker says that
or moderate (32%) impact on their sourcing clients from Europe and the United States
and supply-chain strategies. Over the next “are becoming very demanding and very
two years, however, this figure rises to explicit in their environmental demands. They
55%—15% describing the impact as major ask for compliance with the highest global
and 40% as moderate. standards, and they give us targets that
must be achieved if we wish to continue
Collaborating with local suppliers in the
the relationship.”
developed world to address environmental
impacts is one thing. But in an effort to Service providers are also subject to
reduce costs, many if not most technology environmental scrutiny. Kim Stevenson,
companies have significantly outsourced Vice President, Communications, Media and
their supply chain to emerging markets. Entertainment at EDS remarks, “One of our
Here, local environmental regulations are prospective clients presented us with an
rarely as strict as in developed nations. RFP, and in it they were asking for detail on
Moreover, compliance, not just with laws but our environmental sustainability initiatives.”
also with manufacturing specifications, can Clearly, says Stevenson, “Companies are
also be suspect, as evidenced by the many taking these environmental issues seriously.”
recent recalls of products with excessive
For suppliers across the chain, there is a
levels of lead. Many companies struggle to
clear opportunity to turn sustainability into
minimise both their supply costs and their
a competitive advantage through proactive
environmental risk in emerging companies.
and transparent management. For new
Sony’s Small illustrates: “We specify what we technologies, however, there is always
expect from an environmental standpoint, the risk of not meeting performance or
and we require them to conduct testing to availability expectations as well as that of
show they’re meeting what we realise are leapfrogging by competitors.
some very tough standards,” In addition,
“We audit and control things, and we Text of main report continues
conduct tests ourselves.” on page 22 following sidebar.
20 PricewaterhouseCoopers
Supplier and partnership practices
Going
Goinggreen:
green:sustainable
Sustainablegrowth
growth
strategies
strategies 21
Manufacturing and operations
Since virtually every company is in some One reason for the sharp difference, Schuh
way a member of someone else’s supply said, is that when you have reductions from
chain, interdependency or perhaps even internal measures, they carry forward from
a trickle-down effect is unavoidable. year to year. In the credit scenario, you have
So, just as with supply chains, there is a to purchase credits each year. Furthermore,
significant commitment to green initiatives in investing in improved plant operations
manufacturing and operations. Today, 39% will make a company more competitive in
of executives say the shift toward green international markets—an added bonus,
products exacts a major (16%) or moderate Schuh noted. This spells opportunity for new
(23%) impact on their manufacturing technology innovations to help manufacturing
operations. Over the next two years, the plants upgrade operations to reduce their
carbon footprints.
figure increases to 50%, with 24% of
executives describing the impact as major
and 26% as moderate. Sales/marketing
A similar number of executives, 48%, say
Not surprisingly, as organisations both target
their organisations will probably make green demand and respond to environmental
significant changes to operations or activism, the marketing and sales teams are
procedures to reduce their carbon footprint. bound to get involved. Six percent of our
Some companies look to cut the impact respondents say sustainable practices or
of their emissions through carbon offsets, products have a significant impact on their
the act of paying for emission reductions sales and marketing; 27% say these have a
elsewhere instead of reducing one’s own moderate impact on their selling strategies,
emissions. for a total of 33% who cite some impact.
However, a separate PwC study concluded Within the next two years, the figure will
reach 49%, broken down as 12% significant
that companies can do far better if
and 37% moderate.
they invest in carbon dioxide-reducing
technologies for their own operations, rather Scott Gnau, Chief Development Officer at
than buying carbon offsets from others. Teradata, says, “There’s a very significant
PwC’s Canadian climate change services amount of green design in our products—and
leader, Christine Schuh, estimates that if you take a look you’ll see our marketing
internal investments can be people are very much [invested] in this.”
much less expensive than offsets. Meanwhile, as a spokesperson for a large
US-based computer maker explains, “We’re
For example, a large industrial facility at a tipping point where interest in green
generating two million tonnes of CO2e computing products is taking off, both for
in 2007 could spend up to $90 million to consumers and businesses.”
purchase offsets over the next 10 years or
The challenge, she says, is “to try and
they could invest $10 million to retrofit in the
fathom whether this is your customer’s core
first year (assuming the cost of the retrofit
belief, as is often the case with individuals,
and offsets would be the same at $15/ or whether it’s the desire to be perceived as
tonne of CO2e) to reduce greenhouse gas environmentally conscientious, as is often
emissions by the same amount according to the case with businesses.” It’s a subtle
PwC calculations. distinction, she says, “but it’s an important
one as you’re developing product appeals
and brands.”
