How Shell Is Using Web3 And Blockchain For Sustainability And Energy Transition

Shell is one of the largest energy companies in the world. Although many of us may associate it primarily with oil and gas, it has embarked on an ambitious energy transition agenda in a bid to move away from the use of fossil fuels toward green and sustainable energy.

This includes targets of reaching net-zero carbon emissions by 2050 or sooner, as well as a more immediate goal of reducing scope one and two emissions by 50 percent by the end of this decade.

In order to do this, it is leveraging several new technology trends that are proving themselves to be revolutionary in many industries beyond their own sector. These include artificial intelligence (AI), the internet of things (IoT), and – as we will see in this article – Web3 and blockchain.

Blockchain is best known to most people as the technology that underpins cryptocurrencies like Bitcoin. The simplest way to think of it is that it’s essentially a relatively new form of database format. Blockchains have two key features that make them different from other databases. Firstly, rather than being centrally located on a specific computer or server, they are distributed. This means they are spread across multiple computers, so no one person is in direct, overall control, and all changes have to be validated by consensus.

Secondly, they are encrypted, meaning they are effectively tamper-proof, and only people with permission can add to them or edit the data they contain.

These two features, in combination, make blockchain ideal for applications where data needs to be added, checked, and validated by multiple parties, and security and integrity are of utmost importance. A good demonstration of its robustness can be seen in the fact that the Bitcoin network itself handles 270 million transactions every day, is worth (as of writing) around $400 billion and has remained secure throughout the 13 years of its existence so far.

These features make blockchain an attractive technology for global organizations like Shell, which need hyper-secure, scalable technology solutions to drive a new generation of applications involving collecting and sharing valuable data. Their “trustless” nature improves the current processes used across the industry, helps to reimagine energy value chains via tokenizing energy to create transparency & traceability, and creates new markets and new business models with DEFI / DAO’s / NFT’s etc.

Recently, I was joined by Dan Jeavons, VP of Computational Science and Digital Innovation at Shell, as well as Shell’s blockchain lead, Sabine Brink, to discuss some of these projects on my webinar.

Brink tells me, “The intersect of digital and energy is one of the most exciting spaces. Looking at how do we utilize this technology – web3, blockchain that accelerate the energy transition. This is an extremely motivating journey to be on.”

This enthusiasm has led to her spending the past five years examining every area of the business where blockchain and related Web3 technologies could be implemented in order to drive sustainability and green energy goals. A number of projects have emerged out of this, and the most promising are now moving into pilot and production stages, where it is hoped their ability to drive real global change will be realized.

In particular, I was interested to hear how the energy giant is using blockchain to trace and verify the provenance of energy created from renewable sources. As the world has come to appreciate the urgent need to transition towards sustainable energy sources, huge rewards – both in terms of financial incentives and customer loyalty – have emerged for organizations that work towards affecting change.

The process, however, is often opaque – it’s difficult for customers or partner organizations to really be sure exactly how clean a specific energy source or supplier is. Jeavons and Brink explained to me that Shell has developed a blockchain-based system that can demystify the complex web of sources.

He says, “So if you look at the electricity market today, we have energy attribute certificates (EAC) that represent green energy or grey [non-green] energy generated in a given month or year. For companies that aim to run on 100 percent green energy, their monthly or yearly certificates may match their total energy consumption, but when the sun doesn’t shine, and the wind does not blow, grey energy is actually being consumed. So it’s hard to claim that they are actually consuming green energy on a 24/7 basis.”

Shell’s solution involves creating highly granular certificates in real-time at the source where the energy is created – which could be solar panels in the desert or wind farms in the ocean – to represent the green energy produced at every half hour, in sync with established energy attribute certificates systems. Every point of that electron’s journey to the point that it is consumed is tracked and recorded on a blockchain.

“This is one of those solutions where blockchain creates the transparency and assures us there’s no double-counting of electrons in the system; we believe this could be a game-changer,” Jeavons tells me.

Another project which has just made the leap to pilot phase is an ambitious venture between Shell, Accenture, and Amex aimed at increasing the availability and use of sustainable aviation fuel (SAF).

Brink says, “To me, this is one of the most exciting projects we’ve been working on. I’m very proud of the team. It’s one of the first public blockchain solutions that creates a credible and transparent way to help decarbonize the aviation sector. Thanks to its inherent technical features, blockchain offers verifiability, transparency, and security of environmental attributes of SAF.”

The product is Avelia – one of the first blockchain-powered book-and-claim system which will offer around one million gallons of sustainable aviation fuel (SAF) and associated environmental benefits to corporates looking to reduce emissions from their business travel.

Currently, there is insufficient SAF available at an affordable price. It’s hoped that through aggregating demand for SAF among corporate travelers who form a more concentrated segment than leisure passengers, there will be a reduction in the price – with SAF currently priced significantly higher than equivalent conventional aviation fuels. However, a growth in demand for the fuel will theoretically lead to suppliers increasing investment in production and, therefore, an eventual fall in price.

“It’s really hard to decarbonize the aviation sector,” Brink tells me. “Decarbonizing the aviation sector cannot happen overnight. Today we do not have large-scale airplanes that can be powered by green electricity that are able to travel the world. Sustainable aviation fuel is actually a solution – sustainable aviation fuel that we can utilize today and implement with existing infrastructure.

With Avelia, we hope to demonstrate that the tracking of SAF data at scale can be delivered in a credible manner, thereby proving to decision-makers that a mechanism for corporations and airlines to book and claim SAF is an acceptable form of emission reduction. In turn, this creates increased demand signals to structurally scale the SAF production required to reduce emissions in aviation.”

