The opportunity for social investorsHARNESSING THE POWER OF DIGITAL TECHNOLOGIES FOR CLIMATE ADAPTATIONReport partnershipForewordExecutive summaryCHAPTER 1IntroductionThe climate adaptation imperative in APACThe promise of digital technologies in climate adaptationCHAPTER 2The adaptation action framework for APACCHAPTER 3 Pressing climate risks and tech solutions across key themesAgriculture and food securityWater resourcesDisaster managementPublic healthCHAPTER 4Harnessing the power of digital technologiesEmerging digital technology use cases Weather forecasting and modelling Resource monitoring and management Disaster preparedness and response Agricultural optimisation Climate and health intelligence systemsIn summaryCHAPTER 5Call to actionFinancial interventionsEcosystem initiatives Policy advocacy Other ecosystem-building initiativesCHAPTER 6AnnexMethodologyGlossaryDefinitions of digital technologies covered in this report Acknowledgements346 1314182127293234 3740414346495255586063666669 7172747779Photo by Brusse from PContentsReport partnershipSupported by Google.org and ADB,AVPN collaborated with Dalberg Advisors to develop the report Harnessing the power of digital technologies for climate adaptation:The opportunity for social investors.Detailed research was conducted on the climate technology ecosystem,uncovering key insights including potential solutions and constraints across social sectors.This report aims to highlight innovative technological solutions addressing climate challenges and explore their impact on society.Additionally,it pinpoints opportunities for social investors and policymakers to advance solutions to address the impacts of climate change in the Asia-Pacific region.AVPN is the largest network of social investors in Asia,comprising over 600 diverse members across 33 markets.Our mission is to increase the flow and effectiveness of financial,human,and intellectual capital in Asia by enabling members to channel resources towards impact.As an ecosystem builder,AVPN connects,learns,acts,and leads across key pillars and improves the effectiveness of capital deployed,bringing to bear the local field needs,regional expertise,and policy insights.For more information about AVPN and our work,please visit our website.Google.org,Googles philanthropy,brings the best of Google to help solve some of humanitys biggest challenges combining funding,product donations and technical expertise to support underserved communities and provide opportunity for everyone.We engage nonprofits,social enterprises and civic entities who make a significant impact on the communities they serve,and whose work has the potential to produce scalable,meaningful change.The Asian Development Bank(ADB)is committed to achieving a prosperous,inclusive,resilient,and sustainable Asia and the Pacific,while sustaining its efforts to eradicate extreme poverty.It assists its members and partners by providing loans,technical assistance,grants,and equity investments to promote social and economic development.Dalberg Advisors is a strategic advisory firm combining the best of private sector strategy skills and rigorous analytical capabilities with deep knowledge and networks across emerging and frontier markets.It has a dedicated climate practice to help clientsfrom governments to multinationals and financial institutions in reaching net zero,creating climate solutions,and catalysing a climate community.For more information about Dalberg and our work,please visit our website.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O NPhoto by Quang Nguyen vinh from P3Photo by Tomas Anunziata from PH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N4In the words of Antnio Guterres,Secretary-General of the United Nations,“Climate change is the defining issue of our time and we are at a defining moment.we need to do more and we need to do it quicker.”As we stand at this critical juncture,the urgency for innovative and scalable solutions to adapt to the accelerating impacts of climate change cannot be overstated.Supported by Google.org and ADB,and developed in collaboration with Dalberg Advisors,this report presents actionable strategies to integrate digital innovations into tackling the dual challenges of climate change and development in the Asia-Pacific region.While we recognise climate adaptation and mitigation as complementary approacheswhere adaptation addresses the direct effects of climate variability and mitigation reduces future impacts through sustainable practices,including decarbonisationthis report focuses on climate adaptation.This focus underscores the urgent necessity for the region to adapt to the escalating climate impacts,both to protect current developmental achievements and to secure future progress.The imperative for advanced technological solutions is clear:they are pivotal in enhancing our adaptive capacities,improving resilience,and ensuring that communities,especially the most vulnerable ones,can thrive in the face of climatic adversities.Digital technologiesranging from IoT-enabled digital sensors for farm-level drought monitoring to AI-enabled integrated flood prediction and communication systemsoffer unprecedented opportunities to optimise resource management,strengthen disaster response mechanisms,and foster informed decision-making processes that enable climate resilience.The role of catalytic capital is indispensable in this equation.It serves as the cornerstone for initiating and scaling up climate innovations that might ForewordPhoto by andreas160578 from PH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N5votherwise be overlooked by traditional funding mechanisms.By providing the necessary financial backing and risk tolerance,social investors can unlock the potential of cutting-edge innovations that help anticipate and adapt to climate impacts.If done right,social investments can not only drive the development of transformative solutions but also ensure their widespread adoption and impact,especially in regions that need them most.However,the adoption of such technologies cannot occur in a vacuum.It demands coordinated policy efforts that foster innovation while ensuring that these advancements are both accessible and equitable.Policymakers are crucial in this regard,as they establish clear regulations and frameworks that support responsible development and implementation of new technologies.This not only protects communities and economies from potential impacts but also boosts confidence among social investors,encouraging them to actively participate in the region.As we chart the course forward,lets embrace the challenge with a renewed sense of purpose and collaboration.The tools and capital to forge a resilient future are at our disposal.Only through a collective and focused effort can we hope to harness the full potential of these solutions to secure a resilient and prosperous future for the Asia-Pacific region.Aravindan SrinivasanDirector|Thematic Collaborations,AVPNFailure to adapt to growing climate risks poses significant economic and social threats to the Asia-Pacific(APAC)regionparticularly given that APAC is home to seven of the worlds ten most climate-vulnerable countries.Warming rates in the region surpass the global average;in 2022 alone,extreme weather events in APAC affected over 50 million people and led to economic losses exceeding USD 36 billion.As temperatures continue to rise,the frequency and intensity of such events,along with corresponding losses,are anticipated to increase.Without swift action,climate-related losses could amount to 5%of the regions gross domestic product(GDP)by mid-century based on conservative estimates.Efforts to adapt to climate impacts must take centre stage for APAC.Decarbonisation is pivotal for steering towards net zero greenhouse gas(GHG)emissions,but mitigation strategies alone fall short of addressing the immediate climate risks stemming from past and present emissions.1 This gap is particularly pronounced in APAC,where the tangible impacts of climate change are already intensifying existing socio-economic vulnerabilities.Despite contributing minimally to historical emissions,communities in small island developing states(SIDS)in APAC bear disproportionate risks and lack the resources to respond effectively.Given the regions heightened vulnerability,it is imperative to prioritise actions that can help the region anticipate and adapt to climate risks while pursuing its net-zero targets.This is essential for ensuring climate equity in action.Financing for climate adaptation falls short of what is needed by 1420 times current funding levels.Social investors face hurdles in understanding the investment landscape and in identifying investment opportunities.Only 9%of global climate finance is earmarked for adaptation(including projects with a dual focus on adaptation and mitigation);these funds predominantly flow from the public sector.2 Barriers to investing in climate adaptation solutions differ based on social investors investment approaches.3 Grantmakers often face challenges such as limited evidence and understanding of how to identify and apply a climate lens to their programming,as well as a lack of standardised outcome metrics.Impact investors,meanwhile,tend to find insufficient evidence of commercially viable adaptation projects.Digital technologies help address adaptation challenges in ways that are cheaper,faster,and dynamic,presenting a clear opportunity for social investors to push the adaptation agenda forward:Cheaper:Digital technologies can significantly reduce the costs associated with implementing adaptation strategies.For instance,they enable scalable and cost-effectiveExecutive summary1 Joachim von Braun,Veerabhadran Ramanathan,Peter K.A.Turkson,Climate Mitigation Is Not Enough Focus on Resilience Now,in Nature,2022.2 Climate Policy Initiative,Global Landscape of Climate Finance 2023,2023.3 Description of social investors is provided in the report and the glossary.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N6 ways to convey information to vulnerable communities in remote or hard-to-reach areas,particularly where infrastructure assets are highly susceptible to climatic disruptions.For example,Singapores Changi General Hospitals pilot of a long-term Heart Failure Telehealth Programme not only cut care costs by 42%compared to traditional methods but also showcased telemedicine as a crucial adaptation strategy in healthcare.By minimising travel,it reduces carbon emissions and enhances patient access during extreme weather events,supporting resilience against climate impacts.4 Faster:Digital technologies streamline data communication and coordination,leading to swifter(and in some cases,more proactive)responses to climatic events.Research suggests that deploying AI-based forecasting techniques could achieve reliability in predicting extreme riverine flooding events up to five days in advance.5 This rapid response is crucial in reducing the physical and financial burdens associated with loss and damage from extreme events.The World Meteorological Association estimates that damage from disasters could be reduced by 30%if early warnings are issued within 24 hours,exemplifying the benefit of speed.6 Dynamic:Enhanced by digital technologies,real-time data collection,analysis,and decision-making enable more effective and immediate responses in quickly changing environments.For example,mobile applications managing crop health can offer timely,climate-smart advice based on real-time local data to cope with drought forecasts and pest outbreaks,allowing for proactive adaptation measures.Social investors are indispensable for catalysing change in under-invested impact areaslike climate and healthdue to their unique ability to provide funding and market-building support to high-priority opportunities without the expectations of market-rate financial returns.As in other emerging sectors,social investors can contribute to driving innovation in digital climate adaptation technologies.They can use a range of financial instruments,from impact-seeking capital like fully concessional grants to return-seeking investments such as market-rate debt and equity investments.This includes leveraging innovative funding mechanisms that pool capital in ways that match their preferences for impact and returns with the maturity and requirements of the solutions in question.This report aims to enhance the adaptation acumen of social investors by demonstrating examples across four themesagriculture,water resources,disaster management,and public healthwith a focus on emerging digital technology solutions.These thematic areas represent social sectors that are acutely susceptible to climate change impacts,and in turn affect the lives and livelihoods of vulnerable populations in APAC.The report provides a foundational framework for social investors to identify and support impactful digital technologies that contribute to the regions adaptation and resilience goals.Strategic investments in climate adaptation require a thematic understanding of climate risks and the corresponding opportunities they offer to investors.Social investors navigating the adaptation and resilience investment opportunities in APAC can engage via the following four steps.4 World Economic Forum,Telehealth Could Be a Game-changer in the Fight Against COVID-19.Heres Why,2020.5 Grey Nearing,Deborah Cohen,Vusumuzi Dube,Martin Gauch,Oren Gilon,Shaun Harrigan,Avinatan Hassidim,Daniel Klotz,Frederik Kratzert,Asher Metzger,Sella Nevo,Florian Pappenberger,Christel Prudhomme,Guy Shalev,Shlomo Shenzis,Tadele Yednkachw Tekalign,Dana Weitzner,Yossi Matias,Global Prediction of Extreme Floods in Ungauged Watersheds,in Nature,2024.6 World Meteorological Organization,Early Warning System,accessed April 2024.