22 PricewaterhouseCoopers
A significant risk in all of this is the potential According to an HR executive from a
for members of the industry to portray European hardware maker, “This is an
products as green when they really aren’t. issue that is of growing concern to job
That’s why it is “just so important,” says candidates.” Increasingly, “When we go out
Teradata’s Gnau, that companies actually to campuses for recruitment, we are asked
“deliver” on their promises. “If you say it is about our environmental policies... You need
green, then you should be able to pin that on to be able to tell a good story or you run the
something measurable,” says Gnau. “If you risk of missing out on the best candidates.
just slap a green label on a product when it It’s very noticeable today; there is a growing
doesn’t deserve it, people will see through number of people who decide where to work
that very quickly, and it will hurt you in the based on their employer’s impact on the
long run.” environment.”
Sometimes on campuses she addresses the
Talent management issue with humour. Jokingly, she explains,
“Yes, we are a contributor to environmental
The rise of the green movement is having an demise.” The company’s products “draw
impact on talent management, particularly power, use plastics which are derived from
in the areas of staff recruitment and petrochemicals, and not everything we use is
development. Today, for example, 20% of recycled or even recyclable. We are a terrible
executives say green issues are having a burden on the planet.”
major (4%) to moderate (16%) effect on
But, she continues, “Computers and
employee recruitment, a figure that rises to
computer peripherals and networking
35% within the next two years. The survey
equipment—none of this is going away.”
also shows that 24% say green issues have
Meanwhile to attract talent, “We can
an impact on employee development, a
point to numerous examples where we’re
figure that also rises to 35% in the next
working on improving power consumption,
two years.
reducing waste or where we’re in talks with
As explored in a separate PwC report, customers, suppliers and industry groups to
“Managing Tomorrow’s People,” this is an reduce the overall environmental impact.”
increasingly important differentiator for all
The takeaway message? “We emphasise
companies in all industries when it comes
to prospects that it’s easy to talk about fixing
to recruiting and retaining talent.
the environment. What we offer means really
having to work, but it’s a chance also to
make a real difference.”
The survey also reveals some strong Nonetheless, only a minority of our
opinions about green consumption and good respondents agreed that their
citizenship in the corporate community. companies should:
For example, nearly half the respondents, • Be required to respond to customer
49%, say they are likely to need to questionnaires regarding environmental
collaborate more closely with their supplier/ policies and compliance (44%)
customers to achieve regulatory compliance.
• Submit environmental policy/
As an executive from a large US chip maker
compliance questionnaires to or conduct
explains, “We’re actually involved in several
certifications/audits of suppliers (37%)
forums where customers, manufacturers,
suppliers and everyone we can think of who • Renegotiate/modify supplier contracts
might have a role to play gets involved in as a consequence of environmental
discussions focusing on complying with issues (30%)
evolving regulations around the world.”
• Expand the product portfolio to
include more environmentally-minded
products (28%)
• Renegotiate/modify customer
contracts (17%)
• Withdraw a product owing to poor
environmental performance (14%)
24 PricewaterhouseCoopers
Case study:
When it comes to improving EPEAT ratings are based on Next: The climate savers
the environmental processes several attributes, including:
within an entire industry, Kim Stevenson is not
• Energy efficiency
“it’s important to involve only Vice President of
as many of the key players • Design (product longevity/ Communications, Media
as possible,” says Holly life extension/toxic and Entertainment for EDS,
Elwood, Environmental materials/recyclability) she’s also an officer with the
Protection Specialist at the Climate Savers Computing
• Product take-back
United States Environmental Initiative, which is devoted
(will the manufacturer
Protection Agency. Three to improving the energy
participate in recycling?)
collaborative efforts illustrate efficiency of computers and
this point. • Packaging servers. Stevenson says,
“The group’s goal is to reduce
• Overall environmental
The EPEAT standard power consumption by 50%
performance of the
by 2010.” Less than a year
manufacturer
The Electronic Product old but already boasting over
Environmental Assessment Products can be EPEAT-rated 100 corporate members, the
Tool (EPEAT) is a shining bronze, silver or gold. Today group exemplifies the sort
example of the power of there are over 650 products of collaboration between
cooperation. EPEAT is a tool that have been rated and corporate participants and
developed by government registered, with many more consumers the EPA hopes
and industry to help in the pipeline. will spread to other industries.
purchasers buy greener
Elwood, who plays an A key goal of the work is to
electronics. The project has
active role in the agency’s educate both procurement
a huge array of stakeholders,
environmentally preferred executives and individual
including manufacturers,
purchasing programme, consumers. “Today, when
recyclers and customers.
he says this creates “an you go to buy a PC, the
According to Elwood, the
objective means for buyers most power-efficient models
group has “come up with
to evaluate the energy are only about $20 more,”
definitions of what it means
and overall environmental Stevenson says. “If we were
to be green for desktops,
attributes of the technology to show you the graph of that,
laptops, monitors and other
products they’re you’d see the added cost
technology products.”
considering.” Moreover, pays for itself in a matter of
“Federal government buyers months. So over the life of the
are now required to buy PC, you make that back many
EPEAT products whenever times over.”
available.”