Other blockchain and digital transformation projects currently undergoing evaluation or pilot status at Shell involve “digital passports” to track the lifecycle of industrial parts, equipment, and machinery at energy plants operated by the company and its partners.

Of course, all of this technology-driven transformation is driven, at its root, by data, and Shell has worked to implement an integrated data platform that aggregates 2.9 trillion rows of information harvested from all areas of its business. This includes IoT sensors installed across its plants and wind and solar farms, ultimately allowing it to create digital twin applications to help it better understand the operation of its assets.

Jeavons says, “This is what my team is so excited about – the potential to do this at scale. We’re rolling out digital twin … we’re rolling out AI … and when you put that together with traceability, we believe we could bring to market a whole raft of decarbonization solutions … where we could partner with our customers to help them accelerate their own decarbonization journeys. We’re just getting started.”

Bernard Marr is an internationally best-selling author, popular keynote speaker, futurist, and a strategic business & technology advisor to governments and companies.

Source: How Shell Is Using Web3 And Blockchain For Sustainability And Energy Transition

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Sustainable Payments The Next Frontier

In providing the fuel and rails for the modern economy, the potential for payments to impact on sustainability cannot be underestimated. As rapid, global digitization continues to transform all aspects of our lives, payments are pivotal: almost every digital activity relies on a payment system.

As a result, there is a responsibility incumbent on payment providers in funding and increasing awareness to sustainability.

Amongst both businesses and consumers, there is also a greater awareness of the role of sustainable finance, which is playing an increasingly critical part in influencing investment decisions. ESG (Environmental, Social and Governance) initiatives undertaken by payments can play a huge role in influencing these decisions.

Why is a sustainable payments industry important?

Firstly, necessity. The pandemic has significantly changed the structure of the economy, causing a decline of physical cash and digitizing businesses – all contributing to the reduction of reliance on carbon emitting processes.

The second reason is consumers. Regardless of industry, consumers are increasingly choosing businesses that share their environmental goals.

Consumers are also influencing investor pressure. Businesses are now looking to invest in environmentally friendly ways: two out of three French and German retail investors say they will invest in sustainable ways even if there is cost involved2. This is also visible in the green bond market, in 2022 green bond issuance has increased 49% year-on-year, with the market set to hit $1 trillion globally in 20213.

The third reason is regulatory. Increase in regulations, especially within Europe, is driving transparency in this space, with change being brought about thanks to the Paris agreement, COP 26 and other targeted regulations.

Challenges in the sustainable payments industry

  • Greenwashing
    Different standards, definitions and regulations can cause confusion and allow ‘greenwashing’. Incoming regulations will force industry standards and transparency, but rising focus on greenwashing is driving financial institutions to take a more cautious to ESG-linked products and solutions.
  • Geopolitical tensions
    World events can have a ‘butterfly effect’, increasing cost of living. This can result in challenges such as an impact on consumer demand, and the likelihood of consumers choosing green options when faced with financial insecurity.
  • Unintended consequences
    If not managed carefully, sustainable financing could cause unforeseen negative effects on society, such as job losses as a result of cutting finance to fossil fuel industries. Other unintended consequences for green initiatives should also be considered, for example by-products of electric cars including toxic and non-recyclable batteries.

How is J.P. Morgan making payments environmentally sustainable?

The payments scope is wide – stretching across every conceivable industry. As a common denominator between these industries, we have undertaken a program of workshops and client meetings to  recognize and support ESG needs, which vary considerably between industries. Environmental efforts are  concentrated for technology, media and telecoms as well as consumer and retail, diversified industries and natural resources. However, healthcare, utilities and public sector, alongside Financial Institutions, are targeting their focus on social and governance concerns.

Our approach to ESG management includes having robust governance systems, risk management and controls at a firmwide level. Equally important for us in J.P. Morgan is the social aspect –  investing in our employees and cultivating a diverse and inclusive work environment, and working to strengthen the communities in which we live and work.  At J.P. Morgan, we are advancing sustainable solutions for our clients and within our operations in several ways:

  • Minimizing the environmental impacts of our physical operations
  • Maintain carbon neutral operations since 2020
  • Transition J.P. Morgan’s fleet to electric vehicles by 2025
  • 100% paper purchased from renewable sources and reduce office paper by 90%
  • Working with organizations to advance sustainable development

Financing positive ‘green’ solutions. We are aiming to finance and facilitate more than $2.5 trillion over 10 years to advance climate action and sustainable development, including $1 trillion for green initiatives.

Last year, J.P. Morgan released the 2030 emission reduction targets for the Oil & Gas, Electric Power, and Auto Manufacturing financing portfolios4. In addition, we have expanded our financing restrictions on activities such as oil and gas development in the Arctic.

Specific to payments, we are developing financial solutions that drive action on climate change and generate other positive environmental impacts. In sustainable Supply Chain Finance in particular, our compelling alliance with Taulia and Ecovadis provides a sustainable SCF program that assesses sustainability of suppliers and offers tired pricing based on rating.

Based on our conversations with multi-national corporates in Europe, it is clear that sustainability sits at the heart of their corporate strategy for the future.

Every company has become a climate company in its own right, as we all work towards a common goal of limiting the impact of climate change. At J.P. Morgan, we would like to reiterate our commitment to supporting our clients, communities and colleagues by working towards a new frontier of sustainable payments where we not only invest in our platforms but in our planet.

