可持续发展时代的汽车行业

1、IntroductionFor the past couple of decades, the automotive industry has been under considerable pressure from governments and society to pursue a more sustainable model of growth. This reflects the significant impact it has on the environment:Transportation accounted for a quarter of the worlds glob

2、al CO2 emissions in 2016, with road transportation alone accounting for 18%.1The degradation of natural ecosystems. China mines most of the natural graphite used in electric vehicles. Increased demand along with lax environmental regulations have led to crop failures, soil pollution, water contamina

3、tion and large-scale environmental degradation.2Non-biodegradable waste from end-of-life usage and manufacturing waste have resulted in a considerable contribution to landfills, land toxification, and water pollution. Between January and June 2017 alone, the US, Europe, and Japan exported 3.1 millio

4、n tons of plastic waste to developing countries, mostly in Asia.3A substantial part of this was from end-of-life vehicles.4Production of vehicles takes considerable energy, water, and resources, increasing the carbon footprint. The automotive industry uses 5.2 billion litres of water and produces 1

5、million tons of CO2 from UK manufacturing of cars and components alone.5The industry, in response, has been working on addressing many of these concerns. For instance, between 2000 and 2015, EU automotive companies were ahead of the carbon footprint reduction targets set by regulators achieving CO2

6、emissions of close to 120 g/km against a target of 130 g/km (see Figure 1).6 A similar trend could be seen in the US.Figure 1: New passenger fleet CO2 emission, EU (g/km, NEDC)2021: 95 g/km80100second standard:0.3%/year 2015-2018120Historical rate with2015: 130 g/kmHistorical rate withrst standard:-

7、3.5%/year 2007-2015140Business as usual:-1.2%/year 2000-2007Rate needed to meet 2015 target;-2.5%/year 2007-2015160Targets TrendsHistorical data180200020052010201520202025Source: International Council on Clean Transport, European Vehicle Market Statistics 2019/2020 edition, December 2018.Figure 2: N

8、ew passenger fleet CO2 emissions, US (g/km, Real world EPAs GHG model)CO (g/km) Business as usual: -0.6%/year (2000-2007) Historical rate: -2.1%/year (2007-2017)300290280270260250240230220210200020052010201520202025Source: Environmental Protection Agency, “The 2018 Automotive Trends Report,” March 2

9、019.However, after 2015, carbon emissions started to rise, led by growing sales of SUVs. At the same time, growingenvironmental concerns have meant increased pressure froma variety of stakeholder groups:Regulators. Globally, regulators are imposing more stringent and comprehensive measures to reduce

10、 the environmental impact of vehicles.7 A growing number of cities are restricting the entry of vehicles withhigh emissions.Public-interest groups. Globally, there is rising public awareness and concern about the harmful impact of the human activities on the environment.8 This, combined with the tra

11、nsport sectors high share of total emissions, has meant the industry is under intense pressure and scrutiny from environmental and public-interest groups, and society at large, to take active measures to curb emissions. This is reflective of consumer demand for electric vehicles. It has grown phenom

12、enally 63% in 2018 to 5 million stock units. It is expected by 2030, electric vehicles will have global sales of 23 million units (excluding two/three wheelers) and 130 million electric vehicles on the road.9Investors and financial institutions. Investment firms are pushing for sustainability and cl

13、imate change as investment criteria to evaluate target companies. Large players in capital markets such as BlackRock,the worlds largest asset manager are making a major strategic shift to environmental sustainability.10 Financial regulators, insurers, and central banks are also considering sustainab

14、ility as a critical part of their risk portfolio and regulation.To understand where the automotive industry stands today in terms of its sustainability efforts, we launched a comprehensive research program, surveying 500 largeautomotive organizations as well as 300 experts, including regulators, aca

15、demics, and non-governmental organizations working in the field of sustainability. More details on the research methodology are at the end of the report.Our research looks to answer the following questions:What are automotive original equipment manufacturers (OEMs) and their suppliers doing to ensur