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N71.Understand climate risks and opportunities.Begin by identifying and assessing climate risks and opportunities,prioritising among them and among target communities based on their exposure and vulnerability to climate hazards,and identifying adaptation needs accordingly.2.Identify climate solutions.Assess opportunities to address these risks and whether technology has a role to play,such as by predicting real-time local climate risks or adapting to current and expected impacts using climate-related data and insights.Crowd in inputs from climate-vulnerable communities,and seek to understand the maturity and impact potential of the proposed solutions.3.Support impactful solutions.Strategically allocate funds via relevant financial instruments to scale solutions per their respective stages of maturity,balancing the preferences for impact and financial returns with the affordability of solutions.At the same time,foster an enabling environment by investing in ecosystem-building initiatives such as capacity building and policy advocacy.4.Measure and communicate impact.Collaboratively develop and adopt common frameworks for measuring adaptation impact across investments in APAC.This not only helps ensure transparency and accountability in quantifying the impact of adaptation investments but also can guide the investment of future resources towards solutions with demonstrated effectiveness and scalability.In this report,we profile five use cases that show potential for digital technologies to address climate adaptation risks.These include weather forecasting and modelling,resource monitoring and management,disaster preparedness and response,agricultural optimisation,and climate and health intelligence systems.Digital technologies for these use cases,if deployed at scale,have the potential to greatly enhance the regions climate resilience.Social investments have an opportunity across all five use cases to support their widespread development and adoption.Adaptation action framework for APACFIGURE 0.11243Communicate findings on results to help refine how investors identify risksPrioritise solutions to invest in based on their impact potentialUnderstand climate risks and vulnerabilities for relevant themesIdentify solutions for anticipating and/or adapting to the risksProvide customised support to scale impactful solutionsMeasure and communicate the impact of investmentsH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N8Utilises digital technologies to provide accurate predictions of and insights into changing weather patterns and climatic conditions,addressing the growing uncertainty in weather patterns.For instance,artificial intelligence(AI)algorithms now actively enhance the precision of predictive analytics in integrated weather forecasting and communication systems,leading to higher accuracy in predicting weather-related extreme events.7Trends:The deployment of weather data collection and forecasting models is mature.However,localised applications with enhanced predictive capabilities to capture climate risks and real-time communications are still evolving.Deployment in APAC is moderate with early evidence of commercial viability in Japan,Indonesia,and India.Way forward:APAC receives less than 5%of global commercial flows for developing weather forecasting and modelling,and execution is driven by government stakeholders.Social investments can play a pivotal role in advancing the granularity of weather data by prioritising infrastructure deployment.Additionally,they can promote cross-regional stations for weather monitoring,forecasting,and sharing.Integrates advanced digital technologies to ensure the sustainable overseeing of critical resources including soil,water,and air.Trends:Surface-level monitoring systems are advanced,but subsurface systems like groundwater monitoring are still in the early stages.Urban air quality monitoring is deployed in several urban centres and can be scaled into remote,climate-vulnerable regions.However,there is a need to ensure that monitoring leads to action,especially by the government.Way forward:Social investments play a significant role in financing innovations and data infrastructures.However,there is a gap in funding initiatives for next-generation technologies,including predictive analytics and real-time communication tools for at-risk communities.Integrates cutting-edge digital technologies to enhance the efficiency and effectiveness of detecting and responding to climate-related disasters,thereby reducing their destructive impact,despite their increasing frequency and intensity.Trends:Integrated flood forecasting systems are commercially ready and already deployed in some countries.AI algorithms for forecasting different types of disasters need to be refined 7 Remi Lam,GraphCast:AI model for faster and more accurate global weather forecasting,in Google DeepMind,2023Weather forecasting and modellingResource monitoring and managementDisaster preparedness and responseH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N9using locally available data,which requires initiatives to strengthen data collection at local scales.Optimisation models for relief responses and supply chain resilience are in early stages.Way forward:Social investors need to collaborate closely with state authorities.This partnership is crucial for building investor confidence in sustainable business-to-government(B2G)models that can attract commercial capital flows.Leverages precision agriculture technologies for comprehensive data-driven approaches to inform on-and off-farm activities.Trends:Agricultural optimisation has attracted the most commercial funding in the region across all use cases.Internet of Things(IoT)based devices,offering real-time crop health data,demonstrate commercial readiness and are widely integrated into precision agriculture.Way forward:Innovations in APAC require the co-creation of affordable solutions with agrarian communities.Social investments need to facilitate early-stage collaborations with women and smallholder farmers to address last-mile perspectives.Gather real-time climate and health data from diverse sources and track parameters like temperature and disease outbreaks,addressing the escalating health threats exacerbated by climate change.Trends:Globally,health tech innovations have made progress and received significant funding in recent years,but these solutions lack climate-specific progress.Way forward:New innovative climatehealth intelligence systems are in the early stages regionally and globally.Urgent development,testing,and deployment in APAC are critical due to the substantial health burden posed by climate change.Agricultural optimisationClimate and health intelligence systemsAs social investors consider their approach to supporting tech-forward innovation for climate resilience in APAC,they can consider the following areas for impact,categorised broadly as investments in innovations,and investments in ecosystem building.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N10To support the growth of a vibrant ecosystem for digital technology in support of climate resilience,social investors can direct resources towards the following:Policy advocacy1.Integrate digital technology deployment into national climate strategies,while acknowledging their role in climate action within information and communications technology(ICT)policies.2.Develop robust sectoral policies and initiatives that encourage open data generation and sharing among state agencies,private sector innovators,and local communities.3.Establish regulatory sandboxes8 for more dynamic policymaking,to streamline the development,testing,and deployment of climate adaptation-focused digital innovations.4.Define and enforce regulations governing AI and other emerging technologies to tackle risks such as data privacy breaches,algorithmic biases,and reliability issues in climate-related applications.5.Implement policies that emphasise data quality assurance and standardisation in data collection processes,including hardware specifications and data management protocols.To invest in innovations directly,social investors can consider the following financial interventions:1.Offer foundational support for early-stage solutions focused on generating evidence on the impact of climate change on social sectors,such as research and development(R&D)and local data collection.This can include research grants,innovation funds,and other pre-seed capital.2.Promote solutions that refine AI-driven predictive analytics for climate data and enable their seamless integration into local-scale data collection and relaying systems.This may require concessional debt,early-stage equity,or blended instruments depending on the maturity of solutions.3.Validate and scale proven digital solutions in lower-income regions of APAC,focusing on remote and resource-limited communities.This could include performance-based grants or return-seeking debt and equity for more scale-ready solutions.4.Fund the building and strengthening of digital infrastructure for climate resilience as well as digital infrastructure that is climate-resilient,focusing on at-risk communities.This could include concessional capital provision in coordination with public authorities.8 Refers to a controlled framework where innovators can experiment with and test new technologies under relaxed regulatory conditions.Essentially,this environment allows developers to trial new ideas without the usual constraints of full regulatory compliance,which can be slow and restrictive.Financial interventionsH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N11 Other ecosystem-building initiatives 1.Facilitate improved access to open data to support advancements in climate informatics and data-driven decision-making.2.Build climate adaptation knowledge and capacity among investors and disseminate proofs of concepts.3.Enhance the capacity of local authorities and decision-makers to incorporate adaptation considerations during their planning and procurement stages.4.Partner with local communities to understand their needs and foster local community engagement with resilience-building technologies.In summary,there is vast potential for digital tools to transform the climate resilience landscape and enable even low-resource communities to harness the power of technology to adapt to a changing climate.Social investors have a key role to play in directly investing in innovations and driving other initiatives that enable the development of a vibrant and tech-forward ecosystem to drive climate adaptation and resilience outcomes for APAC.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N12Photo by Mathias Reding on Unsplash INTRODUCTIONCHAPTER 1H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N13The climate adaptation imperative in APACPhoto by framesbytanmay on UH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N14Asia-Pacific(APAC)nations9 are highly exposed to the growing impacts of climate change.Rising temperatures heighten the risk of heat waves across Asia,causing droughts in arid regions,delayed and weakened monsoons in South Asia,floods in monsoon regions in South,Southeast,and East Asia,and glacier melting in the Hindu Kush Himalaya region.10 Over the past 60 years,temperatures in APAC have increased faster than the global average,resulting in more intense and frequent unpredictable weather events and climate-related hazards(Figure 1.1).9 Note:In this report,Asia-Pacific is defined as the combination of countries of the World Banks regions of East AsiaPacific and South Asia.10 Intergovernmental Panel on Climate Change,Chapter 10:Asia,in Climate Change 2022:Impacts,Adaptation,and Vulnerability,2022.Comparison of climate change impacts in Asia-Pacific versus globallyFIGURE 1.1Asia-Pacific is especially vulnerable to climate change risksData sources:(1)Intergovernmental Panel on Climate Change,Chapter 10:Asia,in Climate Change 2022:Impacts,Adaptation,and Vulnerability,2022;(2)Centre for Research on the Epidemiology of Disasters,EM-DAT:The International Disaster Database,accessed in 2024;(3)McKinsey Global Institute,Climate Risk and Response in Asia,2020.APAC 0.61.0 BGlobally 0.7 1.2 billion(B)Population living in areas exposed to extreme heat waves3APAC USD 2.8-4.7 TGlobally USD 4.0-6.0 trillion(T)GDP at risk annually from rising heat and humidity by 20503APAC 32.6 MGlobally 49.4 million(M)Displacement due to climate-related disasters,20222Likelihood of 5%grain-yield decline in 2050 relative to today3Globally 1.9xAPAC 1.4xLikelihood of exposure to climate-related extreme events2GloballyAPAC 6xCountries at greatest risk from climate change17 out of 10 are in APACH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N15Collectively,weather events in APAC in 2022 affected more than 50 million people directly,resulting in more than 5,000 deaths and upwards of USD 36 billion in economic losses.11 Given that global temperatures are projected to breach the 1.5-degree threshold by 2030,12 socio-economic losses will continue to increase.By mid-century,climate change impacts are expected to cause substantial annual economic losses in APAC,significantly affecting regional gross domestic product(GDP).The extent of these losses will vary across the region.Even if temperature increases are kept below 2C(above pre-industrial levels),advanced Asian economies are expected to experience GDP losses of 3.3%;in a business-as-usual scenario,in which no mitigating action is taken,losses could reach 15.4%of GDP.In the same scenarios,the Association of Southeast Asian Nations(ASEAN)countries are expected to encounter GDP losses of 4.2%and 37.4%,respectively.13These impacts cut across all economic sectors and jeopardise the regions developmental gains.More than 60%of the working population in APAC is employed in sectors like agriculture,water resources,fisheries,and construction,which are highly susceptible to livelihood disruption due to changing climatic patterns.Consider the example of the agriculture sectorone of the sectors most adversely affected by climate change both in the region and globally.APAC is projected to experience increasingly frequent and/or severe crop yield losses,soil degradation,and water stresses,to the great detriment of food availability,commodity trade,and farmer incomes.In Indonesia,the Philippines,Thailand,and Vietnam,projections for 2100 indicate that rice yields may decline to as little as 50%of 1990 levelsa critical concern for Asia,which accounts for over 90%of global rice consumption.14 Moreover,extreme heat caused by climate change could lead to a loss of up to 3.1%of all working hours in the region by 2030roughly equivalent to the loss of 62 million full-time jobs.The agriculture and construction sectors are expected to bear the brunt of this employment loss.15 Failure to swiftly adapt to climate change could exacerbate poverty and inequality,limiting future development gains while potentially reversing progress made to date.Efforts focused on adapting to climate impacts must take centre stage for APAC.Decarbonisation efforts are pivotal for steering us towards net zero greenhouse gas(GHG)emissions.However,while mitigation strategies primarily focus on reducing emissions,they fall short of addressing the immediate climate risks stemming from past and present emissions.16 This gap is particularly pronounced in APAC,where the tangible impacts of climate change are already intensifying existing socio-economic vulnerabilities.Despite contributing minimally to historical emissions,communities in APAC small island developing states(SIDS)bear disproportionate risks and lack the resources to respond effectively.Given the regions heightened vulnerability,it is imperative to prioritise actions that can help the region anticipate and adapt to climate risks while pursuing its net-zero targets.Therefore,emphasising adaptation measures with mitigation co-benefits becomes essential to address climate impacts,safeguard economic growth,and enhance social well-being while building resilience against future challenges(Figure 1.2).17 Consequently,robust support from developed economies is crucial for strengthening the adaptive capacities of developing economies within APAC,considering the formers historical contributions to the current climate crisis.This is essential for ensuring climate equity in action.11 World Meteorological Organization,State of Climate in Asia,2022.12 Reuters,Global Warming Will Reach 1.5C Threshold This Decade-Report,2023.The 1.5-degree threshold refers to limiting global warming to 1.5 degrees Celsius above pre-industrial levels,as per the Paris Agreement,to avoid severe and irreversible impacts of climate change.13 Swiss Re Institute,The Economics of Climate Change:No Action Not an Option,2021.14 International Monetary Fund,Boiling Point,2018;Asian Development Bank,Climate Change,Rice and Asian Agriculture,2012.15 International Labour Office,Working on a Warmer Planet:The Impact of Heat Stress on Labour Productivity and Decent Work,201916 Joachim von Braun,Veerabhadran Ramanathan,Peter K.A.Turkson,Climate Mitigation Is Not Enough Focus on Resilience Now,in Nature,2022.17 Economic and Social Commission for Asia and the Pacific,Progress of NDC Implementation in AsiaPacific:Methodological Framework and Preliminary Findings,2020.