26 PricewaterhouseCoopers
According to Tipley, “Energy Collaborate, then compete
can represent as much as
half or more of the total cost Though programmes such
of running a data centre.” as the Green Grid, Climate
But in many cases, there Savers Computing Initiative,
is no connection between and EPEAT each take a
this direct cost and the slightly different approach
total cost of the data centre to green computing, they
operation. Perhaps energy share at least one common
use is allocated by square element. All three require
footage or the bill comes in collaboration between
so late there are no attempts roomfuls of staunch
to relate the costs to the competitors. “Yes indeed,”
data centre’s operations. “Or says EDS’s Stevenson,
perhaps,” says Tipley, “it’s “there’s an awful lot of
not part of the IT budget at intellectual property in
all—the facility manager and the room.”
the IT guy don’t even talk to
one another.” But that’s acceptable, says
Tipley, because everyone
By making the link between understands the objectives.
energy costs and data- Essentially, he says, “We’re
centre operations more setting ground rules, a base
visible, the Green Grid condition that’s in everyone’s
will enable executives to best interest.” From there,
make better decisions and says Tipley, “you’re free to
become more demanding of compete at will—and trust
manufacturers and related me, we’re fierce.”
providers regarding their
products’ energy costs.
Over the last decade, many technology Design of frameworks for supply-chain
companies have reduced their business costs risk management
and expanded their product lines through an
aggressive supply chain strategy. Low-cost Next, technology companies need an
sourcing, multi-tiered supplier networks and appropriate risk-control framework. Our
business process outsourcing are among supply methodology systematically considers each
chain initiatives that technology companies of of the components required for effective risk
all sizes have successfully employed. management—internal environment, business
Now technology companies are faced with the objectives, event identification, risk assessment,
challenge of ensuring environmental and social risk response, control activities, communications
sustainability throughout the global supply chain and monitoring procedures.
while still optimising its performance. Few realise Until local laws are developed and enforced,
the extent of effort needed to create the systems, codes of conduct can be a useful mechanism
controls and governance needed to meet these to address the social and environmental issues
environmental compliance standards. between the technology company and its
Many technology companies look to outside suppliers. Top management involvement is
advisors such as PwC to help “green” their crucial to convey commitment and influence
supply chain in a variety of ways, starting with behaviour. It is important to have a clear ethical
strategy alignment and partnership selection. sourcing policy embedded in the organisation. It
is also important for suppliers to understand the
But with few local laws concerning the business case for supplying green products so
environment enacted and enforced around they are more willing and motivated to undertake
the world, managing environmental sustainability necessary investments.
in the supply chain can be complex, resulting
in imprecise outcomes. How can a technology Supply-chain risk mitigation
company be sure that its suppliers
produce according to the company’s One of the most challenging aspects of
environmental standards? environmental supply-chain risk management
To help our technology clients, PwC has is ensuring the proper implementation and
developed an integrated set of diagnostic tools continued application of an effective risk-control
and related services that identify, prioritise and framework—procedures, training, monitoring
address environmental sustainability supply and reporting. Companies that have identified
chain risks. We address three critical areas: their key risks and defined the appropriate
responses require adequate capabilities and the
Supply-chain risk assessment organisational discipline to implement the risk-
control framework effectively. PwC helps clients
to implement effective risk-mitigating activities
At every stage in the process—developing
and controls by providing training and monitoring
a sourcing and supply-chain strategy,
services. We have found that environmental
selecting suppliers and partners, managing
sustainability monitoring is most effective when it
established relationships and processes or even
concentrates more on education and less
discontinuing a relationship or process—all
on policing.
environmental risks need to be acknowledged
to be effectively managed. With the help of For more information on how PwC can
qualified advisors, technology companies should help your company optimise and safeguard
make an inventory of these key risks, then your green supply chain, visit us at
evaluate their potential impact using established www.pwc.com/techconnect for links to
and tested risk-quantification tools. solutions and contacts.
28 *connectedthinking
Questions for further reflection
30 PricewaterhouseCoopers
Seeking to stem the rise of environmental regulations, the
technology industry develops its own green-oriented controls.
Green demand, energy costs and even a “Liability is unpredictable, and it can balloon
degree of altruism all motivate companies quickly,” says Hind. So when it comes to
to pursue green initiatives. hazardous materials in technology products or
carcasses of used televisions and computers
Another driver is the fear that industry inaction
piled in town dumps, Hind says, “like it or not,
will lead to activism by regulators and courts.
the potential for liability is a great motivator.”
Rick Hind, a Legislative Director for the toxics
Overall, he believes, technology companies
campaign at Greenpeace, feels companies are
will tend toward greener business practices
motivated by the dangers of doing nothing or
“because they see it’s the way to reduce
moving too slowly.
liability and avoid regulation.”