16、e that the entire automotive value chain is sustainable from responsible mining of metals to sustainable waste disposal?How mature are automotive organizations in implementing their sustainability initiatives?How can the automotive industry ensure that major sustainability drivers such as electric v

17、ehicles and supporting a circular economy deliver on their promise?What can automotive organizations learn from leading players who are at the forefront of sustainability?What do we mean by sustainability in the automotive industry?Sustainability in the automotive industry involves a comprehensive v

18、iew of planet- and human- friendly operations, processes, products, and services. As Figure 3 shows, we identified 14 elements that the industry is pursuing in the field of sustainability. These range from “Sustainable R&D and product development” to “Fair labour policy” and span the automotive valu

19、e chain, from R&D to Mobility Services.Figure 3: Sustainability across the automotive value-chainR&D and engineeringSustainable R&D and product developmentProduct sustainabilityMobility services and vehicle usageMobility and digital servicesLower emissions and improved vehicle safetyMarketing & sale

20、s9. Sales, marketing, and after-sales sustainabilitySupply chainSustainable supply chainEnvironmentally responsible sourcing of metals,Due diligence of all material and product procurementManufacturing & operationsSustainable manufacturingRecycling of waste and easy returns forend-of-life disposalSu

21、stainable power procurement12Supporting and promoting a circular economy13Fair labor policy for automotive value chain14Sustainability in ITExamples*R&D and engineeringGroupe PSA consolidated its R&D eorts to two platforms, designed to limit CO emissions by reducing weight and improving aerodynamics

22、.Volkswagen uses renewable raw materials such as the natural bers, ax, cotton, wood, cellulose and hemp to produce components, wherever possible.Supply chainScania co-founded a consortium to encourage theroll-out of bio-gas (from waste and residues and 90% less polluting) fuelled trucks. It will bui

23、ld a network of gas lling stations across major commercial routes in Europe.Manufacturing & operationsYamaha Motors achieved zero waste, both direct and indirect, to landll by using thermal recycling processes to create materials to be used as combustion improvers and using post-com- bustion residue

24、 in making cement and roads.General Motors runs its SUV assembly plant in Texas, US, on 100% clean wind energy.Marketing & salesTata Motors took back an equivalent of 26,993 vehicles for refurbishing and reuse in the year 2017-18.Mobility services andvehicle usageDaimler-owned moovel Mobili- ty-as-a

25、-serviceplatform makes it possible to purchase and pay for public transport tickets in German cities and it also oers users access to other mobility options such as carsharing, ride-hailing and bike rentals.Sustainable R&D involves designing products to reduce environmental impact and optimizing the

26、 use of natural resources by ensuring their recyclability.Product sustainability involves moving to fuel-efficient or electric vehicles andbiodegradable components.Sustainable supply chain includes adoption of environmentally conscious operations in logistics, distribution, warehousing and inventory

27、 management, etc.Environmentally responsible sourcing of metals, materials and products ensures the mining, extraction and production are implemented with minimum effects to the environment, mitigating long-term impact.Due diligence of all material and product procurement involves ensuring that all

28、processes and procedures are compatible with human and environmental guidelines andare independently verified.Sustainable manufacturing involves implementing maintenance, quality, and production processes to reduce waste and improve recyclability and reuse of materials.Recycling of waste and easy re

29、turns for end-of-life disposal involves the consumer being given options to return their vehicles and parts for responsible disposal.Sustainable power procurement includes activities such as building or leasing renewable energy assets.Sales, marketing, and after-sales sustainability includes initiat

30、ives such as retrofitting to improve emissions and improving efficiencies on older models and refurbishing old components or vehicles.Mobility and digital services examples include encouraging ride sharing, subscription models, and connected services.Emission control and improved vehicle safety ensu