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N16Despite the clear need,climate adaptation remains severely underfunded.Current adaptation finance flows fall short of the need by 1420 times for developing nations within APAC(Figure 1.3).18 The overwhelming majority of global adaptation finance flows from the public sector in the form of debt;in 202122,70%of global adaptation finance was in the form of low-cost project debt(21%,USD 13.4 billion)and project-level market rate debt(59%,USD 37.5 billion).Approximately 98%of the total tracked flows for the same year came from public sourcesprimarily states,multilateral development banks(MDBs),and development finance institutions(DFIs)while grants from philanthropies accounted for less than 1%.19 The proportion of philanthropic funding is likely to be even lower within APAC given the predominance of global north philanthropies in climate adaptation grantmaking.Closing this gap will require mobilisation of climate funding from local philanthropy in APAC,particularly in the form of high-risk,patient capital.Innovative financing models can spur creative solutions and demonstrate viability in adaptation across the region.18 United Nations Environment Programme(UNEP),Adaptation Gap Report 2023,2023.19 Climate Policy Initiative,State and Trends in Climate Adaptation Finance 2023,2023.Understanding climate mitigation,adaptation,and resilienceFIGURE 1.2ResilienceThe capacity of social,economic,and environmental systems to cope with extreme events or trends by responding or reorganising in ways that maintain their essential functionAdaptationThe process of adjustment to actual or expected climate change and its effects.In human systems,adaptation seeks to minimise socio-economic exposure while building systems capacities to better respond to climate risksMitigation Human interventions to reduce emissions or enhance sinks of greenhouse gases(GHGs)Area B and CCounter-resilient measures:Some mitigation and adaptation actions may lead to no or negative contribution to resilience-building(e.g.,deploying conventional cooling tech to address heat stress could lead to higher GHG emissions)Climate ResilienceClimate MitigationClimate AdaptationBACArea ACo-benefits:Some climate actions contribute to both mitigation and adaptation.E.g.,restoring mangroves aids in carbon absorption while offering coastal protection against floodingClimate adaptation also represents an opportunity.The global market for climate adaptation solutions could reach a value of USD 2 trillion annually by 2026,with the Global South poised to reap the greatest benefits.20 Despite demonstrated impact and,in some cases,returns of USD 210 for every dollar invested,21 capital providers often perceive adaptation projects as challenging to allocate resources to or as lacking bankability for a variety of reasons:Misconception of adaptation as purely reactionary.Adaptation is often viewed as an ex post facto response to climate change.22 This narrative,aggravated by limited awareness of what constitutes climate adaptation,undermines the deployment of proactive,forward-thinking adaptation measures,and hinders adequate financing for them.Localised and costly nature of solutions.Adaptation innovations often demand localised solutions that can take longer to design and implement.23 In these contexts,achieving effective adaptation requires high upfront funding to support on-the-ground customisation and alignment among stakeholders.This may not align with commercial investors risk appetite and hence requires funding from more patient and less risk-averse investors.24 Information asymmetry on climate risks and viability.Significant information asymmetry exists between climate experts and investors.Investors do not always understand country-level climate risks and are not familiar with vulnerability data.25 There is also limited research establishing the business case and impact case for adaptation investments specific to APAC.26 Diverse and non-standardised impact metrics.Unlike mitigation efforts,which target the singular outcome of reducing GHG emissions,adaptation actions are multifaceted,aiming to improve a range of interconnected climate and socio-economic outcomes.The benefits of these actions are often seen at hyper-local levels,which makes it challenging to measure and compare their impact with actions across different scales and locations.Due to the absence of standardised metrics,investors may hesitate to commit resources without clear evaluation criteria in place.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N1720 Tim Quinson,Investors Bet Climate Adaptation Will Soon Be Profitable,in Bloomberg,2021.21 Global Commission on Adaptation,Adapt Now:A Global Call for Leadership on Climate Resilience,2019.22 Expert interview.23 World Resources Institute,What It Takes to Attract Private Investment to Climate Adaptation,2023.24 Expert interview.25 World Resources Institute,With Patchy Guidance,Companies May Have Climate Risk Blind Spots,World Resources Institute,2021.26 World Economic Forum,Climate Adaptation:The USD2 Trillion Market the Private Sector Cannot Ignore,2022.Adaptation finance gap for APACFIGURE 1.3of current funding levels are required to bridge developing APACs adaptation finance gapIn USD billions needed annually up to 2030,based on 2021-22 flowsSource:Adapted from UNEP,Adaptation Gap Report 2023.Note:This analysis examines finance flows from developed to developing nations and excludes the rest of the flows due to data validation challenges.For more details on the modelled costs versus finance needs,refer to annex.14-20 x 20 x 14x Current flowsModelled costs of adaptationFinance needs based on NDC communications8102168llustration of climate technology and digital technology(non-exhaustive)FIGURE 1.4H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N18Digital technologies that address adaptation challenges present an opportunity for social investors to drive the adaptation agenda.In contrast to engineered technologies,27 digital technologies include tools and systems designed for data handling and information management(see definition in Glossary).28 Broadly,these technologies streamline data collection,analysis,and communication.In the context of climate change,these tools offer powerful means to pursue scale and dynamism in driving climate adaptation and resilience outcomes for the region(Figure 1.4).29 27 This includes geoengineering technologies,often referred to as climate engineering,which involve large-scale interventions in the Earths climate system to address or mitigate the impacts of climate change.These technologies are outside the scope of this report.28 Asian Development Bank,Digital Technologies for Climate Action,Disaster Resilience,and Environmental Sustainability,202129 Defining the three broad functions of digital technologies:1.Data generation technology that can facilitate the creation and generation of data and information,from the physical or digital setting;2.Data processing technology that can synthesise and create insight based on existing data,forming predictions,forecasts,encryption,etc.;3.Data relaying technology that can transmit and disseminate data between digital devices and users,including communications and automation.The promise of digital technologies in climate adaptationData generation Creation,generation,and collection of data Data processingPrediction,forecasting,and encryption of dataData relaying Transmission and dissemination of dataSatellitese.g.,in enhancing weather forecasts Blockchaine.g.,in encryption of water ledgersMobile phonese.g.,in relaying emergency warnings Dronese.g.,in detecting wildfiresArtificial intelligencee.g.,in predicting disastersInternet of things e.g.,in improving irrigation efficiency Machine learninge.g.,in processing climate data setsRoboticse.g.,in removing marine debrisSolar cellsCold storageBiotechnology Electric vehiclesAdvanced materialsGreen infrastructureEngineered technologiesClimate technologiesDigital technologies Photo by William Daigneault on UH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N19 Enabling low-cost development of tailored adaptation solutions.Crowd-sourcing platforms can enable localised data collection and participatory mapping,to ultimately inform adaptation responses to climate events like flooding.30 Such approaches can reduce implementation costs while enabling impact at scale.For example,Japan-based Spectee.ai deploys AI-based algorithms on social media data to identify crisis situations,such as floods or earthquakes,and send alerts through email and phones.31 Enhancing real-time capabilities for response to climate hazards.Real-time data collection,analysis,and enhanced decision-making facilitated by digital technologies empower swift responses in dynamic environments.Digital ecosystems additionally bridge information gaps by providing standardised data-driven insights on climate risks,thereby addressing information asymmetry for investors and enabling informed decision-making on adaptive strategies and related investments.32 For example,Blue Sky Analytics is a climate analytics company that utilises artificial intelligence(AI)and machine learning(ML)to analyse satellite data and provide real-time insights on climate impacts on water availability and air quality for businesses.33 Enabling proactive solutions to climate risks through advanced predictive analytics and decision support tools.By harnessing data-driven insights,stakeholders can anticipate and mitigate climate risks before they escalate.34 Taking a proactive rather than reactive approach can also help reduce financial burdens associated with loss and damage caused by extreme events.An example is Google Flood Hub,which uses AI to provide critical flood forecasting to over 1,800 sites worldwide.35Digital innovations can help overcome existing barriers in adaptation response through a range of channels:The adoption of digital technology for climate adaptation is still in its early stages in APAC;yet its demonstrated impact highlights the opportunity for targeted investments.Climate tech funding has surged by a factor of 40 x over the past decade;most solutions that have received financing incorporate some form of digital innovation.In 2022,investments in climate tech soared to over USD 70 billion,marking an 89%increase over the previous year.Yet,just 11%of these funds were allocated outside the USA,Europe,and China;of this portion,the majority of investments focused on mitigation.36 As of 2023,APAC receives just 16%of total climate tech investments globally.37 Given the emerging nature and potential of digital technologies in climate adaptation,targeted and customised investments are crucial to support their development and deployment.This needs to be complimented with market building across the region to fully harness their potential.Social investors have a unique and pivotal role to play in supporting innovations in digital technologies that enable adaptation and resilience outcomes for APAC.Social investors,such as philanthropies,corporate foundations,and impact investors,have a relatively 30 Expert interview.31 Japan International Cooperation Agency,Up-and-coming Japanese Startup Launched AI-powered Disaster Management Tech,2023.32 Ibid;World Economic Forum,Innovation and Adaptation in the Climate Crisis:Technology for the New Normal,2024.33 Blue Sky Analytics,Products,accessed Feb 2024.34 United Nations Economic and Social Commission for Asia and the Pacific,Digital for Climate Change Adaptation in Asia and the Pacific,2021.35 Google Research,Flood Forecasting,accessed Feb 2024.36 Jamil Wyne,Minahil Amin,Abrar Chaudhury,Courtney Savie Lawrence,Aoife Brophy,Michelle Lee,The Climate Tech Opportunity,Oxford Climate Tech Initiative,2023.37 PWC,State of Climate Tech,2023.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N20This report serves as a toolkit for social investors to help them navigate climate adaptation challenges and sets out guidelines on investing in digital technologies for climate adaptation.In Chapter 2,we present a four-step adaptation investment framework designed to guide social investors in identifying and supporting solutions for climate adaptation that align with their programmatic areas.Chapters 3 through 5 illustrate the frameworks application,with a focus on digital innovations.Chapter 3 highlights the impacts of climate change in four major thematic areas in which APAC is particularly exposed:water,agriculture,disaster,and public health.It provides insights into the risks arising from climate change and the necessary solutions to address them.Chapter 4 highlights the status and applications of digital solutions across cross-cutting use cases aligned with the impact areas identified in Chapter 3.Finally,Chapter 5 offers actionable recommendations for social investors,outlining strategies to effectively develop and deploy digital technologies for climate adaptation in APAC that will ultimately foster sustainable and climate-resilient outcomes.high risk tolerance and can offer patient capital to support digital ventures at each step of the value chain(Box 1.1).This includes fostering an enabling ecosystem through market creation,capacity building,and policy advocacy,in addition to capital mobilisation for solutions themselves.This multipronged approach is especially critical for developing economies in APAC and SIDS,which are not only inadequately funded but also constrained in terms of domestic implementation capacities.3838 UNEP,Adaptation Gap Report 2023,2023.Who are social investors?Foundations,grantmakers,impact funds,family offices,banks,wealth management firms,private equity(PE)and venture capital(VC)funds which seek impact outcomes.This category includes impact investors.What are social investments?AVPN sees social investments as a continuum of capital;that is,the range of financial,human,and intellectual capital that are invested with the expectation of measurable results and cover the entire spectrum of social investing,from impact-only to a combination of impact and environmental-social-governance(ESG)-themed investing and financial returns to risk-minimisation through ESG screens and integration.Source:AVPN,The Continuum of Capital in Asia,2018.Defining social investors and investmentsBOX 1.1Photo by Vincent Gerbouin via THE ADAPTATION ACTION FRAMEWORK FOR APACCHAPTER 2H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N2139 The establishment of the Adaptation Fund in 2001 during COP7 was a pivotal moment in global climate adaptation and resilience efforts.This initiative,accompanied by strengthened UNFCCC support to Least Developed Countries(LDCs)in adaptation pilot projects,underscored a shift towards a unified global approach to addressing the physical impacts of climate change through strategic planning and implementation of adaptation measures.Strategic investments in climate adaptation require awareness of climate risks and the corresponding opportunities they offer.The importance of climate adaptation and resilience as central tenets of the