Among technology executives, one view is Both the WEEE and REACH directives are
widely held but rarely stated for attribution: designed to reduce industry’s impact on the
there is nothing more inefficient, ineffective environment. But as shown by a separate
and ultimately costly than regulation. PwC study, “Saving the planet—can tax and
The level and intensity of environmental regulation help?” such sweeping regulatory
governance and compliance varies around actions are often too unclear and too
the world. At the more active end of the complex to deliver the desired change.
spectrum are regulators from the European John Manning, Head of Environmental
Union, where technology companies are Tax and Regulation for PwC, explains that
learning the ins and outs of compliance technology companies actually seek a clearer
with such legislation as the “REACH” and more consistent policy framework so
and “WEEE” directives. they can make the long-term decisions
necessary to benefit the environment.
REACH, an acronym for Registration,
Evaluation, Authorisation and Restriction In countries where environmental regulations
of Chemical substances, essentially raises and compliance have not yet grown into
the level of company responsibility when it programmes such as REACH and WEEE,
comes to the chemicals they use. executives are working hard to do their own
housecleaning, if for no other reason than to
WEEE stands for Waste Electrical and
forestall government intervention.
Electronic Equipment. Here, the EU is
mandating collection and recycling targets Concerted lobbying helps. For example, a
for electronic devices ranging from large North America-based executive says that his
home appliances to hand-held toys and other company is working with other technology
devices. WEEE complements yet another companies to try to deter the passage of
directive, RoHS or Restriction of Hazardous similar legislation in the US. He says,
Substances, which limits the use of lead, “No matter how you structure your
mercury, hexavalent chromium and materials environmental approach, ultimately, the
deemed harmful to the environment. cost of those efforts is going to be funded
by the consumer. The higher costs will be
passed on.”
32 PricewaterhouseCoopers
That being the case, says the executive, But if today’s practices earn any given
“creating a regulatory-based compliance company a B-, that won’t be enough to
model is the absolutely least effective and avoid greater regulatory activism in the
probably the most expensive way to move very near future. So, executives are taking
forward.” So to the extent the technology dramatic steps to lift the curve and raise
industry can do its own policing, says the their environmental standards and practices.
executive, “everybody wins.”
For example, a growing number of
Not all technology executives are happy to technology companies are:
comply with their own rules yet loathe to
• Developing formal environmental
comply with government rules. A full 41%
policies Today, 20% of our respondents
of our respondents thought government
say their companies maintain a formal
regulations should be stronger.
and widely distributed environmental
policy. Over the next two years, the
Better grades on the way
figure more than doubles, to 48%. For
best practices, these companies might
Asked to grade their own organisations on
look to other industries (e.g., chemicals
environmental performance, the industry
and energy) that have been doing this
average is a B- or as one executive
for decades and have a head start on
described it, just above a gentleman’s C.
developing policies and controls.
Could the industry do better? “No doubt, but
at the moment, the benefits aren’t worth the • Auditing internal green practices
incremental effort. We’re already doing Similarly, the number of companies
a decent job where an incredible job just conducting audits and self-assessments
isn’t necessary.” of compliance and performance with
those policies will rise from 17% to 41%
over the next two years.
34 PricewaterhouseCoopers
Eleven percent say their organisations A word of caution! Companies should be
purchase green power: that is, power careful not to make exaggerated assertions
produced by carbon-neutral providers. about the green nature of their operations.
This will increase fourfold to 45% in the If statements of environmental practice don’t
next two years. correlate with publicly available data, this
can stimulate unwanted scrutiny and
• Providing greater external visibility
negative publicity.
into their environmental strategies
and practice As executives enhance the The CTO of a large European electronics
visibility of environmental issues within components maker explains, “The last
their organisations, they will also expand thing you want to do is say ‘yes, we believe
the degree of related external reporting. we’re doing a great job of policing our
Today, 11% of executives say they environmental practices,’ because no matter
share green compliance data with their your actual record, you’ll be begging for
shareholders. Again, the frequency of this closer scrutiny—and that’s trouble.”
practice rises nearly fourfold, to 41%, in
the next two years. Similarly, within the
next two years, 32% of executives say
they will provide shareholders with formal
reports on performance regarding
green initiatives.
36 PricewaterhouseCoopers
example, “We’re looking at A model for others? doing is putting out a model
a series of promotions—we that we hope regulators can
have a programme in place Moreover, says Small, it’s use; where those who use
to trade up your computer an especially small price and create this waste are
which we are expanding to to pay if the effort can the ones who pay for its
your television.” translate into a model management; and that will
the rest of the industry standardise the duties and
Third, says Small, “We
can follow. “We produce practices in e-waste and
want to be good corporate
300m–600m pounds of actually help solve
citizens. And we want to
products in North America the challenge.”
be thought of as a socially
alone every year,” says
responsible company.” Essentially, says Small,
Small. He is one of the few
“The consumer electronics
But what really seals the executives interviewed
industry has a significant
deal for Small is the cost- who would like increasing
impact on the environment.”
effective nature of the federal regulation. ”We’ve
Nonetheless, “there’s
programme. Yes, there been hoping for a federal
no one who’s going to
is a fee paid by Sony to law standardising the
say we should all give
WMI based on volume. In end-of-life issues for
up our televisions and
addition, the cost per pound electronics, but it just
our entertainment.” So it
will vary based upon a hasn’t happened.” Today,
remains “in Sony’s and
number of factors including he continues, “We’re
everyone else’s interest to
the distance the product going well beyond what
take this seriously and to be
must be transported from the states or the federal
proactive—and that’s just
the collection point to the government currently
what we’re doing.”
recycling operation and the require.” Ultimately, he
type of product. However, maintains, “What we’re
says Small, “the cost per
pound is insignificant in
relation to what we get up
front for the initial product.”