Source: Earth Day 2022 – Sustainable Payments | J.P. Morgan

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Capitalism Is killing The Planet Climate Crisis

Instead of focusing on ‘micro consumerist bollocks’ like ditching our plastic coffee cups, we must challenge the pursuit of wealth and level down, not up

There is a myth about human beings that withstands all evidence. It’s that we always put our survival first. This is true of other species. When confronted by an impending threat, such as winter, they invest great resources into avoiding or withstanding it: migrating or hibernating, for example. Humans are a different matter.

When faced with an impending or chronic threat, such as climate or ecological breakdown, we seem to go out of our way to compromise our survival. We convince ourselves that it’s not so serious, or even that it isn’t happening. We double down on destruction, swapping our ordinary cars for SUVs, jetting to Oblivia on a long-haul flight, burning it all up in a final frenzy. In the back of our minds, there’s a voice whispering, “If it were really so serious, someone would stop us.”

If we attend to these issues at all, we do so in ways that are petty, tokenistic, comically ill-matched to the scale of our predicament. It is impossible to discern, in our response to what we know, the primacy of our survival instinct. Here is what we know. We know that our lives are entirely dependent on complex natural systems: the atmosphere, ocean currents, the soil, the planet’s webs of life.

People who study complex systems have discovered that they behave in consistent ways. It doesn’t matter whether the system is a banking network, a nation state, a rainforest or an Antarctic ice shelf; its behaviour follows certain mathematical rules. In normal conditions, the system regulates itself, maintaining a state of equilibrium. It can absorb stress up to a certain point. But then it suddenly flips. It passes a tipping point, then falls into a new state of equilibrium, which is often impossible to reverse.

Human civilisation relies on current equilibrium states. But, all over the world, crucial systems appear to be approaching their tipping points. If one system crashes, it is likely to drag others down, triggering a cascade of chaos known as systemic environmental collapse. This is what happened during previous mass extinctions.

Here’s one of the many ways in which it could occur. A belt of savannah, known as the Cerrado, covers central Brazil. Its vegetation depends on dew forming, which depends in turn on deep-rooted trees drawing up groundwater, then releasing it into the air through their leaves. But over the past few years, vast tracts of the Cerrado have been cleared to plant crops – mostly soya to feed the world’s chickens and pigs. As the trees are felled, the air becomes drier. This means smaller plants die, ensuring that even less water is circulated.

In combination with global heating, some scientists warn, this vicious cycle could – soon and suddenly – flip the entire system into desert. The Cerrado is the source of some of South America’s great rivers, including those flowing north into the Amazon basin. As less water feeds the rivers, this could exacerbate the stress afflicting the rainforests. They are being hammered by a deadly combination of clearing, burning and heating, and are already threatened with possible systemic collapse.

The Cerrado and the rainforest both create “rivers in the sky” – streams of wet air – that distribute rainfall around the world and help to drive global circulation: the movement of air and ocean currents.

Global circulation is already looking vulnerable. For example, the Atlantic meridional overturning circulation (AMOC), which delivers heat from the tropics towards the poles, is being disrupted by the melting of Arctic ice, and has begun to weaken. Without it, the UK would have a climate similar to Siberia’s.

AMOC has two equilibrium states: on and off. It has been on for almost 12,000 years, following a devastating, thousand-year off state called the Younger Dryas (12,900 to 11,700 years ago), which caused a global spiral of environmental change. Everything we know and love depends on AMOC remaining in the on state.

Regardless of which complex system is being studied, there’s a way of telling whether it is approaching a tipping point. Its outputs begin to flicker. The closer to its critical threshold it comes, the wilder the fluctuations. What we’ve seen this year is a great global flickering, as Earth systems begin to break down. The heat domes over the western seaboard of North America; the massive fires there, in Siberia and around the Mediterranean; the lethal floods in Germany, Belgium, China, Sierra Leone – these are the signals that, in climatic morse code, spell “mayday”.

You might expect an intelligent species to respond to these signals swiftly and conclusively, by radically altering its relationship with the living world. But this is not how we function. Our great intelligence, our highly evolved consciousness that once took us so far, now works against us.

An analysis by the media sustainability group Albert found that “cake” was mentioned 10 times as often as “climate change” on UK TV programmes in 2020. “Scotch egg” received double the mentions of “biodiversity”. “Banana bread” beat “wind power” and “solar power” put together.

I recognise that the media are not society, and that television stations have an interest in promoting banana bread and circuses. We could argue about the extent to which the media are either reflecting or generating an appetite for cake over climate. But I suspect that, of all the ways in which we might measure our progress on preventing systemic environmental collapse, the cake-to-climate ratio is the decisive index.

The current ratio reflects a determined commitment to irrelevance in the face of global catastrophe. Tune in to almost any radio station, at any time, and you can hear the frenetic distraction at work. While around the world wildfires rage, floods sweep cars from the streets and crops shrivel, you will hear a debate about whether to sit down or stand up while pulling on your socks, or a discussion about charcuterie boards for dogs.

I’m not making up these examples: I stumbled across them while flicking between channels on days of climate disaster. If an asteroid were heading towards Earth, and we turned on the radio, we’d probably hear: “So the hot topic today is – what’s the funniest thing that’s ever happened to you while eating a kebab?” This is the way the world ends, not with a bang but with banter.

Faced with crises on an unprecedented scale, our heads are filled with insistent babble. The trivialisation of public life creates a loop: it becomes socially impossible to talk about anything else. I’m not suggesting that we should discuss only the impending catastrophe. I’m not against bants. What I’m against is nothing but bants.