fight against climate change has been established for more than two decades39;yet guidance on investing for adaptation remains sparse,resulting in incremental action and funding.Given the interconnected nature of climate impacts across different sectors,such as water and public health,it is essential to adopt a holistic approach.Taking a thematic lens provides a strong foundation for guiding investments in climate adaptation,directing resources towards climate-proofing the relevant social sectors.Additionally,leveraging cross-thematic opportunities for social investments can bring together diverse funders and stakeholders,enabling the pooling of capital and resources and driving more transformational impact.This chapter presents a four-step approach to guide social investments in identifying and supporting digital solutions that contribute to APACs adaptation and resilience(Figure 2.1).Adaptation action framework for APACFIGURE 2.11243Communicate findings on results to help refine how investors identify risksPrioritise solutions to invest in based on their impact potentialUnderstand climate risks and vulnerabilities for relevant themesIdentify solutions for anticipating and/or adapting to the risksProvide customised support to scale impactful solutionsMeasure and communicate the impact of investmentsH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N22Photo by Alex Eckermann on UFirst,social investors need to understand the climate risks that affect the impact areas they work in.This entails conducting a comprehensive assessment of regional climate risks pertinent to the social investors impact focus areas.The outcomes of the assessments should steer the identification and prioritisation of the most critical risks,centring on the vulnerabilities of the communities that social investors serve.Social investors should also consider realigning their focus areas in light of the evidence,and to take into account intersectionality with other issues.Next,social investors should consider what solutionsincluding digital technology solutionsare most relevant for anticipating and adapting to future risks.One type of solutions to consider includes those that help anticipate real-time risks,vulnerabilities,and adaptation needs within the communities affected by climate change.In this context,digital technologies act as enablers,facilitating tailored,adaptive responses through tools such as real-time flood monitoring systems at the neighbourhood level and forecast-based early warning systems for vulnerable communities.A second set of solutions leverages climate information to co-pilot or automate actions on the ground,either in anticipation of or in response to climate impacts.For example,Internet of Things(IoT)enabled irrigation technologies can automate watering cycles on drought-prone farmlands to improve water management efficiency and reduce farmers workloads,particularly during periods of extreme temperatures.In identifying which solutions to support,social investors can incorporate parameters based on their investment approaches.For instance,AVPNs APAC Sustainability Seed Fund,with the support of Google.org and the Asian Development Bank,evaluates projects based on three key parametersinnovation(both novel approaches and innovative applications of existing approaches),feasibility and track record of success,and potential for scale especially in serving marginalised populations.In doing so,the fund actively responds to on-ground needs of the affected communities in both defining the problem and the solution.Once solutions are prioritised,social investors can tailor their support in accordance with preferences for impact and financial returns.Climate adaptation innovations require a diverse range of social investment types as they progress from development to deployment stages.Grant funding from philanthropies,corporate office foundations,and other investors is useful for supporting early product development of innovative climate solutions.A combination of grants and concessional debt can support the testing and validation of promising initiatives through location-specific pilot projects.Philanthropies,multilateral institutions like MDBs and DFIs,and impact investors,who prioritise social impact creation over significant financial returns,can provide this funding mix.Impact-focused venture capitalistsFor example,a South-Asian philanthropy focused on agrarian livelihoods would be remiss not to prioritise the impacts of climate change on agriculture and water resources.This involves assessing climate risks from droughts,floods,and changing rainfall patterns,which directly affect crop yields,water quality,soil health,and freshwater availability for the region.These factors in turn increase the vulnerability of smallholder farmers to income and livelihood losses due to climate change.To address these risks and support agrarian livelihoods,the social investor could prioritise support for adaptation solutions such as drought-resistant crop varieties,water-efficient irrigation techniques,and early warning systems for extreme weather events.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N23and other return-seeking investors can then support the scaling of those impactful solutions that show early commercial promise.Additionally,philanthropies and multilateral institutions could also play a part at this stage by de-risking investments for return-seeking investors.For instance,they can provide concessional debt and first-loss guarantees to demonstrate the commercial viability of early-stage solutions through innovative finance approaches,such as blended finance.Concurrently,social investors should also spearhead ecosystem-building initiatives such as policy advocacy,capacity building,and knowledge transfer,in order to build a conducive environment within which solutions can take shape(see Chapter 5 for further discussion on ecosystem building).The type of ecosystem support required for each solution depends on its nature,development stage,and impact potential,as well as the policy environment and market dynamics in which it operates.Often,a single solution may necessitate various forms of support.Finally,assessing impact using consistent approaches is essential for understanding and communicating the effectiveness of adaptation investments.Understanding the impact of adaptation investments presents a complex challenge for several reasons.First,adaptation initiatives address a diverse range of development and climate outcomes,often measurable only at hyper-local levels.Second,a lack of consensus on the definition of climate adaptation and its impact pathways has resulted in the proliferation of multiple impact measurement frameworks and approaches,each rooted in differing perspectives and priorities.40 Finally,there is an inherent challenge in designing measurement and reporting frameworks that are both adaptable to local conditions while remaining compatible with other related impact measurement frameworks.40 Next Billion,The Emergence of Resilience Credits:How a New Asset Class Can Unlock Investment in Climate Resilience And Why Impact Measurement Will be Key to its Success,2024.Photo by JIRAROJ PRADITCHAROENKULH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N2441 According to the findings of the Global Adaptation and Resilience Investment(GARI)working group,investors consider clear metrics as important to drive investments in adaptation and resilience,with a significant 67%recommending the development of metrics for resilience.GARI working group,The State of Climate Adaptation and Resilience Investment:Where We Are,Current Investor Views,and Paths Forward,2022.42 UNFCCC,Sharm-El-Sheikh Adaptation Agenda,accessed March 2024.43 60_decibels,A Solution for Measuring Climate Resilience,accessed March 2024.44 The scope of this reports findings is limited to the first three steps of the framework.For example,within the private sector,60 Decibels has developed a proprietary household-level resilience measurement tool,aimed at directing climate investments for social enterprises.43 This tool offers a streamlined approach to resilience measurement using standardised metrics applicable to diverse households,farming communities,and non-agricultural settings,with consistent resilience indicators that enable comparisons between various evaluations.This tool is an example of best practices and frameworks that social investors would need to adopt to ensure transparency and accountability in quantifying the impact of their adaptation investments.The adaptation action framework below(Figure 2.2)summarises the steps described above.The chapters that follow utilise this framework to provide insights and guidance to social investors interested in investing in digital technologies to support climate adaptation in APAC.44The development and deployment of clear and appropriate impact measurement methods is imperative for mobilising and harmonising investment.41 This can enable a shared understanding of results and ensure consistency and comparability across different programmes,regions,and investment categories.Further,by enabling the aggregation of impact achieved by diverse actors,it can also facilitate the monitoring of progress toward regional and global commitments,such as those outlined in the Sharm-El-Sheikh Adaptation Outcomes for 2030.42H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N25Photo by allPhoto Bangkok on UAdaptation action framework for APAC(expanded)FIGURE 2.2*This framework highlights risks for the thematic areas covered in this report and is not exhaustive.According to IPCC,climate risks must be understood at the intersection of three factors:(i)hazard refers to potential natural or human-induced climate events and chronic changes in weather patters,(ii)exposure factors through which an individual or system is exposed to climatic variations,e.g.infrastructure quality,livelihood type,proximity to at-risk geographical features such as coastlines,etc.,and(iii)vulnerability factors that predispose a person or system to risk,e.g.demographics,socio economic status,resilience of supply chains,etc.Vulnerability and exposure interact with hazards to generate risk and can be exac-erbated by factors like poverty and lack of social support,regardless of the specific hazard(Climate Change 2022:Impacts,Adaptation and Vulnerability.Contribution of Working Group II to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change).AB1243Understand climate risks and community impact(illustrative)Identify solutions Support scaleMeasure impactAnticipation of local climate risks and vulnerabilitiesAdaptation to climate impactsFinancial interventionsEcosystem buildingMeasurement of solution-level impactConsensus on measurement standardsIdentify solutions that predict or monitor real-time risks,tailored to specific community vulnerabilities.Climate analytics often serve as enablers of other solutions.Identify solutions that co-pilot or support communication for on-the-ground implementation of adaptation measures,often utilising climate analytics as inputs.Provide appropriate financial instruments,e.g.,grants,debt,equity,including innovative finance mechanisms where appropriate.Foster an enabling environment in which innovations can succeed.E.g.,via:Policy advocacy Capacity building Knowledge exchangeAdopt best practices to measure and report the impact of promising solutions.Credible impact measurement can boost provider accountability and enable learning for other providers.Co-develop consistent taxonomies and standards to assess impact.Unified systems of measurement enable consistent assessment and comparisonMap climate risks and community-level impactIdentify relevant climate hazards Dwindling crop yields owing to changing climatic conditions,including frequency of high heat.Reduced crop health and nutritional levels because of warmer temperatures.Reduced water availability due to droughts,rising temperatures,and saltwater intrusion into aquifers.Increased flooding caused by extreme rainfall events,cyclones,storm surges,and sea level rise.Increased loss of life and property due to rising frequency and magnitude of climate-related disasters.Gradual loss of land and coastal infrastructure owing to rising sea levels.Increased frequency and spread of infectious diseases,due to shifts in habitat and seasonality for vectors.Higher fatality rates from NCDs including respiratory illnesses and heat strokes.AgricultureWaterDisastersPublic healthE.g.,Limited resources prevent smallholder farmers from adapting to climatic shifts,affecting crop yields and livelihoods.E.g.,Rural women bear the brunt of unreliable access to clean water as they are often tasked with managing household water collection.E.g.,People with special needs and the elderly are particularly vulnerable due to limited mobility and access to resources.E.g.,The elderly and children face heightened health risks,particularly from heat-related illnesses and poor air quality.Floods Droughts Heatwaves Temperature riseGlacial retreatSea level riseBiodiversity lossExtreme weather eventsSlow onset eventsCommunicate findings on results to help refine how investors identify risksPrioritise solutions to invest in based on their impact potentialH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N26PRESSING CLIMATE RISKS AND TECH SOLUTIONS ACROSS KEY THEMESCHAPTER 3Photo by RitthichaiH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N27This chapter explores the intersection of climate impacts and digital technology solutions relevant to APAC by focusing on four key thematic areasagriculture,water resources,disaster management,and public health.It highlights climate vulnerabilities within each of these thematic areas,their influence on well-being for populations that depend on them,and the role of technology in improving resilience in each area.45 Many other thematic areas are similarly affected by climate change in APAC,and the four themes profiled here represent only an illustrative starting point for addressing the knowledge gap among climate tech innovators and social investors in APAC.45 The selected themes largely align with the priority adaptation themes for the region,as communicated to the UNFCCC through National Adaptation Plans(NAPs)and Technology Needs Assessment,2020.Photo by jiawei cui on PWater resourcesAgriculture and food securityDisaster managementPublic healthH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N2846 World Bank,Agriculture,Forestry,and Fishing,Value Added(%of GDP),2024.47 Asian Development Bank,Building Climate Resilience in the Agriculture Sector of Asia and the Pacific,2009.48 United States Agency for International Development,Agriculture and Food Security,2020;Australian Government,Myanmar,2021.49 The Chinese University of Hong Kong,CUHK-led Study Estimates Over One-fifth of Staple Crops Will Be Lost by 2050 Due to Ozone Pollution and Climate Change,2023.50 Science Direct,Rainfed Agriculture,accessed Jan 2024.51 Cicero Z de Lima,Jonathan R Buzan,Frances C Moore,Uris Lantz C Baldos,Matthew Huber,Thomas W Hertel,Heat Stress On Agricultural Workers Exacerbates Crop Impacts of Climate Change,in IOP Science,2021.52 Food and Agriculture Organisation and UNEP,Global Assessment of Soil Pollution:Report,2021.53 United Nations Development Programme(UNDP),How Solar-Powered Water Pumps Are Boosting Productivity and Resilience for Cambodias