38 *connectedthinking
Questions for further reflection
Hardware and
software opportunities.
40 PricewaterhouseCoopers
Hardware manufacturers have the greatest incentive
to adopt green initiatives, but opportunities exist for
software companies too.
42 PricewaterhouseCoopers
Use recycled materials Today, 41% of Address “end-of-life” issues Not only
manufacturers say they are encouraging their should products feature recyclable materials,
R&D teams to incorporate recycled materials companies need to plan for the reclamation
wherever feasible. The figure rises to 68% of their products. Certainly, there is no tried
over the next two years. and true model. For example, in Europe,
taxes on products such as televisions cover
This is an area where service-oriented
the cost of many products’ recovery, with
companies are also able to participate,
similar plans in effect in California and under
particularly in packaging and printing. Here,
consideration elsewhere.
20% follow this practice today, a figure that
rises to 48% within two years. But as Peter Zeven, CEO of Philips
Electronics North America Corporation,
Use recyclable materials Similarly, 38%
argues, “If you read a newspaper, you throw
of technology manufacturers are today
it in the trash. When you finish with a tire,
expanding their use of recyclable materials,
you throw it in the trash. Why then is it the
a group that will expand to 68% within two
manufacturer’s full responsibility and cost if
years. Nonmanufacturers follow this course
you finish with a television?”
at rates of 26% today and 50% within
two years. Still, Philips actively addresses end-of-life
issues, working to constantly reduce the
Build to last By making products last longer,
weight of its products and improve their
“it’s simple,” says Teradata’s Gnau, “there’s
recyclability. However, says Zeven “there
going to be less waste.” Consequently, he
needs to be more discussion on what is the
explains, “We’re always looking for ways to
best model to follow.”
improve our products in terms of making
them more upgradeable or modular.” Here, [For an example of a recycling initiative, see
32% of technology manufacturers say this is Waste Management/Sony, page 36.]
an element of their design strategies today;
within two years the figure rises to 59%. Opportunities for nonmanufacturers
Watch the packaging Today, 43% of
As we have seen, software and service-
manufacturers say they work to packaging
oriented technology companies must also
standards that meet or exceed global
think green. Kim Stevenson, Vice President,
environmental standards. Here, the figure
Enterprise Service Management at EDS says,
rises to 73% within the next two years.
“We play a role in advising our clients on total
Worth noting is the growing interest in cost of ownership.” With energy becoming
packaging emanating from the technology such a large element of total IT costs, “It is
industries’ nonmanufacturers. Packaging very important that we present the complete
and printing can be significant elements cost picture so our clients can make the
of software and content provision. Not most informed decisions.” EDS advises
surprisingly, 20% of these executives say clients in many industries.
they pay significant attention to this area
today. Moreover, within two years, the
number triples to 60%. Overall, the goal
is to reduce packaging and minimise its
environmental impact.
Our survey shows that 81% of executives Next up: Power consumption
believe that the most important contribution
technology companies can make toward For all three markets—laptops, desktops and
improving the environment is through the servers—“we’re writing a much more robust
provision of tools that will enable other set of instructions” for optimising power
industries to develop breakthrough solutions. management. Overall, says Bernard, “power
management—how much more efficiency
Rob Bernard, Chief Environmental Strategist
we can gain with minimal friction to the
at Microsoft cites LiveMeeting as a software
system—is something the industry has been
programme that can help companies in
working on for a long time.” But only now,
all industries shrink their carbon footprint.
says Bernard, is it becoming a primary focus
“That’s software that enables people to
for customers. So from here on, he says,
collaborate without having to drive or fly to
“you’ll see a lot more optimised settings by
work together.” Such “distributed” meetings,
default and a lot more [tips and suggestions]
says Bernard, “make people and companies
in the manuals.” In addition, says Bernard,
more efficient” while at the same time
“you’ll see more virtualisation capability
reducing carbon emissions.”
as well.”
But software makers can do much more to
reduce energy consumption. “The industry
Toolkits
has a huge opportunity here,” says Bernard.