It’s not just on the music and entertainment channels that this deadly flippancy prevails. Most political news is nothing but court gossip: who’s in, who’s out, who said what to whom. It studiously avoids what lies beneath: the dark money, the corruption, the shift of power away from the democratic sphere, the gathering environmental collapse that makes a nonsense of its obsessions.

I’m sure it’s not deliberate. I don’t think anyone, faced with the prospect of systemic environmental collapse, is telling themselves: “Quick, let’s change the subject to charcuterie boards for dogs.” It works at a deeper level than this. It’s a subconscious reflex that tells us more about ourselves than our conscious actions do. The chatter on the radio sounds like the distant signals from a dying star.

There are some species of caddisfly whose survival depends on breaking the surface film of the water in a river. The female pushes through it – no mean feat for such a small and delicate creature – then swims down the water column to lay her eggs on the riverbed. If she cannot puncture the surface, she cannot close the circle of life, and her progeny die with her.

This is also the human story. If we cannot pierce the glassy surface of distraction, and engage with what lies beneath, we will not secure the survival of our children or, perhaps, our species. But we seem unable or unwilling to break the surface film. I think of this strange state as our “surface tension”. It’s the tension between what we know about the crisis we face, and the frivolity with which we distance ourselves from it.

Surface tension dominates even when we claim to be addressing the destruction of our life-support systems. We focus on what I call micro-consumerist bollocks (MCB): tiny issues such as plastic straws and coffee cups, rather than the huge structural forces driving us towards catastrophe. We are obsessed with plastic bags. We believe we’re doing the world a favour by buying tote bags instead, though, on one estimate, the environmental impact of producing an organic cotton tote bag is equivalent to that of 20,000 plastic ones.

We are rightly horrified by the image of a seahorse with its tail wrapped around a cotton bud, but apparently unconcerned about the elimination of entire marine ecosystems by the fishing industry. We tut and shake our heads, and keep eating our way through the life of the sea.

A company called Soletair Power receives wide media coverage for its claim to be “fighting climate change” by catching the carbon dioxide exhaled by office workers. But its carbon-sucking unit – an environmentally costly tower of steel and electronics – extracts just 1kg of carbon dioxide every eight hours. Humanity produces, mostly by burning fossil fuels, roughly 32bn kg of CO2 in the same period.

I don’t believe our focus on microscopic solutions is accidental, even if it is unconscious. All of us are expert at using the good things we do to blot out the bad things. Rich people can persuade themselves they’ve gone green because they recycle, while forgetting that they have a second home (arguably the most extravagant of all their assaults on the living world, as another house has to be built to accommodate the family they’ve displaced).

And I suspect that, in some deep, unlit recess of the mind, we assure ourselves that if our solutions are so small, the problem can’t be so big. I’m not saying the small things don’t matter. I’m saying they should not matter to the exclusion of things that matter more. Every little counts. But not for very much. Our focus on MCB aligns with the corporate agenda. The deliberate effort to stop us seeing the bigger picture began in 1953 with a campaign called Keep America Beautiful.

It was founded by packaging manufacturers, motivated by the profits they could make by replacing reusable containers with disposable plastic. Above all, they wanted to sink state laws insisting that glass bottles were returned and reused. Keep America Beautiful shifted the blame for the tsunami of plastic trash the manufacturers caused on to “litter bugs”, a term it invented.

The “Love Where You Live” campaign, launched in the UK in 2011 by Keep Britain Tidy, Imperial Tobacco, McDonald’s and the sweet manufacturer Wrigley, seemed to me to play a similar role. It had the added bonus – as it featured strongly in classrooms – of granting Imperial Tobacco exposure to schoolchildren.

The corporate focus on litter, amplified by the media, distorts our view of all environmental issues. For example, a recent survey of public beliefs about river pollution found that “litter and plastic” was by far the biggest cause people named. In reality, the biggest source of water pollution is farming, followed by sewage. Litter is way down the list. It’s not that plastic is unimportant. The problem is that it’s almost the only story we know.

In 2004, the advertising company Ogilvy & Mather, working for the oil giant BP, took this blame-shifting a step further by inventing the personal carbon footprint. It was a useful innovation, but it also had the effect of diverting political pressure from the producers of fossil fuels to consumers. The oil companies didn’t stop there. The most extreme example I’ve seen was a 2019 speech by the chief executive of the oil company Shell, Ben van Beurden. He instructed us to “eat seasonally and recycle more”, and publicly berated his chauffeur for buying a punnet of strawberries in January.

The great political transition of the past 50 years, driven by corporate marketing, has been a shift from addressing our problems collectively to addressing them individually. In other words, it has turned us from citizens into consumers. It’s not hard to see why we have been herded down this path. As citizens, joining together to demand political change, we are powerful. As consumers, we are almost powerless.

In his book Life and Fate, Vasily Grossman notes that, when Stalin and Hitler were in power, “one of the most astonishing human traits that came to light at this time was obedience”. The instinct to obey, he observed, was stronger than the instinct to survive. Acting alone, seeing ourselves as consumers, fixating on MCB and mind-numbing trivia, even as systemic environmental collapse looms: these are forms of obedience.

We would rather face civilisational death than the social embarrassment caused by raising awkward subjects, and the political trouble involved in resisting powerful forces. The obedience reflex is our greatest flaw, the kink in the human brain that threatens our lives. What do we see if we break the surface tension? The first thing we encounter, looming out of the depths, should scare us almost out of our wits. It’s called growth. Economic growth is universally hailed as a good thing.

