810-370141-001 The report points out that the actions of Chinese enterprises in low-carbon transition are gradually moving deeper, mainly reflected in three aspects: first, the awareness of carbon reduction has been greatly improved, and the number of enterprises with a clear carbon neutral timetable has been increasing; Second, the driving force of carbon reduction is shifting from external pressure to internal, “social responsibility”, “cost reduction”, “downstream user demand”, “brand value” and “export factors” have become internal driving forces; Third, green and low-carbon is becoming the core competitiveness of enterprises, nearly 70% of the surveyed enterprises believe that green and low-carbon products or services can gain competitive advantages or premiums.
Sustainable development is a systematic project, which requires enterprises to carry out profound changes in business operation, organization and ecological chain. However, a common phenomenon mentioned in the report is that in order to achieve carbon reduction goals, increasing investment has become the consensus of enterprises, but for the specific investment ways and paths, most enterprises of different industries and different sizes do not have a clear plan.
In view of the multiple challenges faced by enterprises in the process of carb810-370141-001 on reduction, such as unclear direction, unclear path, poor implementation, and uncertain returns, Lv Zhiyong, head of the sustainable development and carbon neutral consulting business of Schneider Electric, suggested that the carbon reduction path can be planned from two aspects: the first is the policy level, and the second is the market level.
“Through this method, enterprises can quickly sort out the current situation and then take relevant actions in combination with their actual situation.” Before taking action, you also need to prioritize your actions through financial analysis and implement carbon reduction without affecting your main business.” Lu Zhiyong said.
The report proposes four steps to build sustainable impact enterprises: “strategic planning”, “organizational innovation”, “technological innovation” and “ecological empowerment”. Among them, the value of technological innovation is particularly prominent, and it is becoming the core driving force of low-carbon transformation. The new power system dominated by emerging technologies such as new energy and digitalization is the main starting point for the development of new quality productivity in the energy and power industry. Schneider Electric microgrid business expert He Jinhang said that Schneider Electric has a complete scenario application scheme in all aspects of “source network load and storage”, and through professional top-level design consulting, help customers choose and deploy low-voltage int810-370141-001 egration and software and hardware integration solutions, help all walks of life into the new power system, accelerate energy transformation.
Through three consecutive years of research and executive visits to about 360 manufacturing enterprises, the report found that the industrial digital transformation is constantly accelerating, mainly reflected in: first, the data processing capacity continues to improve, in 2022, nearly 90% of the surveyed leading enterprises have completed data collection, but only a quarter of the data application; Second, the overall transformation continues to accelerate, with the proportion of enterprises at the “advanced digital level” rising from 45% in 2021 to 54% in 2022. Third, the transformation goals continue to expand, intelligent, green dual-line integration is more and more obvious, in 2023 93% of the surveyed leading enterprises have developed digital and dual-carbon strategies.
The report also pointed out that enterprises are facing four major challenges in the construction process of green smart factories: First, strategic challenges, 56% of enterprises believe that the overall planning and design of factory construction is insufficient, and the transformation path is not clear; The second is the operational challenge, it is difficult to determine the appropriate scenario and entry point, as well as the high investment in early construction and long payback period; The third is the technical challenge, how to leverage technology in the case of rapid technology iteration in the industry, and the integration of business and technology is not strong; The fourth is the talent challenge, how to cultivate the compound talents needed for factory construction and development through a series of measures such as building corporate culture, and solve the problem of insufficient willingness and ability of employees.
