Month: July 2023

Originally published on Illumina News Center

Lung cancer patients in Wales are about to get answers faster—and potentially find out if they’re a match for targeted therapies.

In Wales, lung cancer is the third most common cancer for women and the fourth most common for men, and it remains the leading cause of cancer-related deaths. Welsh patients often present late, at stage III or IV lung cancer. Unfortunately, patients diagnosed with stage IV lung cancer face a one-year survival rate of 16%.

In 2017, the Welsh government issued the Genomics for Precision Medicine Strategy, and last December, the Genomics Delivery Plan for Wales 2022-2025, calling for nationwide clinical care based on next-generation sequencing (NGS). “We all agree that there is a critical need to rapidly implement the increased utilization of liquid biopsy within the cancer pathways for patients within the health care system in Wales,” says Sian Morgan, laboratory director of the All Wales Medical Genomic Service (AWMGS).

In collaboration with Illumina and 13 other organizations, AWMGS, the single provider of genetic services in NHS Wales, will make liquid biopsies available to 1260 lung cancer patients consecutively across the country’s seven health boards, under a partnership named QuicDNA. Rather than excising tissue from a patient, a liquid biopsy uses a simple blood draw, since fragments of tumor DNA shed into the bloodstream. The blood samples with circulating tumor DNA (ctDNA) are sequenced on a 500-gene panel. The approach is known as comprehensive genomic profiling (CGP) and it can assess multiple biomarkers in numerous tumor types in a single NGS assay.

In Wales, ctDNA is currently used in a limited fashion to investigate genes associated with targeted therapies (EGFR and KRAS genes), usually when tissue is unavailable in late-stage patients. The standard tissue biopsy can be painful and place patients at risk of complications, and is not always an option. And if the biopsy is of poor quality, or too small, there may not be enough tissue left for genomic testing, which then requires a second or third biopsy, adding to the patient’s discomfort and prolonging the diagnosis.

“We think it is critically important for stage III and IV lung cancer patients, in particular, to receive genomic results as soon as possible,” says Magda Meissner, a medical oncologist at the Velindre Cancer Centre in Cardiff and the clinical lead for Liquid Biopsy for All Wales Medical Genomic Services. She refers to local studies that indicate a potential 25% of lung cancer patients miss out on targeted treatment, either due to becoming too unwell to receive anticancer treatment or passing away before receiving genetic results that could extend their lives. “We need to expedite the process.”

The standard guideline for the pathway to cancer diagnosis in Wales is 62 days or more. Currently it is challenging to meet even this parameter—time that many patients don’t have. First, a patient needs to make an appointment to see a general practitioner, who can then order required investigations and refer them to a rapid-access lung clinic at a hospital. At the clinic, a lung physician will assess the patient and the imaging results. If the physician suspects cancer, a tissue biopsy will be arranged, and the collected tissue will be sent to a pathologist for diagnosis.

In the United Kingdom, every patient with suspected cancer has their case discussed at a multidisciplinary team (MDT) meeting, which includes the oncologist, radiologist, pathologist, respiratory physician, thoracic surgeon, palliative care team, and nursing specialist team. The team reviews the biopsy results and imaging before making a final diagnosis and discussing the best treatment options. Often at this point, the doctors will request genomic testing, which takes another 14 to 28 days before they can get results and potentially offer a targeted therapy.

Meissner says patient health can deteriorate during this multistep process, and the main goal in implementing ctDNA is to offer targeted therapy to patients with an identified genomic target sooner than they would normally receive it.

With the new QuicDNA program, patients will get a blood sample for ctDNA early in the diagnostic pathway when the lung physician suspects stage III or IV lung cancer. The genomic results will be available for the MDT meeting. Because more than 10 genetic biomarkers are associated with an approved therapy for lung cancer, genetic testing can significantly increase treatment options. “When you can identify, for example, an EGFR mutation through sequencing, a patient can potentially start oral therapy (tablets) the next day,” says Meissner.

What they’ll learn
The QuicDNA program will generate an enormous amount of genomic data, which will be used alongside clinical data to evaluate diagnostic efficiency and clinical utility of liquid biopsy. The partnership with Illumina will also further investigate why some patients might show an initial response to a treatment but then progress, or worsen, a few months later.

They will also evaluate the economic costs and effects of liquid biopsy for the Welsh health system. “Invasive tissue biopsies require highly skilled individuals, including clinicians, nurses, and pathologists who examine the tissue under the microscope,” says Meissner. “All of these personnel and resources need to be arranged within a hospital setting, which adds to the overall cost.”