Farmers,2023.Agriculture accounted for 17%of the total GDP in South Asia in 2022four times the world averageand is critical to ensuring food security.46 Across Asia,over 2.2 billion people rely on agriculture for their livelihoods.47 This is especially pressing for countries such as Cambodia and Myanmar,where over 60%of the population make their living in agriculture and forestry.48Climate change impacts food systems through multiple pathways,reduced productivity due to altered precipitation patterns,soil degradation,and heat stress;yield loss due to increased prevalence of pests and diseases;interrupted production and supply chains due to natural disasters;and reduction of crops nutritional value(Figure 3.1).First,climate variability can reduce crop,labour,and livestock productivity from altered precipitation patterns,soil quality degradation,and heat stress.Compared to 2010,total crop yields are expected to diminish by 18%by 2050 in South Asian countries.49 Shifts in rainfall patterns directly impact crop productivity,as rainfed farming produces more than 60%of the worlds cereal grains.50 Increased heat stress from more frequent and intense annual hot days significantly further contributes to declines in crop productivity by impacting agricultural workers.In regions like sub-Saharan Africa and Southeast Asia,a global warming increase of 3 degrees could reduce labour capacity in agriculture by 30%-50%.51 Temperature increases and shifts in precipitation patterns also irreversibly change soil quality and threaten the health of livestock.In addition,anthropogenic pressures stemming from heightened use of agrochemicals,particularly inorganic fertilisers and pesticides,exacerbate the deterioration of soil fertility.In Sri Lanka,where farmers have been found to surpass recommended agrochemical application rates specified on labels,61%of agricultural land grapples with diminishing soil quality.52 These climate and environmental risks can be addressed with improved water and soil monitoring,alongside more efficient irrigation and soil conservation practices.For example,the utilisation of solar water pumps allows for greater water availability and prevents water competition among smallholder farmers,improving overall productivity.53 Similarly,real-time heat stress detection can alert farmers to take suitable preventive measures,including enhanced ventilation and cooling with sprinklers to avoid reduction in livestock productivity.Agriculture and food securityPhoto by Shayan Ghiasvand on UH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N29Increased prevalence of pests and diseases is already causing up to 41%yield loss in rice in Asia and affects other crops and livestock.54 Climate change has expanded some plant pests host range and geographical distributionsdue,for example,to changes in temperatures,precipitation,and humidity levelsleading to increased infestations and hence,reduced yield.Additionally,climate change affects the conditions for pathogens and vectors of zoonotic diseases,impacting the health of both crops and livestock.The transmission of zoonotic diseases among livestock is a significant public health concern,considering the regions high reliance on livestock-based products.At a farm-level,the emergence and spread of such diseases result in direct and indirect losses for farmers by introducing adverse shocks that affect overall farm productivity.55 Technology ventures are employing AI,drones,and remote sensors to provide farmers with precise pest detection and prediction.This also includes the use of sensors to monitor ambient temperature and related conditions that might result in their spread,enabling early adaptation measures.54 Rolando Cerda,Jacques Avelino,Christian Gary,Philippe Tixier,Esther Lechevallier,Clmentine Allinne,Primary and Secondary Yield Losses Caused by Pests and Diseases:Assessment and Modeling in Coffee,2017.55 Binlei Gong,Shurui Zhang,Xiaoguang Liu,Kevin Z Chen,The Zoonotic Diseases,Agricultural Production,and Impact Channels:Evidence from China,202156 Siyi Wei,Qi Zhou,Ziqun Luo,Yunlei She,Qianzi Wang,Jiayang Chen,Shen Qu,Yiming Wei,Economic Impacts of Multiple Natural Disasters and Agricultural Adaptation Measures on Supply Chains in China,2023.57 Arunima Malik,Mengyu Li,Manfred Lenzen,Jacob Fry,Navoda Liyanapathirana,Kathleen Beyer,Sinead Boylan,Amanda Lee,David Raubenheimer,Arne Geschke,Mikhail Prokopenko,Impacts of climate change and extreme weather on food supply chains cascade across sectors and regions in Australia,2022.58 Harvard School of Public Health,Climate Change&Nutrition,2023.59 World Food Programme,The Global Food Crisis:Impact on the AsiaPacific Region,2023.60 Queensland Alliance for Agriculture and Food Innovation,Turning Big Data into Better Breeds and Varieties:Can AI Help Feed the Planet?,2023.Natural disasters lead to interrupted agricultural production and disrupt supply chains.For example,floods account for over 70%of supply chain losses in China,where agriculture incurs 18%of the total indirect loss.56 In addition to the disruptions to on-farm productivity and harvest schedules,climate change can reduce the efficiency of existing infrastructure to support post-harvest activities,such as storage and transportation of produce.The disruption of supply chains has cascading socio-economic effects,impacting jobs and incomes of individuals employed within the agricultural value chain.57 To address such risks,supply chain systems need upgrades to improve their predictions of and ability to adapt to disruptions.Start-ups are increasingly investing in AI and cloud-based digitisation of farm production data to support supply chain operations.As levels of atmospheric carbon dioxide climb,reductions in the nutritional value of major cereals and vegetables are expected by 2050up to 10%for zinc,5%for iron,and 8%for protein exacerbating health issues.58 The decrease in crop nutritional value affected 465 million undernourished individuals in 2021,comprising 55%of the global undernourished population.59 Such events directly affect the nutritional well-being of populations in APAC,where two-thirds of the worlds poor reside.To address this,some companies are using AI to improve the identification and development of more nutritious crop and livestock breeds.Researchers are also using AI to identify genetic segments with preferred traits to develop superior crop varieties and are combining this with speed breeding technology to turn over multiple generations quickly.60Photo by Yogendra Singh from PH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N30Climate risks and digital solutions in agriculture and food securityFIGURE 3.1Reduced crop and livestock productivity due to reduced precipitation and water availability for agricultural use Real-time and remote water and soil monitoring Improved irrigation and water use efficiency Satellites and drones for remote monitoring of water and soil erosion rates Remote sensors to monitor water levels and soil moisture IOT-based sensors to improve irrigation efficiency(e.g.,smart water pump)Real-time detection of heat stress Auto cooling system via shade,ventilation,etc.Prediction and early warning systems Detection of pests,disease,and disaster events Flood control and pest and disease managementReduced crop yields due to changes to soil qualityReduced crop yields and livestock productivity due to heat stressLoss of crops and livestock due to extreme weather events(incl.flooding)Increased incidence of pests and diseases in crops and livestockIssue areasImpact of climate changeDigital technology needsExamples of digital solutionsProductivity loss due to input disruptionsProductivity loss due to disease and disastersDisruption to supply chains Remote sensors to detect heat stress Automation devices to manage heat stress in farm systems AI-enabled weather and disaster forecast Drone-based disease/pest detection Crowd reporting on disease and pests Remote sensor and phone early warning for disaster,disease,and pests AI/cloud-based digitization of farm production data and supply chain operationH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N31Increased complexity and cost of logistics due to climate disaster and change in production Real-time data collection and optimisation models to secure agro-food supply chains during disasters AI-powered crop and livestock breed research Improved crop and livestock breed with higher nutritious valueReduction in crop nutrition due to climate changeNutritional value lossWater availability in East Asia and the Pacific is 20%lower than the global average and 80%lower in South Asia.61 This impacts key livelihood outcomes in terms of food security,public health,and income-generation opportunities.Climate change can further exacerbate the scarcity of water resources in APAC by reducing overall water availability and lowering water quality(Figure 3.2).Frequent climate events increasingly jeopardise water security.The worst droughts in South Asia are projected to occur 1.5 times more frequently in 20352100 compared to the previous century.62 Climate change also intensifies rainstorm patterns,leading to increased rainfall intensity and frequency.This poses a threat to water storage facilities,such as reservoirs,which may struggle to cope with the sudden influx of water.Consequently,the stable provision of water to communities can be compromised,further exacerbating the challenges surrounding water security in the region.To address these challenges,climate tech innovators are leveraging remote sensing,the IoT,and cloud computing to support the monitoring of water levels.Companies have also started using AI to support more accurate predictions of rainfall.With these insights,farmers and other water users can better manage water usage and reduce wastage.In addition to the lack of water security,the quality of available water in APAC is also threatened by rising sea levels and unregulated wastewater discharge.Rising sea levels can lead to salinisation of freshwater resources,making them unfit for consumption and agricultural use.Since 2010,South Asia has already experienced an 11%reduction in freshwater resources.63 Furthermore,unregulated wastewater discharge is a significant contributor to the degradation of water quality in the region.Inadequate wastewater treatment systems and industrial pollution discharge lead to waterborne diseases and other public health concerns.To address these challenges,companies are using sensors to improve the monitoring of water quality;meanwhile,citizens are able to help prevent pollution at source by using mobile apps to report illegal wastewater discharge.Moreover,some companies are directly improving water quality in APAC through the use of robotics to remove waste from water bodies.6461 Water availability is assessed based on Renewable internal freshwater resources,comprising yearly river flows and groundwater replenishment,accessible for domestic,agricultural,and industrial uses.This metric represents the maximum theoretical yearly amount of water available for a particular region at a given moment.World Bank,Renewable Internal Freshwater Resources Per Capita(Cubic Meters),2023.62 Saran Aadhar,Vimal Mishra,On the Occurrence of the Worst Drought in South Asia in the Observed and Future Climate,2021.63 World Bank,Renewable Internal Freshwater Resources Per Capita(Cubic Meters)-South Asia,2023.64 World Economic Forum,3 Ways We Can Collaborate Better for a Stronger Circular Economy,2022Water resourcesPhoto by Rafa Prada on UH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N32Issue areasImpact of climate changeDigital technology needsExamples of digital solutionsClimate risks and digital solutions in water resourcesFIGURE 3.2Altered precipitation patterns and increased evaporation rates contribute to a decline in surface water availability Dynamic water resource monitoring Predictions for water-related extreme events such as floods and droughts Efficient water usage systems Flood monitoring,including community-based flood reporting systems Flood forecasting prediction and prediction Tools for nature-sensitive watershed planning Monitoring of wastewater discharges Dashboards for freshwater quality Digitally enabled waste management Remote sensing-based real-time monitoring of surface and sub-surface water flows Cloud-based stormwater monitoring and management systems IoT-based automated leakage control systems Satellite imagery and Geographic Information Systems(GIS)for watershed mapping and planning AI algorithms for real-time flood prediction and early warning Community-based risk assessments and open mapping Sensor networks for continuous monitoring of effluent quality Robotics for waste removal from water bodies Mobile app for reporting and tracking environmental violationsWater securityShifting aquifer recharge patterns lead to unpredictable and unreliable groundwater availabilityUnpredictable,heavy rainfall events and glacial melting contribute to increased risks of inland floodingClimate-induced migration fosters unchecked urbanization,resulting in unregulated wastewater dischargeStorm surges,rising sea levels,and intensified cyclones elevate the likelihood of coastal floodingSaltwater intrusion(accompanied by untreated discharge)affects freshwater sources and compromises water qualityWater qualityH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N33Climate disasters resulted in an estimated USD 67 billion in economic losses in APAC in 2022;under a scenario of 2C warming,the regions estimated annual losses could reach USD 1 trillion.65 The intensification of climate disasters drives three primary risks in disaster management.First,disaster forecasting becomes increasingly complex and uncertain.Second,communities and infrastructure systems face increasing stress from exposure to failure.Third,disaster response systems are stretched thin as the need for them grows(Figure 3.3).Prediction of disasters is becoming more complex due to climate change,which brings uncertainties to the seasonal patterns of events like hurricanes,floods,droughts,and storms.66 Climate change is shifting long-established weather and climate patterns;for example,it is making Indias monsoon more erratic.67 Unpredictable weather events can devastate even the most developed cities;in April 2024,a slow-moving storm in the United Arab Emirates brought an unprecedented amount of rain,surpassing a years worth of rainfall in just one day.This record-breaking deluge resulted in flash floods that disrupted transportation and temporarily halted flights at Dubai International Airport,one of the busiest airports globally.The UAEs National Centre for Meteorology reported that the eastern regions received up to 250 millimetres(10 inches)of rain in less than 24 hours,close to two times its typical annual rainfall.68 Innovations are increasingly relying on localised,real-time weather monitoring and AI-based forecasting to improve the detection and prediction of disasters.Communities and infrastructure systems are also increasingly at risk for damage as climate disasters grow in intensity and frequency,and occur in previously unaffected regions,undermining the ability to effectively anticipate and respond to climate-related events.The Asian Development Bank estimates that USD 26 trillion are needed to improve infrastructure resilience across the region.69 The need to build and fortify infrastructure