![]() (See sidebar, “Scope of the McKinsey analysis.”) What the facts say 2 These calculations do not include emissions from technology-driven services sold, such as cloud capacity. Scope 1 emissions are direct emissions from the activities of an organization or under their control, including fuel combustion on site such as gas boilers, fleet vehicles, and air-conditioning leaks scope 2 emissions are from electricity purchased and used by the organization and scope 3 emissions are all indirect emissions not included in scope 2 that occur in the value chain of the reporting company, including both upstream and downstream emissions.), and indirect emissions from technology devices that the CIO buys and disposes of (scope 3). We examined emissions from use of electricity for owned enterprise IT operations, such as the running of on-premises data centers and devices (classified as scope 2 by the Greenhouse Gas Protocol 1 Greenhouse Gas Protocol: Technical Guidance for Calculating Scope 3 Emissions: Supplement to the Corporate Value Chain (Scope 3) Accounting & Reporting Standard, World Resources Institute & World Business Council for Sustainable Development, 2013. This article focuses on defense, specifically the IT elements over which a CIO has direct control. The defense activities are where the CIO, as the head of IT, can act independently and quickly. defense-the actions IT can take to reduce emissions from the enterprise’s technology estate.offense-the use of technology and analytics to cut emissions by reducing (improving operational efficiency), replacing (shifting emission-generating activities to cleaner alternatives), and reusing (recycling material).To start, we divided technology’s role into two primary types of activities: We have done extensive analysis of where technology can have the biggest impact on reducing emissions. ![]() ![]() Misconceptions and misinformation have clouded the picture of what CIOs and tech leaders should do. One of the biggest reasons is that hard facts and clear paths of action are scarce. While many organizations’ climate goals are lofty, enterprise technology leaders-CIOs, chief digital innovation officers (CDIOs), and chief technology officers (CTOs), among others-have not always succeeded at turning climate ambitions into reality. This article is a collaborative effort by Gerrit Becker, Luca Bennici, Anamika Bhargava, Andrea Del Miglio, Jeffrey Lewis, and Pankaj Sachdeva, representing views from McKinsey Technology. ![]()
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