A tool in disease monitoring
The investigators strongly believe that by the end of the study and based on the outcome data, the routine use of this technology can be justified and embedded in NHS practice across Wales. And the team on site is already thinking about further possibilities for ctDNA use. They might also be able to use ctDNA for disease monitoring. Rather than waiting for a regular scan every two to three months, clinicians could change treatment quicker if they learn that the patient isn’t responding well based on a blood test. Taking subsequent samples when a patient progresses on treatment could enable them to discover new mutations.

The potential for ctDNA is great, and Meissner says the medical community is excited: “I think people are realizing that ctDNA is a powerful analyte, not only in lung cancer but other cancers.” She already has oncologists contacting her to do ctDNA testing for other cancers. “As soon as we prove the value in lung cancer, we want to expand liquid-based CGP to other tumor types.”

Morgan adds that, given the rapidly changing landscape of cancer management, the growing number of targeted therapies and types of tumors, and the variety of treatment settings, “I can see liquid biopsy becoming the frontline test for many tumors, due to ease of sampling and time to return genomics profiling results that will impact patient management and outcomes. It is not entirely a question of replacing tissue, but the requirement for a more timely test for patient management.”

Read the full MetLife 2022 Sustainability Report

MetLife 2030 DEI Commitments

Across MetLife, we’re guided by our purpose: Always with you, building a more confident future. This includes building a more inclusive and equitable workplace and society. 

Our broad set of 2030 diversity, equity and inclusion (DEI) commitments is designed to address the needs of the underserved and underrepresented through a mix of investments, products and services, supply chain, volunteering and community efforts. Each commitment is anchored to our business strategy and informed by the United Nations Sustainable Development Goals. The financial components of these commitments total more than $2.5 billion by 2030.

As we continue to transform our commitments into meaningful actions, we look forward to sharing our progress along the way.

MetLife’s purpose calls on us to build a more inclusive and equitable world for all our stakeholders. The breadth of these commitments demonstrates that we are significantly advancing our DEI efforts on every front. Setting clear expectations for our progress will hold us accountable and sustain our momentum.

Michel Khalaf
President and CEO

MetLife has pledged to deliver on the following commitments by 2030:

To invest in firms owned by women, minorities and disabled persons

MetLife will originate $1 billion in investments that advance firms owned by women, minorities and disabled persons. MetLife made a down payment on this commitment with nearly $100 million deployed in 2021.

To direct spending to diverse suppliers

MetLife will reach $5 billion in spend with diverse suppliers – an increase of $1.6 billion from the amount MetLife’s Supplier Inclusion and Development Program has committed since its inception through year-end 2020. MetLife will also annually report the economic impact of this spend.

To positively impact underserved and underrepresented communities through funding from MetLife Foundation

MetLife Foundation has committed $150 million in funding to support underserved and underrepresented communities.

To engage our employees in volunteer opportunities

MetLife will commit 800,000 employee volunteer hours with a focus on DEI/underserved communities.

To offer solutions and insights focused on underserved communities 

MetLife will provide solutions and insights to address the needs of the underserved. For example, MetLife will build partnerships with experts to provide educational content in Upwise™ – the company’s new digital financial wellness app – to tackle the financial challenges disproportionately impacting diverse communities.

To support DEI-focused research

MetLife will support research that advances understanding of DEI issues. For example, MetLife will share insights from the company’s annual Employee Benefit Trends Study and other research initiatives to help employers as they support their increasingly diverse workforces.

To advance workforce diversity

MetLife will continue to advance workforce diversity by consistently achieving top quartile positioning across each ethnically and racially diverse category in the U.S. and of female officers globally. MetLife also will enhance transparency of the link between top quartile positioning and executive leadership performance.

Our Approach to Diversity, Equity & Inclusion

By cultivating a purpose-driven and inclusive culture, we’re able to better meet the diverse needs of the customers and communities we serve. Here are some ways we’re approaching that work.