in the face of stronger and unprecedented disasters is especially challenging for the urban poor,who generally live in the least maintained districts,and for rural communities that reside in overexposed areas with limited support.70 Technologies that detect vulnerabilities in infrastructure and community resilience are crucial in addressing these challenges by facilitating targeted reinforcement and development of infrastructure.65 United Nations Economic and Social Commission for Asia and the Pacific,A Disaster Emergency Is Underway In Asia and the Pacific as Risks Outpace Resilience,Warns New UN Study,2023.66 Asian Disaster Reduction Center,Natural Disaster Data Book,2022.67 IndiaSpend,Climate Change Is Making Indias Monsoon More Erratic,2021.68 NASA,Deluge in the United Arab Emirates,accessed April 2024.69 Asian Development Bank,Disaster-Resilient Infrastructure Unlocking Opportunities For Asia And The Pacific,2022.70 Eco-business,South Asias Poorest City Dwellers Bear Brunt of Worsening Floods,2022;UNESCAP,Disaster Resilience for Sustainable Development,2017.Disaster managementPhoto by Saikiran Kesari from U H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N34Disaster response systems are severely strained and in urgent need of expansion.Several regions in APAC face significant fiscal and personnel constraints in their ability to plan and execute disaster management strategies due to limited state capacity.The costs associated with climate-related extreme events further exacerbate this deficit,reducing the efficacy of disaster response systems to accommodate the rising frequency and magnitude of disasters.For instance,250 buildings collapse annually in Mumbai due to heavy rainstorms,but the government has yet to develop an effective communication protocol that can enable rapid response and build awareness to prevent future incidents.71 Technology can be leveraged to inform the public about such risks,adaptation measures,and the urgency of addressing vulnerabilities.Countries such as Bangladesh have improved their weather forecasting capability;however,challenges remain in disseminating information to at-risk communities with enough lead time to take early action.72 The same communication barriers persist in post-disaster scenarios,affecting rapid response and recovery.Disaster tech innovations are leveraging app-based alerting systems to help improve outreach and response time for communications in disaster-prone areas.71 Shabana Khan,Jyoti Mishra,Critical Gaps and Implications of Risk Communication in the Global Agreements,2022.72 United States Agency for International Development,Strengthening Household Ability to Respond to Development Opportunities(SHOUHARDO)III Programme of Care Bangladesh,2021.Photo by Dibakar Roy from UH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N35Climate risks and digital solutions in disaster managementFIGURE 3.3Increased complexity and uncertainty in weather data and patternsIncreased demands to emergency response capacity and logisticsIncreased exposure of infrastructure assets to disaster-related risksIncreased community vulnerability in previously less-affected areasShift in climate zone and change in temperature and weather pattern Shifts in disaster pattern in intensity,frequency,and geographical distribution of disastersIncreased stress to post-disaster recovery and reconstruction Improved monitoring of weather patterns Improved climate data collection and analytics Improved prediction methods Increased communications efficiency and effectiveness Improved disaster response management,incl.supply chain AI and machine learning algorithms to forecast future disasters Remote sensors for detecting sea levels and ocean activity Satellite-based disaster detection Mobile phone-based early warning system Mobile app-based disaster response for victims and early responders AI/ML algorithms for improving supply chain management Disaster prediction and forecast Disaster responseDisaster resilience Improved detection of vulnerability in infrastructure Improved detection of weather patterns Satellite mapping to detecting vulnerable infrastructure and community Phone-based community support during infrastructure failureIssue areasImpact of climate changeDigital technology needsExamples of digital solutionsH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N36Wide health outcome disparities across APAC are emblematic of inequality across the region.For example,the maternal mortality ratio in lower-middle-and low-income APAC countries is more than four times that of upper-middle income countries in APAC,and 14 times that of high-income APAC countries.73 Such disparities can be attributed to a combination of factors,from socio-economic inequality,to limited access to healthcare services,to inadequate healthcare infrastructure.Climate-related hazards threaten to further exacerbate risks to marginalised communities that already experience high vulnerability and exposure.Climate risks that impact public health are spread across two broad areas:First,risks to human health,including rising incidence of infectious disease,non-communicable diseases(NCDs),physical and mental trauma,and malnutrition and dehydration.Second,reduced health system delivery capacity to health infrastructure,supply chains,and workforce(Figure 3.4).In the first category,how infectious diseases spread is changing as weather patterns and changes in habitat affect the ways vectors such as ticks and mosquitos reproduce and interact with humans.The transmission of dengue,for instance,grew by 12tween the 1950s and 2010s due to climate change.74 In South Asia,the population at risk of malaria infection is estimated to increase by 134 million by 2030.75 Rising incidence of NCDs is also closely linked to climate change.Air and water pollution and exposure to heat waves can cause or aggravate a range of NCDs,such as anaemia,stroke,pulmonary disorders,cancer,cardiovascular disease,and diabetes.76 More than 6.5 million annual deaths are attributed to air pollution,of which over 70%occur in APAC.77 Innovators have addressed these challenges with air quality and temperature monitoring mechanisms,integrated with surveillance systems that can better predict health risks.Governments can use these insights to develop more targeted policies and regulations to reduce pollution from hotspots or high-polluting activities.Telehealth platforms in APAC emerged during the COVID pandemic as triage for in-person services,including for NCDs,with great successnearly 80%of users of one such platform were able to solve their medical issues through teleconsultations,thereby reducing the spread of infection at health centres.78 73 Organisation for Economic Co-operation and Development,Maternal Mortality,2020.74 The Lancet Infectious Diseases,Twin Threats:Climate Change and Zoonoses,2023.75 Forecasting Healthy Futures,Advancing the Discipline of Climate-Informed Malaria Prediction and Planning,and Supporting its Integration in Malaria Control Programmes Worldwide,accessed Feb 2024.76 State of Global Air,Global Health Impacts of Air Pollution,accessed March 2024;WHO,Climate Change and Noncommunicable Diseases:Connections,202377 UNEP,Restoring Clean Air,accessed Jan 2024.78 Vikram Kapur,Alex Boulton,AsiaPacific Telemedicine Platforms Will Long Outlast COVID-19,2021.Public healthPhoto by Migs Reyes from PH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N37Climate risks have caused widespread physical and mental trauma across APAC.This can occur through direct injury,such as during disasters like floods,landslides,cyclones,lightning strikes,avalanches,heat waves,and tropical storms.For example,since 1992,extreme heat has killed more than 24,000 people in India,79 and have led to at least 90 deaths across India and Pakistan in 2022 alone.Secondary trauma is also a significant driver of impact,including on mental health,community conflict,and gender-based violence.Extreme weather events,displacement,loss of livelihoods,and social unrest can directly impact challenges such as anxiety,depression,grief,post-traumatic stress disorder,substance abuse,and aggression.80 Farmer suicides are a well-documented example of the consequences of economic hardship from drought-induced crop failure.81 A recent study in South Asian countries observed that each 1C increase in annual mean temperatures is associated with a mean increase in domestic violence prevalence of 4.4%.82 Even in comparably high-income communities,climate-related events play a role in mental healthfor example,a 2022 study found that 21%of Australians who experienced climate-related disasters reported having a moderate to major impact on their mental health.83 Digital tools that help individuals gain access to information to plan,adapt,and access resources prior to and in the aftermath of climate-related disruptions can help reduce these secondary impacts.Some companies are also developing AI tools that offer mental health support at lower costs to bridge care gaps as wider populations seek support.84Malnutrition and dehydration are closely linked with changes in weather patterns,resulting in disrupted food systems and water security,especially for marginalised communities.See sections on Agriculture and food security and on Water for further discussion.In the second category of impact,climate change impacts healthcare delivery capacity in several critical ways.The increased frequency and severity of extreme weather events result in damage to healthcare infrastructure and disruption to sensitive supply chains,such as those for blood supply or pharmaceutical product stability.For example,seasonal flooding is a common occurrence in Cambodia,especially in provinces like Stung Treng and Kratie,where 31%and 20%of health facilities respectively are at risk of annual flooding.85 Moreover,healthcare workers are not only disproportionately exposed to direct climate-related hazards such as heat waves,or while working in disaster zones or on infectious disease outbreaks,but are also under increased strain as overall workloads rise in response to the rising incidence of health risks described above.This is especially acute during climate emergencies that cause surges in demand.Many health system administrators already rely on digital tools to enable risk monitoring,service delivery optimisation,and resource allocation;these tools will need to be resilient to increasing volatility as system outages and spikes in demand become more common.79 United States Institute of Peace,How Heat Waves Are Destabilizing Asia,2023.80 Intergovernmental Panel on Climate Change(IPCC),Synthesis Report of the IPCC Sixth Assessment Report,2023;World Health Organization(WHO),Mental Health and Climate Change:Policy Brief,2022;Wellcome,Explained:How Climate Change Affects Mental Health,2022.81 Susanta Kumar Padhy,Sidharth Sarkar,Mahima Panigrahi,Surender Paul,Mental Health Effects of Climate Change,2015.82 Down to Earth,Domestic Violence to Rise as Subcontinent Heats Up,2023.83 Climate Council,National Study of the Impact of Climate-fuelled Disasters on Mental Health of Australians,2022.84 Wysa,Mitsu85 World Bank Group,Cambodia Country Climate and Development Report,2023.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N38Climate risks and digital solutions in public healthFIGURE 3.4Changes in the geography,seasonality,and incidence of bacteria and vector-borne and zoonotic diseases Air quality,precipitation,temperature monitoring,and nutrition tracking for agro-businesses and consumers Predictive risk mapping,and syndromic surveillance Improved access to digital diagnostic tools for climate-health impacts Predictive hazard mapping;algorithms to understand mental health risks Real-time weather monitoring;data on climate-related health impacts during crisis Communication networks for public safety and disaster response Digital platforms for care provision Early warning systems for at-risk facilities Optimisation models for service delivery Digital healthcare services Remote sensors for hyperlocal mobile air quality monitoring AI-assisted imaging for early diagnosis and treatment of health risks AI-based digital genome sequencing ML-powered symptom outbreak recognition software Personalised e-assistant apps for monitoring nutritional intake Real-time climate-health analytics dashboards AI-powered predictive models for identifying vulnerable populations and prioritising interventions 5G-based geo-targeted multichannel citizen reporting and alerts IOT-based sensors to monitor industrial safety and hygiene Mobile health(mHealth)applications for remote patient monitoring and teleconsultation ML-powered and geotagged resource allocation optimisationIncreased exposure to pollutants(e.g.via air and water)Direct injury and death due to extreme events(see Disaster management section)Rising incidence of weather-induced stressors,e.g.,heat wavesDisrupted food systems and water security(see sections on Agriculture and food security,and Water)Damage to health infrastructure and supply chains due to extreme eventsHeightened health workforce exposure to poorer work conditions(e.g.heat),demand spikes during disasters,and higher ongoing utilisationIncidence of secondary trauma,e.g.on mental health,community conflict and gender-based violence following extreme events,displacement,loss of livelihood,financial burdens,etc.Infectious diseasesHealth system delivery capacityNon-communicable diseasesPhysical and mental traumaMalnutrition/dehydrationIssue areasImpact of climate changeDigital technology needsExamples of digital solutionsHARNESSING THE POWER OF DIGITAL TECHNOLOGIESPhoto by ChristophMeinersmann from PCHAPTER 4This chapter spotlights high-potential use cases where digital technologies can strengthen climate adaptation and resilience across APAC.It outlines five promising use cases of digital technologies for climate adaptation and showcases specific applications within each.It offers insights into the technological development status and deployment across APAC.Each use case section compares global advancements with region-specific examples in APAC,emphasising the role of social investments and the gaps they can help fill.H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N40We see five broad categories of digital technology use cases that can address the risks identified in the previous chapter(Figure 4.1).Each use case varies in the level of maturity of the underlying technology and deployment in APAC.The following sections offer detailed insights into each of the use cases.Based on the technical readiness levels(TRLs)of the applications within each,we categorise these use cases as high,medium,or low in terms of technological readiness.86 Similarly,we rate the deployment status of technical applications across APAC based on the number of companies developing these applications in the region.To help social investors understand the significance of these technologies,each application is illustrated with a real-life example of a company operating within APAC and its potential impact.86 Technical readiness level(TRL)is a measure assessing the maturity of a technology,ranging from concept(TRL 1)to deployment and operation(TRL 9).TRLs for various applications have been sourced from the World Intellectual Property Organization Green Database,a global innovation catalogue that includes user uploads,patented technologies,and expert