Governments measure their success on their ability to deliver it. But think for a moment about what it means. Say we achieve the modest aim, promoted by bodies like the IMF and the World Bank, of 3% global growth a year. This means that all the economic activity you see today – and most of the environmental impacts it causes – doubles in 24 years; in other words, by 2045. Then it doubles again by 2069. Then again by 2093.

It’s like the Gemino curse in Harry Potter and the Deathly Hallows, which multiplies the treasure in the Lestrange vault until it threatens to crush Harry and his friends to death. All the crises we seek to avert today become twice as hard to address as global economic activity doubles, then twice again, then twice again. Have we reached the bottom yet? By no means. The Gemino curse is just one outcome of a thing we scarcely dare mention. Just as it was once blasphemous to use the name of God, even the word appears, in polite society, to be taboo: capitalism.

Most people struggle to define the system that dominates our lives. But if you press them, they’re likely to mumble something about hard work and enterprise, buying and selling. This is how the beneficiaries of the system want it to be understood. In reality, the great fortunes amassed under capitalism are not obtained this way, but through looting, monopoly and rent grabbing, followed by inheritance.

One estimate suggests that, over the course of 200 years, the British extracted from India, at current prices, $45tn. They used this money to fund industrialisation at home and the colonisation of other nations, whose wealth was then looted in turn.

The looting takes place not just across geography, but also across time. The apparent health of our economies today depends on seizing natural wealth from future generations. This is what the oil companies, seeking to distract us with MCB and carbon footprints, are doing. Such theft from the future is the motor of economic growth. Capitalism, which sounds so reasonable when explained by a mainstream economist, is in ecological terms nothing but a pyramid scheme.

It scarcely matters how green you think you are. The main cause of your environmental impact isn’t your attitude. It isn’t your mode of consumption. It isn’t the choices you make. It’s your money. If you have surplus money, you spend it. While you might persuade yourself that you are a green mega-consumer, in reality you are just a mega-consumer. This is why the environmental impacts of the very rich, however right-on they may be, are massively greater than those of everyone else.

Preventing more than 1.5C of global heating means that our average emissions should be no greater than two tonnes of carbon dioxide per person per year. But the richest 1% of the world’s people produce an average of more than 70 tonnes. Bill Gates, according to one estimate, emits almost 7,500 tonnes of CO2, mostly from flying in his private jets. Roman Abramovich, the same figures suggest, produces almost 34,000 tonnes, largely by running his gigantic yacht.

The multiple homes that ultra-rich people own might be fitted with solar panels, their supercars might be electric, their private planes might run on biokerosene, but these tweaks make little difference to the overall impact of their consumption. In some cases, they increase it. The switch to biofuels favoured by Bill Gates is now among the greatest causes of habitat destruction, as forests are felled to produce wood pellets and liquid fuels, and soils are trashed to make biomethane.

But more important than the direct impacts of the ultra-wealthy is the political and cultural power with which they block effective change. Their cultural power relies on a hypnotising fairytale. Capitalism persuades us that we are all temporarily embarrassed millionaires. This is why we tolerate it. In reality, some people are extremely rich because others are extremely poor: massive wealth depends on exploitation. And if we did all become millionaires, we would cook the planet in no time at all. But the fairytale of universal wealth, one day, secures our obedience.

The difficult truth is that, to prevent climate and ecological catastrophe, we need to level down. We need to pursue what the Belgian philosopher Ingrid Robeyns calls limitarianism. Just as there is a poverty line below which no one should fall, there is a wealth line above which no one should rise. What we need are not carbon taxes, but wealth taxes. It shouldn’t surprise us that ExxonMobil favours a carbon tax. It’s a form of MCB. It addresses only one aspect of the many-headed environmental crisis, while transferring responsibility from the major culprits to everyone. It can be highly regressive, which means that the poor pay more than the rich.

But wealth taxes strike at the heart of the issue. They should be high enough to break the spiral of accumulation and redistribute the riches accumulated by a few. They could be used to put us on an entirely different track, one that I call “private sufficiency, public luxury”. While there is not enough ecological or even physical space on Earth for everyone to enjoy private luxury, there is enough to provide everyone with public luxury:

Magnificent parks, hospitals, swimming pools, art galleries, tennis courts and transport systems, playgrounds and community centres. We should each have our own small domains – private sufficiency – but when we want to spread our wings, we could do so without seizing resources from other people.

In consenting to the continued destruction of our life-support systems, we accommodate the desires of the ultra-rich and the powerful corporations they control. By remaining trapped in the surface film, absorbed in frivolity and MCB, we grant them a social licence to operate.

We will endure only if we cease to consent. The 19th-century democracy campaigners knew this, the suffragettes knew it, Gandhi knew it, Martin Luther King knew it. The environmental protesters who demand systemic change have also grasped this fundamental truth. In Fridays for Future, Green New Deal Rising, Extinction Rebellion and the other global uprisings against systemic environmental collapse, we see people, mostly young people, refusing to consent. What they understand is history’s most important lesson. Our survival depends on disobedience.

By

Source: Capitalism is killing the planet – it’s time to stop buying into our own destruction | Climate crisis | The Guardian

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 Seven Predictions To Help Insurers Thrive In 2022

As 2021 thankfully recedes from view, 2022 will present insurers with a host of profound changes that we believe will significantly alter the carrier landscape this year and beyond. These changes will be driven by serious pandemic-related challenges, climate change threats, continuing margin pressures and unrelenting incursions from industry outsiders.