“There are a large number and many types
Another huge set of opportunities
of applications that can be written around
for software companies to aid other
energy and carbon reduction.”
organisations’ energy conservation efforts
Another area of focus, says Bernard, “is is the provision of what Bernard calls
improving the power features and power “tool kits.” Here, for example, Microsoft is
management scenarios of our software.” working with the Clinton Foundation and the
For example, “the default energy saving International Council for Local Environmental
features in Windows VISTA are aggressive. Initiatives (ICLEI) to develop a set of
We’re delivering an energy-efficient solution standardised metrics to enable comparisons
that performs right out of the box; the between major cities. “Local governments—
customer doesn’t need to configure anything cities—use an enormous amount of energy
to realise this.” That not only lengthens the in their buildings, street lights, airports,”
usable battery life on a laptop, “it reduces and so on, says Bernard. So standards are
total power consumption” of laptops and important, “because cities can use these
desktops, says Bernard. to measure, track, learn and improve their
greenhouse emissions as they’ve pledged
under the Kyoto protocol.” Although the US
has not ratified the Kyoto agreement, many
US cities—such as Seattle, New York, Los
Angeles and Chicago—have pledged to
abide by it.
44 PricewaterhouseCoopers
Microsoft is also turning the next generation Similarly, he explains, “a tool these people
to discern green opportunities. The running these large data centres would
company’s annual competition, the “Imagine love to see would be a sort of dashboard,
Cup,” encourages students worldwide to something that connects power utilisation
develop software that can make a difference to activity and cost.” With all three variables
in the world. The contest’s 2008 theme, says under control, executives could monitor their
Bernard, “asks kids to try and imagine organisation’s usage in real time to pursue
the ways that technology can enable a an optimisation.
sustainable environment.”
At storage-oriented Network Appliance, EVP
In a related vein, for its headquarters of Product Operations Tom Georgens says
operations in Redmond, Washington, the his company’s software excels at reducing
company is experimenting with a mass the total amount of information that needs to
transportation system. Called the Microsoft be stored, which in turn reduces the number
Connector, the system is actually “a set of of required servers and, of course, the
pickup locations serviced by 800 vehicles amount of electricity consumed.
covering 32,000 miles a day,” says Bernard.
“Most companies have more data backup
By concentrating employees and using a
than they really need—often by a factor of
mass transit model, “we believe we can
five, six or even ten,” Georgens says. For
significantly reduce the energy used getting
example, “One document might exist in five
to and from work.” So far, “the results are
or ten forms, little changed in each instance.”
marginal,” says Bernard, “but more people
Through software techniques such as de-
are using the system every day.” Overall,
duplication and compression, say Georgens,
says Bernard, “it’s an example of how we’re
“we can cut way back on the total amount of
looking at the entire life cycle of
data needing to be managed.”
our energy consumption.”
Bottom line, notes Georgens: “There
Meanwhile, Lawrence Lamers, a senior
are plenty of opportunities for software
executive with VMware and a director of the
companies to play a role in creating more
Green Grid, says that software developers
environmentally friendly computing.”
can play an absolutely crucial role in the
development of green products. “There are
some tremendous advances being made
in the area of virtualisation—a technique for
making servers more efficient.”
46 PricewaterhouseCoopers
Green design and operation
48 *connectedthinking
Questions for further reflection
50 PricewaterhouseCoopers
The real reason technology companies are examining their green practices
is because of genuine market opportunities.
Survey methodology
Results of the survey
Profile of the survey respondents
Acknowledgments
PwC technology industry leaders by country
52 PricewaterhouseCoopers
Survey methodology
The analysis in this report is based on the results of a survey conducted in late 2007
by the Economist Intelligence Unit.
Analysis
The survey relies on a variety of question formats. For example, on a number of questions,
respondents were asked to respond on a scale of 1 to 5 with 1 being ‘strongly agree’ and 5 being
‘strongly disagree.’ In other cases, comparison phrases such as ‘highly accurate/not accurate’
or ‘very extensively/not extensively’ were utilised within a similar 5-point scale to capture
attitudes and practices. In still other cases, respondents were asked to choose their top three
answers or select all that apply.
The report itself uses actual percentages from the survey in every case. But in many situations,
the analysis may combine two similar categories of answers (such as all those respondents who
chose 1 or 2) to draw its conclusions. While such combinations are referenced in all cases, the
tables themselves (appearing throughout the report and again below) are often useful for a more
detailed view of the responses.
Industry sectors
The findings are drawn from surveys completed by 148 executives in the technology, telecom
and digital media sectors. In order of frequency, the specific sectors include software (43%),
business information content developers (20%), B2B hardware manufacturers (10%), consumer
electronics/device makers (10%), entertainment content developers (5%), wireless distribution
providers (4%), semiconductors and other component makers (5%) and hard-wired distribution
providers e.g., cable providers (4%).
Seniority of respondents
A good cross-section of executives responded to the survey. Again in terms of frequency, the
specific titles include manager (26%), CEO/president/managing director (24%), SVP/VP/Director
(15%), head of business unit (7%), head of department (5%), CIO/technology director (6%),
board member (4%), CFO/treasurer/comptroller (3%) and ‘other’ title (8%).
Geography
The respondent profiles are also well dispersed geographically. Just over one third (35%)
come from North America, 28% from Western Europe and another 28% from Asia-Pacific.
