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Webinar
Better, faster, smarter: Open Process Automation
Against this backdrop, it is clear we are at a significant crossroads. As countries start to think about how to reboot their economies, will the relief for the environment be short-lived? Or will this signal the start of a new chapter? 2019冠状病毒病的教训是使我们能够齐心协力实现能源转型,还是使我们进一步分裂?
There is a lot to consider; the worst public health crisis in 100 years, a climate emergency, and the severest economic turbulence in 80 years. 保护人民健康,振兴经济,是没有商量余地的, however this should not be to the detriment of wider environmental, social and governance (ESG) imperatives.
The key question we will have to answer is: will we see spending plans, policies and packages that support a low carbon future, or not?
At Wood, we believe the transition towards a cleaner, healthier, 通过关注对人们互惠互利的关键领域,可以加速世界的脱碳进程, planet and profit. 这一转变的两个基本推动因素——加速能源转型和可持续基础设施发展——支撑着我们当前的战略,也是我们近年来有意采取的业务多元化措施的核心. 我们已经将我们的业务从油田服务扩展到咨询和工程公司,在包括可再生能源在内的一系列终端市场占据强势地位, infrastructure and environmental consulting. 过去几个月的事件强化了我们的观点,即这一策略是正确的——我们较少受到大宗商品价格波动的影响,并且在太阳能和陆上风电EPC项目等领域看到对我们服务的需求不断增长, green and blue hydrogen, carbon capture and storage, and other decarbonisation solutions.
虽然我们知道,在不同的地区,这种转变会有不同的结果, solidarity will be more important than ever. 我们需要一种“全球公民”的心态,由发达国家带头, demonstrating leadership and de-risking technology. If governments and companies stimulate clean growth, 我们可以确保2019冠状病毒病对我们的环境产生的意想不到的积极影响持续下去,使子孙后代在回顾2019年时能够成为碳峰值之年.
As chief strategy officer at Wood, 我领导情景规划工作,帮助我们驾驭什么是VUCA(波动性), uncertainty, complexity & ambiguity) environment. To chart the best way forward, 我们已经确定了五个步骤,我们希望看到优先作为全球协调应对的一部分:
上面列出的许多措施都是需要时间和投资的长期措施. These shifts will not happen overnight and will require smaller, incremental goals that also deliver near-term benefits. Reengineering the world takes ambition, 但这也需要企业和政府做出牺牲,并愿意接受新的商业模式,这种模式可能在更长的时间内带来更低、波动性更小的回报
As we plan for the future, 没有比这更好的方式来纪念那些逝去的生命,以及那些在这一特殊时期继续冒着生命危险的人们, 而不是让2020年成为一个转折点和催化剂,让我们开始为下一代建立一个更可持续的未来.