Gleaned from conversations with clients, prospects and partners, here’s what insurers need to look out for and respond to in the coming year:

1. Corporate board-level activism will drive strategic planning and operating model change. 

Insurer C-suites have generally had broad latitude in setting their corporate strategies. Now, though, factors that were once an afterthought — climate change, the circular economy, social equity, the connected world — are now front and center.

Under pressure from their boards, most insurers now include environmental, social and governance (ESG) components in their strategic plans and portfolio strategies. Pressure will intensify in 2022, which will impact investment returns, employee hiring and retention, ecosystems and partnerships, and the ability to expand into new geographies.

Recently, the technology head at a large P&C insurer with whom we work began assessing a comprehensive data platform to gain a better understanding of the company’s carbon footprint, climate-related risks, third-party supplier risks and sustainability goals. Companies that respond thoughtfully to ESG concerns will gain significant competitive advantage, including increased customer loyalty, better brand reputation and greater compliance, over those that do not.

2. Heightened M&A activity and private equity infusion will alter the insurance pecking order. 

Armed with trillions of dollars, private equity (PE) firms are snapping up insurance books of business; meanwhile, PE and venture capital (VC) firms are lavishing insurtechs with investment dollars. Concurrently, insurance companies are actively incorporating digital capabilities from insurtechs and startups.

With more acquisitions announced every quarter since the pandemic began (PE insurance sector investments hit $19.28 billion through August 2021, according to S&P Global), we continue to see a shift in the makeup of the insurer landscape. Recent examples include Blackstone acquiring Allstate’s Life insurance business, Apollo’s merger with Athene holdings and Carlyle’s investments in Vantage Risk.

It’s easy to imagine capital, underwriting expertise and customer experience capabilities from non-traditional sources applied to underwrite new risks across industries. This year may be the industry inflection point for unleashing a significant challenge to the mega-insurer establishment.

3. New business domains will further blur the lines between insurance and other industries. 

The pandemic spurred insurers to rethink their core capabilities and increase their relevance by divesting non-core businesses or splitting conglomerates into new entities to create more shareholder value. Recently, AIG split off its life and retirement segment into a standalone entity via an IPO to simplify its business structure, while Principal Financial exited the retail market, placing $25 billion in reserves.

With the ever-increasing need to align business models with how customers engage with products and services, we expect to see new business domains emerge that overlap with and integrate services from several traditional industries. MIT’s analysis of the home domain shows this happening among participants from insurance, financial services, consumer goods and other industries.

For example, Tesla already offers embedded insurance based on driving data, and Amazon recently launched product liability insurance for its sellers through its Insurance Accelerator.

We’re also continuing to see the employer/employee as a new domain around which insurers can build customer-centric business models that include ecosystem partners and attract the attention of PE money to forge unlikely partnerships. 2022 may be the year when this phenomenon gives rise to more embedded insurance products.

4. Employee wellness will continue spurring innovation and development of new group products. 

Wellness products are all the rage, and for good reason. Amid the seemingly endless pandemic, anything that promotes physical, emotional and financial health is a win for all involved.

By proactively engaging with employees to improve their overall wellness and emotional health, insurers can decrease risk for many insurance products, while employers benefit from having more productive and engaged staff. Look for more consumers to seek voluntary wellness options in their insurance products in 2022 — particularly those sold in a direct-to-consumer (D2C) mode via a digital-first model.

Employers will increasingly offer remote benefit programs like fitness classes, telehealth, financial literacy, mindfulness coaching and caregiver help. Such products are a low-cost way to boost employee retention and create a better employee experience.

5. More insurers will experiment with low-/no-code solutions. 

2021 was the year low-/no-code platforms gained notoriety, offering more power to non-technical people to automate processes, develop new applications and build new customer experiences. Although the jury is still out on the promise of these platforms, core insurance systems and enterprise software providers don’t want to be left behind.

Microsoft and ServiceNow are good examples of enterprise platforms that offer low-/no-code capabilities to orchestrate processes. Insurance systems like Vitech, Guidewire, EIS and Duck Creek now offer design tools to create scripts that deliver new functionality faster. Insurance carriers are working to modernize their IT operating models, talent and partner ecosystems to make the best use of low-/no-code technologies offered by software vendors to expedite solution delivery.

6. Digital purchasing experience comes of age. 

The decades-long crawl toward increasingly complex online sales capabilities has now shifted into high gear in the insurance space, with the explosion of third-party data, embedded insurance products (see #3) and more precise systems of engagement. No matter what domain they’re purchasing from, consumers expect online purchases to be convenient, speedy and wrapped into a full-service experience.

Insurers are adapting their processes and unique data assets to meet the challenge. Most insurers are placing “digital-first” bets to create seamless purchase experiences, increase loyalty and engagement, and drive behaviors that improve risk profiles.

Working with a digitally-born business, a large supplemental carrier with whom we work is seeking to offer a one-stop-shopping consumer experience by integrating its new product, distribution and servicing capabilities and expanding its base products with complimentary coverage for richer cross-selling opportunities. It’s also introducing white- and co-labeling of products with partner companies’ distribution channels.

Another specialty insurer that we serve is partnering with marketing and tech organizations to create a roadmap for content management, customer relationship management and marketing automation ecosystems through the lens of experience enablement for new D2C audiences and internal (broker and carrier) stakeholders.