31、ring that the lifetime emissions are accounted during any sustainability initiativesCircular economy is an industrial or economic system that maximizes the use of resources by being restorative and regenerative by design and intention. It favours re-use of materials instead of the traditional manufa

32、cturing cycle of “take-make-use-dispose.”Fair labor policy components include freedom of association and unionizing, work safety, nd child labor.Sustainability in IT examples include energy consumption in data centers.*Sources: Capgemini Research Institute analysis: “CMP: The New Modular, Multi-ener

33、gy Platform for Groupe PSA,” Groupe PSA press release, October 2018; “Volkswagen Investors Worry About Ambitious Electric Car Plans,” Forbes website, May 2019; Company sustainability reports; “General Motors Texas Plant Runs 100% on Wind Power,” Industry Week, October 2018.Sustainability is now a st

34、rategic priority for the industryWhile sustainability has been on the agenda for automotive organizations for some time now11 today it has achieved a new urgency and importance. As the head of sustainability at a large OEM told us, “We recently reaffirmed our focus on sustainability strategy at the

35、corporate level into three key areas: climate action, circular economy, and ethical and responsible business. Its a long-term plan to go beyond ensuring sustainability in our operations and work withour supply chain network to make our entire value chain sustainable.”As Figure 4 shows, for example,

36、the number of investor events in the sector that mention sustainability topics has increased dramatically. Sustainability now plays a key role in the investor and board priorities. According to oursurvey, the two largest drivers for automotive sustainability are “commitment to be a responsible organ

37、ization” and “addressing consumer expectations around sustainability.”Our panel of experts including regulators, academics, and environmental NGOs agree that the industry is embracing this issue with enthusiasm. Nearly half (46%) believe that the industry has made better progress in sustainabilityFi

38、gure 4: Automotive industry is increasingly discussing sustainability with its key stakeholders320Number of investor events discussing sustainability*26118417314220152016201720182019*Investor events are public conferences, shareholder meetings, analyst roadshows, etc. discussing the companys strateg

39、y/earnings/valuation, etc.Source: Capgemini Research Institute analysis. “Our three plants are meeting more than 50% of their electricity consumption demand from solar power. And to offset what we are consuming from the grid, we have undertaken extensive treeplantation in and around our plants as we

40、ll as at CSR (corporate social responsibility) project sites across India.” Ashish SrivastavaHead of Sustainability, Marelli IndiaFigure 5: Expert views on progress of automotive relative to other industriesAhead of other industries, 46%In-line with other industries, 19%Lagging other industries, 35%

41、In ensuring global sustainability, the automotive industry is.Source: Capgemini Research Institute sustainability experts survey (N=317), NovemberDecember 2019.relative to that of other industries (see Figure 5). Marelli, a tier-1 automotive component supplier, is working at local levels to address

42、sustainability. As Ashish Srivastava, head of sustainability at Marelli India, told us, And, as Figure 5 shows, three-quarters (75%) of the experts we surveyed also believe that the automotive industry has progressed in line, or aheadof, regulatory requirements. For instance, according to the US Env

43、ironmental Protection Agency, all large US OEMs earned Greenhouse Gas (GHG) emission credits for 2017, implying that they exceeded the GHG norms through the period 20122017.12Figure 6: Experts believe that automotive organizations are broadly in-line with or ahead of regulations on sustainabilityAhe

44、ad of regulations, 38%Lagging regulations, 25%In-line with regulations, 37%In ensuring global sustainability, the automotive industry is.Source: Capgemini Research Institute sustainability experts survey (N=317), November-December 2019The automotive industry and experts are aligned on sustainability

45、 prioritiesWith the industry united behind sustainability as a strategic priority, we also found broad alignment on the priorities that will have most impact on driving results and progress.As Figure 7 shows, for example, the top four initiatives that experts think will have most impact are also bei