Other regions represented in the survey include Eastern Europe (3%), Middle East and Africa
(5%) and Latin America (1%).
In late 2007 the Economist Intelligence Unit conducted an online survey of 148 technology company
executives globally on the sustainability challenges faced by their companies. Our sincere thanks go
to all those who participated in the survey.
Responses to survey questions (in the order asked) are provided on the pages that follow as the
share of respondents giving the particular answer. Please note that not all answers add up to 100%,
because of rounding or because respondents were able to provide multiple answers.
0 20 40 60 80 100
2.7%
0 10 20 30 40 50 60 70 80 90 100
A. Technology industries
B. My company
54 PricewaterhouseCoopers
3. How significant are the market opportunities 5. How detailed a risk assessment has your
presented to your company by the green movement? organisation carried out to determine the impact
Rate on a scale of 1 to 5, where 1=Very significant of the green movement to your business?
and 5=Not at all significant.
1 15.1% A 6.1%
2 19.2%
B 23.6%
3 30.1%
C 30.4%
4 16.4%
D 31.1%
5 15.1%
6 4.1% E 8.8%
0 5 10 15 20 25 30 35 40 45 50 0 5 10 15 20 25 30 35 40 45 50
1. Very significant A. Highly detailed assessment
2. B. Detailed assessment
3. C. Cursory assessment
4. D. No risk assessment
5. Not at all significant E. Don’t know
6. Don’t know
4. Which of these real or potential impacts of the 6. Is your company developing green
green movement is the most significant one faced technology, products and services?
by your company, in your view?
A 35.6%
B 17.1%
39.9%
C 16.4% 60.1%
D 15.8%
E 6.2%
F 4.8%
No
G 4.1%
Yes
0 5 10 15 20 25 30 35 40 45 50
A. Higher operating costs
B. Greater regulatory risk
C. Higher procurement costs
D. Higher compliance costs
E. Higher taxes
F. Other
G. Lower sales as a result of necessarily higher prices
8.5%
13.6%
35.6% 20.3%
42.4%
23.7%
28.8%
27.1%
0 10 20 30 40 50 60 70 80 90 100
Very strong demand Moderate demand Weak demand No demand Don’t know
A. Government customers
B. Business customers
C. Individual customers
56 PricewaterhouseCoopers
8. In two years’ time, how strong do you expect
demand will be for green technology products and
services among these customers?
2.7%
2.7%
2.0%
0 10 20 30 40 50 60 70 80 90 100
Very strong demand Moderate demand Weak demand No demand Don’t know
A. Government customers
B. Business customers
C. Individual customers
G 14.2%
H 8.8%
I 3.4%
A 6.1% 42.2%
B 40.1%
C 8.2%
D 9.5%
0 7 14 21 28 35 42 49 56 63 70
A. Manufacturing
A 15.5% 23.0% 18.9% 8.8% 33.8%
B. Sourcing/supply chain
C. Sales/marketing
B 8.8% 31.8% 29.7% 12.2% 17.6% D. R&D
E. Choice of product/service lines
6.1%
F. Employee recruitment
C 27.0% 38.5% 20.3% 8.1%
G. Employee development/training/retention
4.1%
F 16.3% 30.6% 39.5% 9.5%
5.4%
G 19.0% 33.3% 30.6% 11.6%
0 20 40 60 80 100
58 PricewaterhouseCoopers
12. Over the next two years, how much impact do
you think will be felt on these operations?
A. Manufacturing
A 23.6% 26.4% 16.9% 8.8% 24.3%
B. Sourcing/supply chain
C. Sales/marketing
B 14.9% 39.9% 26.4% 7.4% 11.5% D. R&D
E. Choice of product/service lines
F. Employee recruitment
C 12.2% 37.2% 34.5% 9.5% 6.8%
G. Employee development/training/retention
0 20 40 60 80 100
0 10 20 30 40 50 60 70 80 90 100
B. Our board and management team are committed to the pursuit of a bottom line that
includes not only profits but also environmental stewardship
A 49.3% A 38.5%
B 48.0% B 34.5%
C 43.9% C 22.3%
D 37.2% D 19.6%
E 30.4% E 13.5%
F 27.7% F 12.2%
G 16.9% G 11.5%
H 13.5% H 5.4%
I 14.9% I 10.8%
60 PricewaterhouseCoopers
16. Which of the following are now, or are likely to
become, elements of your business operations?
A. We support/encourage telecommuting.
A 55.4% 31.1% 9.5% 4.1% B. We purchase green power.
C. Managers are incentivised to devise
environmentally friendly business practices.
D. We incorporate green concepts into product design.
B 10.8% 44.6% 29.1% 15.5%
E. We practice environmentally preferred purchasing.
0 20 40 60 80 100
Now Likely within 2 years Not likely Don’t know/Not applicable
0 20 40 60 80 100
0 10 20 30 40 50 60 70 80 90 100
Agree Disagree Don’t know
62 PricewaterhouseCoopers
20. Which of the following R&D, engineering and
manufacturing efforts is your company making now,
or is likely to make within two years?