While indirect sales channels won’t go away, insurers and intermediaries must improvise and adapt to the digital environment and create unique products and solutions that predict and address customers’ needs. The emergence of better tools (think AI and analytics, for example) will help. But a commercial FOMO (“fear of missing out”) brings real urgency to this shift.

7. Greater use of AI will result in changes to permissible data and a heightened role for regulating authorities. 

Reliance on traditional credit and demographic data is increasingly under scrutiny by regulators, resulting in wholesale changes and limitations on how policies are priced, purchased and serviced. New data sources, as well as AI- and machine learning-driven analytics will increasingly be used to address the vacuum created across product development, distribution, underwriting, pricing, servicing and claims. Such variables will draw more scrutiny from regulators.

Insurers will encounter protracted regulatory reviews based on their use of new data sources (GPS data, health and safety data, consumer demographics, etc.) and AI-driven predictive models and analytics. The need to test models for the irresponsible use of advanced AI technologies could complicate future regulatory filings and rate changes.

Furthermore, regulators may require insurers to publish publicly available model bias impact statements to establish transparency. To differentiate themselves, leading insurers will invest in establishing a foundation for dealing with third-party data, new rating systems and analytical capabilities while also creating streamlined filing processes. Carriers that drop bias-creating variables in favor of those that truly impact risk will minimally benefit from better underwriting results. As ESG and disclosure requirements evolve, compliant carriers will gain a distinct competitive edge.

Creating tomorrow’s advantage, today

Insurers’ success in 2022 will pivot around how well they predict customer needs, navigate uncertainty and deliver value — concurrently. Winning carriers will be those that are agile, build skills and capabilities that increase their relevance, accelerate collaboration with ecosystem partners and emphasize data-driven products.

By doing so, insurers can step boldly into the future, well-equipped to anticipate change and deliver seamless customer experiences.

Mahesh Natarajan is Head of Strategy, Insurance Solutions Group and Ventures, at Cognizant. A 20-year veteran at Cognizant, he is an experienced business leader with a demonstrated history of enabling client success, scaling businesses and simplifying complex problems. Mahesh has proven experience advising clients on strategic business initiatives such as digital transformation, operational excellence, managed technology services, organizational change management, Lean ADM and technology transformation. He is passionate about continuous learning, empowering teams and STEM education. Mahesh has a Bachelor of Computer Science and engineering from University of Madras. He can be reached at Mahesh.Natarajan2@cognizant.com.

Source: Cognizant BrandVoice: Seven Predictions To Help Insurers Thrive In 2022

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Losses From Malware May Not Be Covered Due To Your Policy’s Hostile Acts Exclusion”. The National Law Review. Retrieved 25 April 2019.

Insurers waive terrorism exclusions for Christchurch shooting victims”. Stuff. Retrieved 25 April 2019.

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Insurers’ websites receive first marks | Банк России”. http://www.cbr.ru. Retrieved 21 May 2018.

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Insurance as maladaptation: Resilience and the ‘business as usual’ paradox” (PDF). Environment and Planning C: Government and Policy. 34 (6): 1175–1193. doi:10.1177/0263774X15602022. ISSN 0263-774X. S2CID 155016786.

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Credit-Based Insurance Scores: Impacts on Consumers of Automobile Insurance

Why Data Is The Key To Driving Sustainability In Retail

We are entering the age of circular economics where “once is never enough.” Products and businesses will need to be designed for regeneration, rather than produced, delivered, and trashed.  getty

Both corporate values and customer expectations are driving more conscious policies and spending to benefit the planet. Here’s how data and analytics are helping retail organizations hit their sustainability targets.

We are entering the age of circular economics where “once is never enough.” Products and businesses will need to be designed for regeneration, rather than produced, delivered, and trashed.

Is your business sustainable, equitable, ethical? These days, does it have a choice not to be?In 2020, interest in “ethical brands” and online shops exploded, growing between 300% and 600% based on Google searches alone.

It can be hard to remember just how much things have changed in the months since the pandemic seized the world. Sustainability is now as much about the resiliency of your business as it is that of the planet—with both benefiting accordingly. Sustainability represents a huge opportunity to serve consumers with what they want, and the world with what it needs, in order to help keep everyone thriving—including your bottom line.

We are entering the age of circular economics where “once is never enough.” Products and businesses will need to be designed for regeneration, rather than produced, delivered, and trashed. Sustainability is rapidly growing as a way to evaluate the non-financial performance of companies and measure the purpose and values that drive a brand.

Coupled with the ongoing concerns around the environmental impacts of carbon emissions, material waste, energy consumption, and scarce resources, retailers are using the challenges raised by the pandemic as a chance to rewire their systems to drive healthier, sustainable, and more resilient value chains that will allow them to thrive in the future.

For example, reducing synthetic PVC plastics in products can reduce fossil fuel consumption. Sourcing raw materials ethically and sustainably helps increase supply chain longevity. Providing services that encourage consumers to repair, rather than buy new products, can reduce unnecessary waste.

Such an emphasis on sustainability may seem like a whole new way of doing business that at times runs counter to the conventional practices of the past. Yet if we don’t seriously reconsider the future of business, will there be much of a future for businesses at all?

Building this future will require an entirely new understanding of the components, inputs, and resources that go into a business. This kind of understanding is made possible on the cloud.

Sustainability sells: Consumers are driving new transformation

The turmoil of COVID-19 didn’t just bring social distancing—it marked the beginning of an eco-awakening. The increased attention on health, safety, and well-being sparked a renewed awareness around sustainability, particularly in the personal choices consumers make in their own lives and how those choices impact the environment.