Establishing a Global Diversity, Equity, and Inclusion Leadership Council to drive DEI strategy and execution across businesses, functions and regionsIntegrating inclusive leadership into our Leading the Future program so people leaders create an inclusive environmentLaunching Inclusion Begins with Me, a global comprehensive set of resources and curated learning, including inclusion dialogues, mandatory courses and the Inclusion Begins with Me: Conversations that Matter podcastPiloting INDEAVOR Team Experience, an interactive experiment to apply inclusive behaviors and habits to build greater trust and collaborationActivating Inclusion Action Teams to champion inclusion by giving voice and encouraging actions that engender a more diverse and inclusive MetLife culture

Originally published on Black & Veatch Insights

This is the third in a series of insights called “Moving from Sustainability Talk to Action.” As the market moves toward net-zero, carbon-free and low-carbon fuels infrastructure projects (fueled by the promise of tax credits) are key for realizing decarbonization goals. These semi-large infrastructure projects will need to navigate through the air permitting waters prior to the start of construction. This insight addresses the management of air quality and permitting risks on these projects.

Ajay Kasarabada, P.E, AVP and Director – Environmental Solutions, Black & Veatch

Mike Rinkol, P.E., Subject Matter Lead – Air Regulations & Sciences, Black & Veatch

The Inflation Reduction Act (IRA) was designed to animate the market to rapidly deploy infrastructure on the ground to meet ambitious decarbonization goals. While technological advancements are happening to electrify the ecosystem with green electrons, vast chunks of the economy still rely on conventional fossil fuels. During this transitionary period, owners, operators, and developers, as well as interested financial institutions, increasingly are considering investment in alternative fuels such as renewable hydrocarbon fuels from biomass feedstocks – and blue fuels sourced from hydrocarbon feedstocks with carbon capture and sequestration – to provide carbon-free or low-carbon energy sources to fuel the economic engine. The manufacturing processes that produce these alternate fuels use complex unit operations and are typically classified as chemical plants, which emit air emissions in addition to carbon dioxide (CO2).

Examples of carbon-free and low-carbon fuels manufacturing projects:

Renewable gasoline 
 Renewable alcohols (ethanol, butanol, methanol, mixed alcohols) 
 Sustainable aviation fuel (SAF) 
 Blue hydrogen and ammonia from methane with carbon capture and sequestration 
 Syngas and renewable natural gas from biomass feedstocks

These proposed fuel-manufacturing plants (fuels projects) are being evaluated for risk factors such as economics, reliability, operational flexibility and stability as part of initial conceptual studies and Project Definition Rating Index (PDRI) reviews. However, the environmental considerations – specifically the impact of air quality permitting requirements on project economics, design and schedule – are typically not considered until later in the project planning process. If we want to see these fuels projects implemented and operational to achieve further decarbonization, it is important that air quality and permitting metrics are not ignored.

Clearing the Air on Permitting Requirements

The Clean Air Act Amendments of 1990 (CAAA) define stationary sources of air emissions as “any building, structure, facility or installation which emits any air pollutant.” Air construction permits are required prior to construction and operation of stationary sources and modification to existing stationary sources. The CAAA also defines modification as “any physical change in, or change in the method of operation of, a stationary source which increases the amount of air pollution emitted by such source or which results in the emissions of any air pollutant not previously emitted.” Fuels manufacturing operations have several stationary sources with air emissions. Consequently, air construction permits are required prior to construction and operation of these facilities.

The CAAA regulates six criteria air pollutants and 188 hazardous air pollutants (HAPs). The six criteria air pollutants are nitrogen dioxide (NO2), sulfur dioxide (SO2), carbon monoxide (CO), particulate matter (PM10 and PM2.5), ozone (volatile organic compounds or VOCs are considered surrogates for ozone and are regulated), and lead (Pb). In addition to these pollutants, some states also regulate state specific air toxics.

Affected parties and facilities must acquire an air construction permit with minimal requirements and overcome the least number of permitting risks. Air construction permits are classified as minor and major source construction permits depending upon the amount of emissions change from either a new installation or modification to an existing installation. In general, minor source air construction permits have the fewest permitting hurdles to overcome and regulatory requirements to meet. Major source permits are implemented under the federal CAAA New Source Review (NSR) provisions under two programs: the Prevention of Significant Deterioration (PSD) program outlined in 40 CFR 52.21, and the Nonattainment NSR (NNSR) program outlined in 40 CFR 51 and 52. PSD regulations apply to major stationary sources and major modifications at major existing sources undergoing construction in areas designated as attainment or unclassifiable. The PSD regulations are designed to ensure that the air quality in attainment areas does not significantly deteriorate or exceed the National Ambient Air Quality Standards (NAAQS) while providing a margin for future industrial and commercial growth. NNSR applies in regions that are classified as nonattainment for a particular pollutant(s).

The PSD program sets forth specific threshold levels, referred to as significant emission rates (SER) that are used to determine if an emissions increase constitutes a significant emissions increase for each PSD pollutant. The SERs for PSD pollutants that are typically of concern for facilities with combustion units are summarized in Table 1.