profiles.In cases of unavailable TRL information,we conducted qualitative research to determine technology maturity at the use-case level.Photo by jiawei cui on PexelsEmerging digital technology use casesH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N41Use cases of digital technologies for climate adaptationFIGURE 4.1DescriptionDigital tech use caseExamples of digital technologiesWeather forecasting and modellingAccurate predictions and insights on changing weather patterns and climate conditions Satellite-based drought forecasting systems Drone-based hyper-local weather forecastingResource monitoring and managementMonitoring and managing crucial resources,including land and water,to inform sustainable practices ML and genomics for soil health analysis Blockchain-based water ledgersDisaster preparedness and responseAdvanced systems for early warning,preparedness,and efficient response to climate-related disasters AI and ML algorithms to forecast future disasters App-based flood alerts utilising real-time crowd-sourced dataAgricultural optimisationPrecision agriculture technologies that sense and automate on-and off-farm activities AI-powered automation to improve irrigation efficiency IoT-based crop health monitoringClimate and health intelligence systemsIntegrated climate and health information to predict,prevent,and respond to climate-related health risks Real-time dashboards for heat waves ML-powered symptom outbreak recognitionPhoto by Lumin Osity on UnsplashH A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N42H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N43H A R N E S S I N G T H E P O W E R O F D I G I T A L T E C H N O L O G I E S F O R C L I M A T E A D A P T A T I O N4387 Based on Tracxn database,as of Jan 2024.The figures presented pertain to commercial capital including venture capital(VC)and private equity(PE)investments in climate technology.This excludes philanthropic or public financing,as available data on public finance for adaptation technologies lack appropriate tagging for digital tech.The figure aims to highlight the commercial readiness of the use case globally and in APAC,emphasising the volume dimension of private capital attracted to date.We distinguish China from the rest of the region due to its concentrated investor base and substantial domestic investments in climate adaptation technologies.Despite demonstrating commercial viability in specific geographies such as Japan,Indonesia,and India,APAC continues to receive less than 5%of global commercial investments.Additional capital is crucial to scaling up existing commercial models,and testing is needed to validate advanced applications across the region.Funding overview(in billion USD as of 2024)87 While the deployment of digital technologies for data collection in weather data monitoring is nearing maturity,applications for predictive capacities and communications are still evolving.This evolution is towards the adoption of proven core technologies such as AI-based predictive modelling and phone-based apps to enhance the understanding and communication of climate change impacts on weather conditions across various scales.APAC deployment statusOverall tech readinessWeather forecasting and modellingWeather forecasting and modelling employs technologies to provide accurate predictions and insights into changing weather patterns and climatic conditions.These technologies leverage satellites,weather stations,sensors,drones,and,in some cases,smartphones to periodically gather data on Earths atmosphere and climate patterns.By employing sophisticated algorithms,including AI and real-time data analysis,these technologies empower decision makers across diverse thematic areas,ranging from agriculture to disaster management.Relaying timely and precise weather information enables proactive measures that anticipate weather-related extreme events,allowing stakeholders to adapt strategies,optimise resource use,and enhance overall resilience in the face of evolving climate conditions.AI algorithms now actively enhance the precision of predictive analytics in integrated weather forecasting and communication systems,leading to higher accuracy in predicting weather-related extreme events.Drones are transforming data collection,enabling real-time insights and precise local forecasting.This surpasses traditional methods dependent on stationary sensors and satellite imagery,especially in remote areas with limited cove
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W W W.U N-R E D D.O R GRaising ambition,accelerating actionTowards enhanced Nationally Determined Contributions for forestsiiRaising ambition,accelerating action 2024 United Nations Environment ProgrammeISBN:978-92-807-4162-9Job number:CLI/2651/NAThis publication may be reproduced in whole or in part and in any form for educational or non-profit services without special permission from the copyright holder,provided acknowledgement of the source is made.The United Nations Environment Programme would appreciate receiving a copy of any publication that uses this publication as a source.No use of this publication may be made for resale or any other commercial purpose whatsoever without prior permission in writing from the United Nations Environment Programme.Applications for such permission,with a statement of the purpose and extent of the reproduction,should be addressed to unep-communication-directorun.org.DisclaimersThe designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country,territory or city or area or its authorities,or concerning the delimitation of its frontiers or boundaries.Mention of a commercial company or product in this document does not imply endorsement by the United Nations Environment Programme or the authors.The use of information from this document for publicity or advertising is not permitted.Trademark names and symbols are used in an editorial fashion with no intention on infringement of trademark or copyright laws.The views expressed in this publication are those of the authors and do not necessarily reflect the views of the United Nations Environment Programme.We regret any errors or omissions that may have been unwittingly made.Maps,photos and illustrations as specified.The UN Environment Programme World Conservation Monitoring Centre(UNEP-WCMC)is a global Centre of excellence on biodiversity.The Centre operates as a collaboration between the UN Environment Programme and the UK-registered charity WCMC.Together we are confronting the global crisis facing nature.Suggested citation:United Nations Environment Programme(2024).Raising ambition,accelerating action:Towards enhanced Nationally Determined Contributions for forests.Authors:Megan Critchley,Matthew Harris,Maria Antonova,Kollie Tokpah,Lera Miles(all UNEP-WCMC)and Gabriel Labbate(United Nations Environment Programme)Contributors:Raquel Agra,Matt Kaplan(UNEP-WCMC),Judith Walcott,Rocio Garcia,Felipe Guntin Rodriguez,Kamran Hussain and Johan Kieft(all United Nations Environment Programme)Designer:Dino Dans(United Nations Environment Programme)Cover photo:UNEP/Florian FussstetterAcknowledgements:Melissa de Kock(UNEP-WCMC),Sofia Arocha,Katrina Borromeo,Sekai Ngarize and Annette Wallgren(United Nations Environment Programme),Jos Carlos Fernndez(Food and Agriculture Organization),Kimberly Todd,Simone Souza Santos and Fatoumatta Sanyang(all United Nations Development Programme)The preparation of this report was funded through the UN-REDD Programme.iiiRaising ambition,accelerating actionTransforming promises into practiceExecutive summaryDeforestation emissions are not on trackConclusionTime is running out to protect forestsNational commitments on forests fall shortContentsivRaising ambition,accelerating actionAFOLUAgriculture,forestry and other land useAPAsia PacificCOPConference of the PartiesFOLUForestry and other land useFRELForest Reference Emissions LevelGHGGreenhouse gasINPEInstituto Nacional de Pesquisas EspaciaisIPIndigenous PeoplesIPCCIntergovernmental Panel on Climate ChangeLACLatin America and the CaribbeanLCsLocal communitiesLULUCFLand use,land-use change and forestryMREMinistrio das Relaes ExterioresNDCNationally Determined ContributionPPCDAmAction Plan for the Prevention and Control of Deforestation in the Legal AmazonREDD Reducing emissions from deforestation and forest degradation and the role of conservation,sustainable management of forests and enhancement of forest carbon stocks in developing countriesRRIRights and Resources InitiativeUNEPUnited Nations Environment ProgrammeUNFCCCUnited Nations Framework Convention on Climate ChangeWRIWorld Resources InstituteAbbreviations8/20 countriesexperiencing most tropical deforestation have quantified targets to reduce deforestation in their Nationally Determined Contributions(NDCs).do not meet the global ambition to halt and reverse deforestation by 2030Current pledges in the most recent NDCs contain quantified targets relating to afforestation or reforestation.11 NDCsIntact forests are extraordinary resources whose role in supporting flourishing economies and societies is often overlooked.They regulate water supply.They provide essential resources for people.They are home to pollinators that food systems depend upon.They are also vital for storing carbon,which contributes to mitigating climate change.Yet deforestation threatens the provision of these benefits,endangering the economies and societies that need them.Executive summarySource:Envato Elements2Raising ambition,accelerating actionProtecting forests is essential to maintain these benefits while ensuring resilient economies and promoting sustainable socioeconomic development.It is also one of the most cost-effective ways to mitigate climate change,which poses significant risks to people across the world.Global leaders have been making promises to protect forests for over a decade but have so far failed to deliver.The 2030 ambition to halt deforestation must be achieved if humanity is to avoid tremendous risks to our planet and the life it supports.Pledges to reduce deforestation in REDD countries and pledges to financially support this transition from developed countries are insufficient to halt deforestation by 2030.1 This report finds that commitments within the Nationally Determined Contributions(NDCs)from the twenty countries with the highest emissions from tree cover loss are not enough to meet the goal.Only eight countries include explicit quantified targets to reduce deforestation.All fall short of global ambition to halt deforestation by 2030.This is a tragedy given the contributions of forests not only to the planets stable climate but the global economy and the livelihoods of diverse communities inhabiting them.As a first step,REDD countries can strengthen and enhance forest-based targets in NDCs and other policies.Planned actions to reduce deforestation must be specific,equitable and feasible.This includes recognizing and empowering Indigenous People and local communities,women and young people.Countries are not starting from the beginning on these matters.Most governments already have national environmental policies in place that provide a starting point.Next,policies need to be put into practice,while adhering to social and environmental safeguards.Continued positive action to end deforestation is needed to create sustainable and flourishing economies.Action from REDD countries,developed countries and the private sector is essential as the drivers of deforestation are global.REDD countries should not bear this burden alone.Meanwhile,the provision of immediate substantial financial and technical support for forest protection is key.This is crucial for levelling the playing field and supporting forest-based economies.REDD countries have called for developed countries to honour their promises of climate and forest finance.The 30th Conference of the Parties(COP30)of the United Nations Framework Convention on Climate Change in 2025 is an excellent opportunity for countries to strengthen their NDCs and to act on deforestation before it is too late.Working together across nations to take these actions will put us on the path towards living in harmony with nature.The time to act is now.1.Activities in developing countries that involve reducing emissions from deforestation and forest degradation,sustainable management of forests and the conservation and enhancement of forest carbon stocks.Mitigating climate change requires reducing deforestation first,as it takes many years to capture the carbon lost through deforesting an equivalent area through afforestation and restoration.Forests are essential for people and the planet.They regulate water quality,maintain habitat for pollinators and provide essential resources for people(Thompson et al.2011;Brockerhoff et al.2017;Shackleton and de Vos 2022).They are vital carbon sinks(Harris et al.2021),which contribute to mitigating climate change.They are also home to much of the worlds biodiversity(Gibson et al.2011).Yet this is threatened by continued deforestation.Halting deforestation is essential for the world to meet its socioeconomic development,biodiversity and climate change mitigation goals.It is a cost-effective climate change mitigation action(Austin et al.2020).However,the worlds progress toward halting deforestation by 2030(Box 1)is not on track(Forest Declaration Assessment Partners 2023).Time is running out to protect forestsSource:Envato Elements4Raising ambition,accelerating actionCountries have an opportunity to include their targets to reduce deforestation in Nationally Determined Contributions(NDCs),which outline the actions countries will take to adapt to and mitigate climate change.They are updated every five years,starting from 2020.To date the commitments articulated in NDCs are insufficient to curb global emissions in line with the Paris agreement(Fransen et al.2022;United Nations Framework Convention on Climate Change UNFCCC 2022).This insufficient ambition is also true for actions related to nature and forests(WWF-UK 2021).For example,only 38%of Parties to the UNFCCC include measures to reduce conversion of forests and other ecosystems(UNFCCC 2023).All countries,including developed countries,will need to raise their ambition to reduce their emissions in their next NDC updates in 2025.For countries with high emissions from tropical deforestation,this will include targets related to activities within the reducing emissions from deforestation and degradation(REDD )framework.Action is needed immediately to realize the full potential of forest-based climate change mitigation(Intergovernmental Panel on Climate Change IPCC 2019;Zhu et al.2022).This action needs to be equitable and coordinated.Forest countries need support from developed countries to reduce deforestation and to begin to address historical and present inequalities.Indigenous Peoples and local communities(IP and LCs),women and young people need to be included in planning and action,and to benefit from forest protection.This is vital to ensure that environmental and social safeguards are met as well as achieving broader socioeconomic goals.The 30th Conference of the Parties(COP30)to the United Nations Framework Convention on Climate Change(UNFCCC)in 2025 is a global milestone for ambition on forest protection.Halfway towards the 2030 goals,it is the time for revised NDCs to be submitted when COP30 is hosted in Belm,Brazil the heart of the Amazon.2 