In fact, Google research* shows that people now have a greater appreciation for life, are more aware of how valuable nature is for their mental and physical health, and recognize being sustainable plays a critical role in protecting it. As a result, sustainability is more top of mind than before the pandemic.

Now, shoppers are looking more closely than ever at the products they buy and the brands they support—and they’re ready to make different choices if they don’t like what they find:

  • As mentioned, Google search interest in “ethical brands” and “ethical online shopping” during 2020 grew 300% and 600% compared to the previous year.
  • 1 in 3 shoppers stopped purchasing certain brands or products due to ethical or sustainability related concerns.
  • Nearly 6 in 10 consumers say they are willing to change their shopping habits to reduce environmental impact.

Retailers were already feeling the pressure to reduce their impact on the environment long before the pandemic. After all, the fashion industry alone accounts for 20% of wastewater and up to 8% of carbon emissions globally. But this new shift in consumer behavior serves as an extra warning that it’s time to accelerate changes now—or pay the price later on.

And it’s not just consumers looking for a commitment from retailers—suppliers, investors, employees, and policymakers are also expecting tangible, sustainable action from businesses. Sustainability is rapidly growing as a way to evaluate the non-financial performance of companies and measure the purpose and values that drive a brand.

At least 65% of world economies have made 2050 net-zero commitments and new EU regulations even require businesses to disclose ESG data about what and how they operate and manage social and environmental challenges.

These changes are already underway. So how can retail businesses stay ahead of them?

Data is key for doing good for retail and for the planet

Retailers have been pushed to illuminate the murkier aspects of their value chains to strengthen credibility and prove in concrete terms exactly how they are delivering on sustainability. But companies can only manage what they are able to measure, so data is crucial for sustainability efforts.

There is a lot of valuable data that can be generated from the first mile to the last mile of products; from direct energy consumption in stores and in warehouses; to CO2 emissions from supply chains and manufacturing; to the effects of resource procurement. Organizations can also gain insight into upstream and downstream activities, such as product distribution and delivery, consumer disposal of product packaging, and other waste.

Migrating to a sustainable cloud can reduce CO2 emissions by 59 million tons a year, which is equivalent to taking 22 million cars off the road, according to Accenture research.

Nearly every aspect of the value chain has the potential to be measured in terms of the impact on the environment as long as companies have the right technologies in place.

Given the public cloud’s inherent efficiencies, it is one of the fastest paths to hit sustainability targets and reduce energy costs. In fact, according to Accenture research, migrating to a sustainable cloud can reduce CO2 emissions by 59 million tons a year, which is equivalent to taking 22 million cars off the road.

But the cloud offers other capabilities that benefit the overall sustainability efforts of retailers, too. Namely, the cloud enables a strong data foundation that allows information to be collected, processed, managed, and analyzed in one place.

The reduction of silos and the availability of a single, centralized view of all relevant data creates the end-to-end visibility needed to understand the full environmental impact of business decisions across the value chain.

Here’s how data is helping retail organizations hit their sustainability targets:

  • Lowering carbon emissions and energy usage. Retailers need to accurately measure and understand carbon emissions and energy consumption across thousands of devices, facilities, processes, and locations. By gaining a full picture of carbon emissions, businesses will have the power to optimize and implement sustainable best practices—and track future progress—that will deliver real reductions. For example, data can be used to identify cleaner times of day or lower carbon density regions that can create big opportunities to offset and lower emissions.
  • Reducing waste and optimizing supply chains. There are numerous opportunities for retailers to apply data to supply chain sustainability problems, such as inaccurate demand and inventory planning, manufacturing inefficiencies, packaging or product surplus waste, and more. Integrating data from disparate internal systems, partners and suppliers, and external public sources can help create more sustainable and resilient supply chains. Real-time visibility and advanced analytics enable retailers to drill down into key sustainability metrics, benchmark their progress against other industry players, identify and mitigate risks, and improve overall production quality.
  • Unlocking deep insights for better decision making. Retailers are looking to answer questions about how current processes impact the environment now and how their businesses will be affected by climate change in the future. Leveraging rich datasets about the planet, new AI and machine learning models, and smarter analytics enables them to extract insights and predict outcomes around sustainability, helping them to make better decisions that keep them on track to future goals.

Retailers are already working on sustainability

Putting their vast amount of data to work, retail companies are already starting to harness, organize, and democratize data both within and outside of their organizations, identifying where environmental impact is happening and taking action.

For example, retailers are applying predictive forecasting models to chase down waste to make demand planning more accurate. Understanding what products customers are most likely to buy and where they will purchase can influence decisions about sourcing, where to place inventory, and optimize shipments and deliveries. It also provides a more personalized product selection, keeping both customers and suppliers happy.

Retailers can also reimagine last-mile delivery packaging. For instance, intelligent packing recommendation (IPR) solutions can analyze the physical dimensions of every SKU, packing materials, and other properties like fragility and temperature to make sure every box is optimally packed. Google Cloud research shows that IPR brings significant savings and an improved customer experience, reducing the total packaging cost per order by 29% and total shipping costs by 19%.

When retailers do good while doing well, everyone wins—consumers, businesses, and the planet.

To learn more about the role of technology in sustainability, check out our Sustainable IT Masterclass or watch our “Solving for Sustainability in Retail and Consumer Goods” on demand.

Maria McClay, Director, Department Stores, Fashion and Beauty, Google Cloud. Maria McClay is a director at Google Cloud, working with Fashion &

Source: Why Data Is The Key To Driving Sustainability In Retail

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