PWC
“ I think there’ s an increased realisation that there’ s only so much we can do on our own”
David Linich, Decarbonisation and Sustainable Operations Lead, PwC
particular area, that can make you more resilient against price volatility of your utilities or the cost of certain materials to operate your business.”
Findings like this indicate the business case for both technological transformation and decarbonisation has never been stronger, but balancing investment and performance can be tricky.
David outlines some key questions to ask when striking this balance, noting that“ it is really important to get down to a detailed plan” and to understand whether decarbonisation is to reach a specific target or if there are any initiatives the business wants to focus on.
Then, he asks:“ What are each of those initiatives going to cost? How much carbon does each remove so that I can now map out how much CapEx do I need each year? How much incremental opex might we be looking at to understand how much to finance? But importantly, as you’ re building that plan, what’ s the full business case around that?”
With so many questions it’ s easy to get overwhelmed, but David argues“ it’ s not enough to just lay out the cost” as it can come across as“ just a burden on the organisation” and instead it’ s important to take the time to“ identify and quantify the business value around decarbonisation.”
Towards a circular future Despite this clear business value, David has seen a lot of“ distraction” in recent months, as geopolitical risk rises and the tariff landscape forces businesses to rethink their supply chains.
12 pwc. com