0 20 40 60 80 100
21. Which of the following constituencies and 22. Overall, what grade would you give to your
interest groups are the most influential in driving company in terms of its green initiatives?
your company’s green initiatives? Select up to three.
A 45.9% A+ 4.1%
B 38.5% A 7.4%
C 35.8%
A- 16.9%
D 33.1%
B+ 10.8%
E 29.1%
B 23.6%
F 16.9%
G 114.2% B- 114.2% 14.9%
H 8.8% C+ 8.1%
I 8.1% 6.8%
C
J 7.4%
C- 3.4%
K 2.7%
D 2.7%
L 2.0%
M 3.4% F 1.4%
A. Customers G. Shareholders
B. Regulators H. Industry groups
C. Corporate customers I. Suppliers
D. Government customers J. Partners
E. Management team/CEO K. Environmental activists
F. Employees L. Other
M. Don’t know/Not applicable
64 PricewaterhouseCoopers
What is your title?
Manager 25.9 %
CEO/President/Managing director 23.8 %
SVP/VP/Director 15.0 %
Other 7.5 %
Head of business unit 6.8 %
CIO/Technology director 6.1 %
Head of department 5.4 %
Board member 4.1 %
CFO/Treasurer/Comptroller 2.7 %
Other C-level executive 2.7 %
Total 100.0 %
Bruce McIntyre
PwC Partner, Vancouver
+1 604 806 7595 Technology executive connections
bruce.mcintyre@ca.pwc.com project team
66 PricewaterhouseCoopers
Of further interest
68 PricewaterhouseCoopers
Italy Norway Sweden
Andrea Martinelli Bjorn Leiknes Magnus Brändström
+390 2 7785 519 +47 02316 +46 8 555 333 66
andrea.martinelli@it.pwc.com bjorn.leiknes@no.pwc.com magnus.brandstrom@se.pwc.
Japan Paraguay com
Akihiko Nakamura Ruben Taboada Switzerland
+81 80 3158 6693 +595 21 445 003 Franco Monti
akihiko.nakamura@jp.pwc.com ruben.taboada@py.pwc.com +41 58 792 16 21
Korea Peru franco.monti@ch.pwc.com
Yong-Won Kim Orlando Marchesi Taiwan
+82 2 709 0471 +511 211 6500 Andy Chang
yong-won.kim@kr.pwc.com orlando.marchesi@pe.pwc.com +886 4 2328 4868 ext. 212
Lithuania Philippines andy.chang@tw.pwc.com
Chris Butler Wilfredo Madarang Thailand
+370 5 239 2303 +63 2 459 3011 Prasan Chuaphanich
chris.butler@lt.pwc.com wilfredo.s.madarang@ph.pwc. +66 2 344 1121
Luxembourg com prasan.chuaphanich@th.pwc.com
Mervyn Martins Poland Turkey
+352 49 48 48 2053 Adam Krason Haluk Yalcin
mervyn.martins@lu.pwc.com +48 22 523 4475 +90 212 326 6065
Malaysia adam.krason@pl.pwc.com haluk.yalcin@tr.pwc.com
Uthaya Kumar Portugal United Arab Emirates
+60 3 2693 3957 Paul Mallett Douglas Mahony
uthaya.kumar@my.pwc.com +351 213 599 356 +971 4 3043151
Mexico paul.mallett@pt.pwc.com douglas.mahony@ae.pwc.com
Enrique Bertran Russia United Kingdom
+52 55 5263 6000 Natalia Milchakova Stephen Mount
enrique.bertran@mx.pwc.com +7 495 967 62 40 +44 20 7213 3606
Netherlands natalia.milchakova@ru.pwc.com stephen.g.mount@uk.pwc.com
Camiel van Zelst Singapore United States of America
+31 20 568 4768 Greg Unsworth William Cobourn
camiel.van.zelst@nl.pwc.com +65 6236 3738 +1 646 471 5750
New Zealand greg.unsworth@sg.pwc.com william.cobourn.jr@us.pwc.com
Owen Gibson Spain Uruguay
+64 4 462 7230 Antonio Vázquez Javier Becchio
owen.d.gibson@nz.pwc.com +34 91 568 4674 +598 2 916 0463 ext. 1352
Nigeria antonio.vazquez@es.pwc.com javier.becchio@uy.pwc.com
Osere Alakhume
+234 1 2711 700
osere.alakhume@ng.pwc.com
Going green:
Sustainable growth strategies*
TEC5-0108
© 2008 PricewaterhouseCoopers. All rights reserved. “PricewaterhouseCoopers” refers to the network of member firms of PricewaterhouseCoopers International Limited,
each of which is a separate and independent legal entity. *connectedthinking is a trademark of PricewaterhouseCoopers LLP. BS-BS-08-0040-A.0108.JL
*connectedthinking