Table 1: PSD Significant Emission Rates

PollutantSignificant Emission Rate (tpy)PM25NOx40SO240PM1015CO100VOC (surrogate for ozone)40Sulfuric Acid Mist7Lead0.6Fluorides3

 

At existing major PSD sources, PSD is applicable if the emissions change results in a significant emissions increase and a significant net emissions increase (details about PSD netting is beyond the scope of this insights article).

The primary provisions of the PSD regulations necessitate a thorough review of major modifications and new major stationary sources before construction can begin, ensuring compliance with the NAAQS, the applicable PSD air quality increments, other air quality-related values and the requirements to apply Best Available Control Technology (BACT) to minimize the emissions of air pollutants from these sources. For nonattainment areas, as mentioned earlier, major source review falls under NNSR provisions. Major source thresholds for nonattainment areas are dependent on the severity of nonattainment classification and are lower than the PSD major source thresholds. NNSR major source review mandates the implementation of Lowest Achievable Emission Rate (LAER), which is more stringent than BACT, and the purchase of offsets or emission reduction credits for the nonattainment pollutant exceeding the major source threshold. Additionally, an Ambient Air Quality Impact Analysis (AAQIA) may be required.

How does air permitting impact fuels projects?

There is a strong interdependence between air permitting and process design for fuels projects. Several iterative steps may be needed to ensure development of an optimal process and an installation which can smoothly sail through the air permitting waters. As mentioned earlier, the goal for most interested parties is to minimize the air permitting hurdles that need to be overcome prior to obtaining an air construction permit – or in other words qualify for permitting as a minor source. Given the IRA’s tax credit triggers related to life-cycle carbon (studied using the GREET model), it’s also important to consider how this may influence conceptual design to minimize life cycle carbon and maximize production tax credits. Let’s take a deeper look at the ways in which air permitting nuances may impact project characterization, economics and permitting schedules.

Project Characterization

Facility location, size and layout must be considered, including:

Feasibility of locating a source in an attainment or nonattainment area, proximity of the source to sensitive receptors (i.e., schools, nursing homes, environmental justice communities, etc.), locating at a greenfield site or co-locating at an existing plant or adjacent to a downstream fuel client facility. Colocation can trigger additional reviews associated with contractual and operational relationship between the two collocated parties, including common ownership and control, “but-for” relationships, etc. 
 How big of an emissions unit based on product output can be permitted without tripping major source thresholds or violating ambient air impact thresholds. 
 How many units can be built, finding room to install additional units or equipment or leaving space for future process trains. 
 Negotiating guaranteed emission rates from vendors (i.e., catalyst manufactures, air quality control equipment OEMs, etc.) to meet potential permit limits.

Project Economics

Project economics for a typical fuels plant may include costs for raw materials, transportation, carbon capture and sequestration, electricity rates, heat rates and annual operational costs, as well as potential fuel savings in their economic models to determine project viability. It’s also important that along with the process design team, the air permitting staff or permitting consultants interact closely with the project economists to include other capital and operating costs associated with add-on emissions control equipment, fuel pre-treatment equipment, and costs for buying emission offsets (in nonattainment areas only) into the economic model. Costs for obtaining offsets could be very high depending on the type of nonattainment pollutant for which the offsets are required and the prevailing market rates for such offsets. Similarly, add-on emissions control capital and operational costs can be high, and a detailed economic analysis may be necessary to justify inclusion or exclusion of such technologies as part of the project design.

Project Schedule

Having established that obtaining an air construction permit is necessary prior to beginning construction and operation of fuels projects, it is imperative to allocate sufficient time in the project schedule and planning. This includes time for conducting iterations during the conceptual design phase when the project is being optimally characterized, time for preparing air construction permit application documents, and time for the agency review process.

Minor source permit reviews typically take three to six months for approval after a complete application has been submitted. Major source review can take from 12 to 24 months for agency review and approval. The time budgeted for air permitting can be used to develop a sound air permitting strategy, including time to engage the air permitting agencies early with the nature of the project being planned, time to engage the public with the benefits of the project and time for the air permitting staff or consultant to conduct all relevant and required analyses and assemble the permit application for submittal to the state agencies for their review and approval.

Finally, in order to accommodate project schedules, a sequence of projects (for example, phased installation of process trains) all planned within a phased schedule cannot be broken down into segments so that each segment would be below the major source thresholds, when the project as a whole could exceed them. This concept is called segmentation for avoidance of major source review and is not allowed.