46、ng prioritized by industry executives.RankTop ranked expert priorities forsustainability1Sustainable manufacturing2Recycling of waste and easy returns for end-of-life disposal3Supporting and promoting a circular economy4Sustainable R&D and product development5Fair labor policy6Product sustainability

47、7Environmentally responsible sourcing of metals, materials and products8Sales, marketing, and after-sales sustainabilityRankTop ranked executive priorities forsustainability1Supporting and promoting a circular economy2Sustainable R&D and product development3Sustainable manufacturing4Product sustaina

48、bility5Sustainable supply chain6Recycling of waste and easy returns for end- of-life disposal7Sustainable power procurement8Fair labor policyFigure 7: Top ranked priorities among experts and executive for the automotive sectorTop 4 automotive initiatives which align with expertsAreas of alignmentSou

49、rce: Capgemini Research Institute survey of automotive executives (N=503) and sustainability experts (N=317).However, the implementation of sustainability initiativesis fragmentedFor sustainability to meet the ambitious goals of the industry, it needs to be pursued across the value chain. Our survey

50、 found that 62% of automotive organizations claimed to have developed a comprehensive sustainability strategy withwell-defined goals and targets. To assess this, we analysed the deployment of those sustainability initiatives we defined earlier in Figure 3, from “Sustainable R&D and product developme

51、nt” to “Sustainability in IT”:It is clear that some initiatives receive significant attention, but there is not a consistent focus on the entire value-chain. The most commonly deployed initiative is “supporting and promoting a circular economy”. This is being deployed by 52% of the companies we surv

52、eyed.In contrast, “sustainability in IT” is only being adopted by 8% of the organizations.As Figure 8 shows, we compared the level of adoption of sustainability initiatives against their priorities indicated by experts. The top-right quadrant is the sweet spot where OEMS and suppliers are implementi

53、ng initiatives that have the most impact. We found that OEMs outperformed suppliers in all apart from three initiatives.The average level of adoption of initiatives is on the lower side.High priority-High implementation initiativesFigure 8: Suppliers lag OEMs in adopting sustainability initiatives*H

54、igh adoptionOEMsSuppliersSupporting and promotinga circular economy Sustainable manufacturingSustainable R&D and product developmentLow prioritySupporting and promotinga circular economyHigh priorityLevel of adoption of sustainability initiativesProduct sustainabilitySustainable supply chainSustaina

55、blepower procurementSustainabilityin ITMobility and digital services SustainablemanufacturingRecycling and easy returns for disposalFair labor policyEnvironmentally responsible sourcingSales, marketing, and aftersalesLow adoptionSustainabilityin ITPriority to implement the initiative based on its im

56、pact* Level of adoption is the percentage of OEMs/suppliers mandating and deploying a sustainability initiative. Priority to implement based on impact representsthe percentage of experts who define an initiative as one among the top three priorities for automotive organizations.Source: Capgemini Res

57、earch Institute survey of automotive executives (N=503) and sustainability experts (N=317), November December 2019.At a country level, there are significant variations in the sustainability initiatives deployed (see Figure 9). Take supporting and promoting a circular economy. In Germany, 67% of the

58、companies we surveyed are deploying thisinitiative. However, in India, only 22% of organizations are deploying it. Germany and the US dominate the leader table, occupying 8 of the leading spots.Figure 9: The highest and lowest adoption of sustainability initiatives - by countrySustainability initiat

59、ive mandated and deployed*Highest adoptionLowest adoptionCountryDeploymentCountryDeploymentSupporting and promoting a circular economyGermany67%India22%Sustainable R&D and product developmentFrance56%China37%Sustainable manufacturingGermany55%France31%Product sustainabilityFrance38%India26%Sustainab

60、le supply chainUS37%France23%Recycling of waste and easy returns for end-of-life disposalUS35%UK13%Sustainable power procurementGermany31%India15%Fair labor policyUS30%UK6%Environmentally responsible sourcing of metals, materials and productsSweden30%France8%Sales, marketing, and after-sales sustain