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Published: 16 March 2022



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  • 大企業の約80%がサステナビリティ・レポートを定期的に作成しているものの、ITオペレーションの中でグリーン・プラクティスの実践を積極的に規定しているのは26%にすぎないことが調査で判明した。

  • ITにおけるサステナビリティの阻害要因として、テクノロジのマテリアル・フットプリント (消費された天然資源量) の測定、現在の進捗状況のベースライン化、目標に向けての運用の明確な道筋の確立が困難であることが挙げられる。

  • サステナビリティ基準とベンダー・エコシステムを確実に整合させるのは、定量化や伝達が容易ではない。テクノロジ投資と戦略決定の効果が不明確になる恐れがある。


ITにおけるサステナビリティを自社の機会として生かそうとしているエンタプライズ・アーキテクチャとテクノロジ・イノベーションのリーダー (最高テクノロジ責任者 [CTO] を含む) は、以下の3つのステップに従って、サステナビリティの成熟度を高める。

  • ステップ1:マテリアリティ・アセスメント (重要課題の整理と評価) を実施し、IT組織の現在の位置付けと将来最も大きなインパクトを与えられる領域についての明確なビジョンを定める。アセスメントの結果に基づいて、ITサステナビリティへの大志の背景を説明する。

  • ステップ2:定量的な数値目標を設定し、リーダーシップ・チームを設置して、サステナビリティをCTOの戦略/テクノロジ決定に関連するすべての活動の要件として正式に定める。これらを通じてサステナビリティを考慮しながらITガバナンスを最適化する。

  • ステップ3:テクノロジ・プロバイダーの選定に当たっては、サステナビリティ目標を他社と共有し、他社も採用できるようサステナビリティにおける進捗と尺度を公開共有しているプロバイダーを意識的に選ぶ。それによって、サステナビリティに関する達成目標を外部のエコシステムと整合させる。

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Tsuneo Fujiwara

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