The Path Ahead

Air quality regulations can add complexity, costs and increased permitting time to a fuels project and should be addressed upfront in the project planning process. Air quality permitting requirements that include BACT and/or AAQIA may require additional pollution control equipment and fine-tuning of the project conceptual design, which can impact project cost and complexity in the permit application preparation and processing. Considerations such as colocation, common ownership and control, PSD avoidance via phasing projects and segmentation also add complexities and can increase the time to obtain an air construction permit, which must be obtained before a facility can commence construction.

Successful deployment of carbon-free and low-carbon fuels manufacturing projects requires air quality be integrated as a significant component of the overall fuels project planning phase. Navigating these waters can be complicated, especially as development and investment is spurred by tax incentives, which is why it’s vital to plan for air permitting prior to the start of construction.

References:

CAAA §111(a)(3) 
 CAAA §111(a)(4) 
 The air quality in a given area is designated as being in attainment for a pollutant if the monitored concentrations of that pollutant in the ambient air are less than the applicable National Ambient Air Quality Standards (NAAQS) or is designated as unclassifiable if sufficient monitoring data are not available to make an attainment decision. A given area is classified as non-attainment for a pollutant if the monitored concentrations of that pollutant in the ambient air in the area are above the NAAQS. 
 A given area is classified as nonattainment for a pollutant if the monitored concentrations of that pollutant in the ambient air in the area are above the NAAQS. 
 

CLEVELAND, July 11, 2023 /3BL/ — KeyBank (NYSE:KEY) announced that the Spring 2023 graduating class of the Secured Credit Card program comprises nearly 5,000 clients who have been empowered to improve their credit scores and establish financial stability. This latest announcement brings the total number of graduates to more than 20,000 since the program’s first graduation in 2019.

The Key Secured Credit Card® improves financial wellness by providing eligible clients with opportunities to establish or improve their credit history, bolster savings while building credit, and create better money habits and a foundation of knowledge for other credit cards and products. Cardholder accounts are reviewed twice each year to determine if the client meets the criteria to graduate to an unsecured credit card, supporting financial mobility for clients on their unique journeys.

In today’s economic landscape, 55% of Americans say they are in a difficult financial position — a substantial increase from the year prior (37%) — with a majority (85%) expressing a strong desire to become more aware of their financial picture, according to the KeyBank 2023 Financial Mobility Survey.

Through the Secured Credit Card program, this year’s graduates have made major steps to improve their financial wellbeing, such as:

46% received a KeyBank Secured Credit Card with no FICO® score at origination.54% were designated as having low FICO scores at origination, a majority of which were designated as a low score.The average improvement in credit score for those in the low category was 95 points.

“This year’s graduates find themselves in a uniquely challenging economic environment,” said Daniel Brown, Director of Consumer Product Management at KeyBank. “Using lessons learned throughout the KeyBank Secured Credit Card program, as well as their improved credit standing, graduates are well positioned for the next chapter of their financial journeys — whether that includes buying a home, planning for life milestones, or simply continuing to build strong credit.”

The longevity of the KeyBank Secured Credit Card program has begun to show its impact. More than 42,000 clients have started or completed their journey through the program with 41% of the clients who graduated having done so within 12 months and 95% within 24 months.

As more graduates come out of the program, we have seen the true positive impact on FICO scores. For those who entered the program with no FICO score, the average score they show at graduation is 728. Throughout the program’s history, those with a FICO score at origination have shown an average increase of 63 points when they graduate.

Additional Key Secured Credit Card features include:

While clients build their credit, their Secured Credit Card deposit must be kept in a Key Active Saver account, allowing users to build their credit and savings in tandem1 — all with a $0 annual fee2.Unlike prepaid or debit cards, the Secured Credit Card reports clients’ history to credit bureaus, allowing them to show progress.Cardholders can opt in to check their FICO score for free anytime in online and mobile banking. It’s quick, easy and does not impact their credit score.With Key’s temporary lock security feature, cardholders can easily use online or mobile banking to lock and unlock a misplaced credit card, thus avoiding having to cancel it and open a new one—potentially harming their credit score.

For more information on Secured Credit Card, visit https://www.key.com/personal/credit-cards/key-secured-credit-card.jsp

About KeyCorp

KeyCorp’s roots trace back nearly 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $198 billion at March 31, 2023. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 1,000 branches and approximately 1,300 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. CFMA# 230623-2138528

1 Use of the Key Secured Credit Card can help build your credit when the minimum payment is made by the due date, each month.

2 The monthly maintenance service charge on the Key Active Saver account will be waived for Key Secured Credit Card clients. The monthly maintenance service charge waiver is only valid as long as the Key Secured Credit Card remains open. If you are graduated to an unsecured card or close your Key Secured Credit Card account, the Key Active Saver monthly maintenance service charge of $4.00 may apply, unless you are the owner on a KeyBank consumer checking account (including KeyBank Hassle-Free Account®).

3 Clients with newly opened credit card accounts may not see their first FICO® Score in online and mobile banking for up to 90 days after enrollment. In certain circumstances, a FICO® Score may not be available for various reasons, e.g., having a limited credit history. FICO is a registered trademark of Fair Isaac Corporation in the United States and other countries.

To achieve a step-change in business performance, organizations are combining technology modernization and sustainability into their core business processes. To do this requires improving user support tools that can help business leaders with the increasingly complex decisions needed to optimize across cost, service level, working capital and sustainability.

Generative AI is a catalyst for transforming business, and the technology is capturing the attention of business leaders around the world. As CEOs respond and embrace generative AI, they are faced with the Herculean task of both moving at pace—responsibly—while maintaining business, employee and shareholder trust.

What CEOs are saying about generative AI

The annual CEO study*, CEO decision-making in the age of AI, Act with intention, found that 75% of CEOs surveyed believe that competitive advantage will depend on who has the most advanced generative AI.

CEOs identify productivity or profitability as their highest business priority—up from sixth place in 2022, according to the IBM Institute for Business Value’s new CEO study. These leaders also recognize technology modernization is key to achieving their productivity goals, ranking it as their second highest priority. Yet CEOs face key barriers as they race to modernize and adopt new technologies like generative AI.

CEOs firmly believe in the benefits of generative AI across their organization but, when it comes to AI readiness, there appears to be a disconnect with their executive teams. While 69% of CEO respondents see broad benefits of generative AI across their organization, just 29% of their executive teams agree they have the in-house expertise to adopt generative AI.

What does a struggle with AI mean for sustainability?

Despite a shift in their priorities, sustainability remains a key challenge for business leaders. CEOs cite environmental sustainability as their top challenge over the next three years. What is preventing executives from moving the needle towards their larger goals? Leaders point to factors such as struggling to manage manual data, unclear ROI and economic benefits, lack of insights from data, and regulatory barriers as the top three biggest challenges in achieving sustainability objectives.

The fact is, sustainability and profitability can go hand-in-hand. Forward-thinking organizations are leveraging sustainability as an opportunity to drive their business forward and establish greater transparency around their sustainability commitments.

Creating a balanced sustainability/profitability roadmap is a powerful first step to driving organizations forward during the age of AI. This roadmap can help leaders identify opportunities and gaps in the current IT environment, which will help with more informed decision-making. Applying data and AI against sustainability goals is one way leaders can help drive productivity.

It appears that corporate boardrooms are taking note of the connection between sustainability and profitability and are holding CEOs accountable for their company’s sustainability efforts. In fact, the percentage of CEOs with compensation linked to specific sustainability measures has more than tripled from 2022 to more than 50% this year.

Modernizing IT environments can help organizations make sense of their data and progress towards their sustainability goals in several ways, including:

AI implementation that automates manual data and transforms it into usable outputs without compromising the data’s security or reliabilityGreen IT solutions that can help reduce an enterprise’s IT carbon footprint and even reduce up to 30% of computing costsAdvanced analytics platforms that provide transparent sustainability data management across value chains with a single point of truth for sustainability analysis data and create greater transparency

Learn more about sustainability, CEOs and the role of AI

Sustainability is still a team sport, and it takes leadership across the enterprise to bring real, sustainable change. It is imperative that CEOs and other decision-makers consider sustainability as an imperative and business driver. 

Learn how CEOs leverage technology to meet business demands

Learn more about IBM Consulting Sustainability Services

*Methodology
The IBM Institute for Business Value, in cooperation with Oxford Economics, interviewed 3,000 CEOs from over 30 countries and 24 industries as part of the 28th edition of the IBM C-Suite Study series. These conversations focused on executives’ perspectives on leadership and business; their changing roles and responsibilities; and CEO decision making today, including key challenges and opportunities, their use of technology, data and metrics, and their visions for the future. The IBM Institute for Business Value also conducted a survey of 200 CEOs in the United States on their responses to generative AI.