To avert climate catastrophe,the world must reach COP30 with NDCs aligned with the Paris Agreement and progress well underway to halting deforestation.2.https:/www.gov.br/planalto/en/latest-news/2023/12/formally-official-belem-pa-and-brazil-are-preparing-for-cop-30-in-20253.Original declaration in 2014:https:/forestdeclaration.org/wp-content/uploads/2021/08/NYDF_Declaration.pdf4.Renewed declaration in 2021:https:/forestdeclaration.org/wp-content/uploads/2021/10/EN-NYDF-Refresh.pdf5.https:/webarchive.nationalarchives.gov.uk/ukgwa/20230401054904/https:/ukcop26.org/glasgow-leaders-declaration-on-forests-and-land-use/Box 1:International recognition of forestsThe world has recognized the importance of the benefits of forests and the dire consequences of their continuing loss.Efforts to reduce emissions from deforestation and forest degradation(REDD )have been an important part of international climate action for over fifteen years,since the REDD mechanism was adopted at UNFCCC COP13.Other international and regional agreements have been made,for example:The New York Declaration on Forests aimed to halve deforestation by 2020,which was not achieved(Forest Declaration Assessment Partners 2020),and to end forest loss by 2030.3,4 The Glasgow Leaders Declaration on Forests and Land Use seeks“to halt and reverse forest loss and land degradation by 2030 while delivering sustainable development and promoting an inclusive rural transformation.”5 At the Amazon Summit in August 2023,the eight Amazon nations,the Democratic Republic of the Congo,Indonesia,the Republic of Congo and Saint Vincent and the Grenadines signed the“United for our Forests”pact,agreeing to do their part in reducing deforestation(Ministrio das Relaes Exteriores MRE 2023).Recently,the Global Stocktake from the 28th Conference of the Parties(COP28)to the United Nations Framework Convention on Climate Change(UNFCCC 2023)emphasized the importance of enhancing efforts towards the 2030 forest goal,the first time it has appeared in a UNFCCC decision.It is time that this recognition of forests turns into outcomes.The benefits of conserving and restoring forests are huge.Forests are essential carbon sinks.The worlds forests sequester twice as much carbon as they emit.6.Bolivia(Plurinational States of),Brazil,Peru,Mexico,Colombia(Latin America and the Caribbean);Cameroon,Cte dIvoire,Democratic Republic of the Congo,Guinea,Liberia,Madagascar,Mozambique,Sierra Leone(Africa);Indonesia,Lao Peoples Democratic Republic,Malaysia,Myanmar,Thailand and Viet Nam(Asia Pacific).Estimated using annual deforestation emissions data from Global Forest Watch(GFW).Although this data does not necessarily match with country data(due to different definitions of forests,among other things),we use this as it has a globally-consistent methodology and provides an overview of trends.7.Using data from the Emissions Database for Global Atmospheric Research(EDGAR)Community GHG Database(European Commission Joint Research Council 2023).Between 2018 and 2022(inclusive)there was an average of 463.1 million tCO2e/year for international aviation and 723.6 million tCO2e/year for international shipping.This excludes domestic aviation and shipping.8.The emissions data here are for gross carbon emissions from forests,excluding regrowth,afforestation or reforestation.An average of 5.6 billion tonnes of CO2 equivalent(tCO2e)was emitted from tropical deforestation per year between 2019 and 2023 for the top twenty countries,according to Global Forest Watch(Harris et al.2021;Figure 1).6 This is more than four and a half times the emissions from international aviation and shipping combined.7 Emissions from deforestation have increased since the Glasgow Leaders Declaration on Forests and Land Use in 2021.Emissions trends are not on track to reach zero by 2030.8Deforestation emissions are not on trackSource:Envato Elements6Raising ambition,accelerating action9.from 11,594 km(August 2021 to July 2022)to 9,001 km(August 2022 to July 2023),according to data from PRODES,a system from the Brazilian National Institute for Space Research(INPE 2023).Figure 1:Emissions from the top twenty tropical countries with the highest emissions from tree cover loss,using data from Global Forest Watch(Harris et al.2021).Solid lines are historical emissions.Dashed lines are illustrative pathways for reaching zero deforestation emissions by 2030,assuming a linear decrease year-on-year.Illustrative pathways begin in 2021 the year of the Glasgow Leaders Declaration on Forests and Land Use.95731846202015201620172018201920202021202220262023202720242027202520282029Top 20Pathway Top 20LACPathway LACAsia PacificPathway Asia PacificAfricaPathway AfricaEmissions from forest tree cover loss and pathways for the 20 top emittersGlasgow Leaders Declaration on Forests and Land UseThe increase in global deforestation emissions until 2022 was mostly driven by those from Latin America and the Caribbean(LAC),which have been going up since 2019.However,a more recent annual decline by 22%in deforestation in Brazil(Instituto Nacional de Pesquisas Espaciais INPE 2023)shows that rapid improvements can be made.Despite this progress in 2023,the LAC region still has a gap between the illustrative pathway to 2030(dashed lines in figure 1)and actual emissions.In Africa and Asia Pacific,recent deforestation emissions have shown an increasing trend,illustrating the size of the challenge of halting deforestation by 2030.The drivers of these trends are complex,consisting of both direct and underlying local,national and global factors(Kissinger,Herold and De Sy 2012;Box 2).An equitable and effective approach to halting deforestation will require coordinated action at a global level.7Raising ambition,accelerating actionBox 2:The complexity of deforestation driversThe direct causes of deforestation interact with the complex underlying causes,such as global and national socioeconomic and political characteristics(Kissinger,Herold and De Sy 2012).Some of these drivers are highlighted below.Agriculture is the major cause of deforestation(Curtis et al.2018;Pendrill et al.2022),with international demand for commodities,such as soybean,beef and oil palm,driving much of this(Hoang and Kanemoto 2021).For example,fluctuations in the market prices of oil palm have been linked to deforestation rates in Indonesia(Gaveau et al.2022).Although deforestation in the Congo Basin is primarily driven by small-scale agriculture(Shapiro et al.2023a;Shapiro et al.2023b),industrial activities and commercial agriculture pose a greater risk to primary forests,often opening intact areas to settlement and small-scale agriculture(Ferrat et al.2022).A lack of effective and enforced land-use policies also contribute to high deforestation rates.For example,high deforestation rates in the Brazilian Amazon between 2019 and 2022 were attributed to the reduction in environmental policies and lack of enforcement of those that existed(Gatti et al.2023).Assessments of the different drivers have been done at regional level e.g.,for the Amazon(Hnggli et al.2023),the Congo Basin(Shapiro et al.2023a;Shapiro et al.2023b)and South-East Asia(Jamaludin et al.2022;Chen et al.2024)and national or sub-national level e.g.,the Littoral Region in Cameroon(Mahmoud et al.2019),Guinea(Fitzgerald et al.2021),Myanmar(Lim et al.2017),Malaysia(Yan et al.2020),Colombia(Anaya et al.2020)and Peru(Snchez-Cuervo et al.2020).Global synthesis studies(e.g.,Busch and Ferretti-Gallon 2023)try to bring these together to understand global trends in deforestation.UNEP/Florian FussstetterTargets to reduce deforestation in the Nationally Determined Contributions(NDCs)submitted by the twenty countries with the highest emissions from deforestation do not meet the global ambition to halt deforestation by 2030.10 Indeed,only eight NDCs include targets to reduce deforestation(figure 2).No NDCs reviewed include a goal that aligns with the global goal to halt deforestation by 2030,even when considering conditional commitments.However,Mexico includes an adaptation target to achieve net zero deforestation by 2030,meaning that area reforested would match or exceed deforested areas.10.Targets are quantified measures,such as a reduction of emissions by a specified amount.Countries as in the previous section.See Annexes for definitions,methodology and additional analysis.National commitments on forests fall shortSource:Envato Elements9Raising ambition,accelerating actionOther deforestation targets include Bolivias target to reduce deforestation by 80%by 2030.Over half of this reduction is conditional on international support.Cte dIvoire has an unconditional target to reduce deforestation by 70%(from 2015 levels)by 2030.Colombias NDC states that it will reduce deforestation to 50,000 hectares/year by 2030 and use co-operative approaches under Article 6.2 of the Paris Agreement to reach net zero deforestation.Eleven of the NDCs contain quantified targets relating to afforestation,reforestation,or restoration of forested landscapes(hereafter restoration).Although these activities are important,mitigating climate change first requires reducing deforestation,as it takes many years to capture through restoration the carbon lost through an equivalent area of deforestation(Cook-Patton et al.2021).This is not currently reflected in NDCs,where five countries have restoration targets without deforestation targets.Some NDCs contain multiple forest-related targets.For example,six cover both deforestation and restoration.However,six NDCs provide no forest-related targets.Even when NDCs include forest-based targets,they are not always accompanied by planned actions.Some countries provide a detailed breakdown of specific actions that will be implemented to achieve their targets,whereas others state the target with no further detail.202120302020The 2020 goal to halve forest loss was not met.The world keeps promising to halt deforestation by 2030.145 countries signed the Glasgow Leaders Declaration on Forests and Land Use,committing to halt and reverse forest loss by 2030 while delivering sustainable development and promoting an inclusive rural transformation.This commitment cannot meet the same fate as the 2020 goal.Countries frame their targets in different ways.For example,five countries have area-based targets(e.g.,number of hectares),three have emissions-based targets(e.g.,tonnes of CO2 equivalent)and six have both.This makes it challenging to track progress and align national targets with global ones.NDCs contain different levels of detail regarding the plans to achieve their targets.Some provide a detailed breakdown of specific actions that will be implemented(e.g.,Liberias NDC contains fourteen Mitigation Actions and Policy Measures for their forest targets),whereas others state the target with no further detail(including Mexicos net zero deforestation target).Although NDCs are important catalysts for climate action(Jernns 2023),they do not provide the full picture of countries plans to tackle deforestation.Countries may have different or more ambitious targets in other national plans or policies.For example,Brazils updated NDC does not contain any forest-related targets,but they do mention their commitment to end deforestation by 2030.This is part of Brazils multi-agency Action Plan for the Prevention and Control of Deforestation in the Legal Amazon(PPCDAm).11 Similarly,Indonesias NDC does not have specific forest commitments,but the countrys Forest and Other Land Use(FOLU)Net Sink 2030 Operational Plan aims to achieve net zero emissions in forest and land use sectors by 2030.REDD National Strategies or Action Plans may contain more detailed actions that will be taken to reduce deforestation,even if these actions are not specified in their NDCs.Figure 2:For the twenty tropical countries with the highest emissions from tree cover loss,less than half provide quantified targets for reducing deforestation,just over half for afforestation,reforestation and restoration,and half express at least one forest-related target as a greenhouse gas reduction target.Colours refer to the three regions Africa,Asia-Pacific and Latin America and the Caribbean.Solid bars represent countries that did include targets,and hashed bars,countries that did not include targets.DeforestationRestorationGHG targetsNumber of Nationally Determined Contributions with quantified targets05101520AP(no)Africa(no)LAC(no)LACAPAfrica11.https:/www.gov.br/mma/pt-br/assuntos/prevencao-e-controle-do-desmatamento/amazonia-ppcdam-1/ppcdam_5_en.pdf11Raising ambition,accelerating actionIf the world is going to halt deforestation by 2030,developed countries and forest countries will need to work together to transform their international goals into reality.The first step is strengthening,enhancing and aligning forest-based measures in NDCs and other national policies.Although forest-based targets in NDCs are nowhere near enough,commitments and plans in other national policies(such as Brazils plan for the Amazon and Indonesias FOLU plan)provide an opportunity to enhance NDCs.Many forest countries have REDD National Strategies,alongside forest reference emission levels(FRELs)and land-use greenhouse gas inventories.These can be used to quickly enhance NDCs while aligning accounting of the land-use sector.Transforming promises into practiceSource:Envato ElementsA recent analysis recommends that targets to end deforestation within NDCs and national policies should be clearly defined(Gasser,Ciais and Lewis 2022).This includes clarifying whether targets refer to net or gross forest loss and specifying separate targets for primary and secondary forests.Retaining primary forests rather than replacing them with planted forests(possible under a net target)is significantly better for the climate.Additionally,NDCs should identify specific planned actions and policies that are linked with policies of other sectors(Sato,Langer and Stolle 2019).This is essential for tackling the complex cross-sectoral drivers of deforestation,while helping to reduce costs and increase political momentum(Mehling,Metcalf and Stavins 2018).These policies must be developed to specifically include climate change mitigation to ensure that they are effective(Meehan,Tacconi and Budiningsih 2019).National commitments and NDC targets to combat deforestation should be designed with inclusivity,considering diverse needs and perspectives of Indigenous Peoples and local communities,women and young people.An analysis of the NDCs from Brazil,Colombia,Mexico and Peru found that Indigenous Peoples and local communities are rarely mentioned within their NDCs(World Resources Institute WRI and Climate Focus 2022).According to the UNFCCC synthesis report of NDCs,only 33%stated that gender considerations would be taken while implementing them(UNFCCC 2023).The burden of these efforts cannot fall on REDD countries alone.Technical and financial support will be needed to enhance policies,develop integrated approaches and take action.This is clear from the multiple conditional forest-based NDC targets.Forest countries have been clear:financial commitments made by developed countries need to be realized(African Union 2023;MRE 2023).In addition to fulfilling existing commitments,finance for forests needs to increase significantly.Current and committed finance to reduce deforestation is insufficient(United Nations Environment Programme UNEP 2022;Energy Transitions Commission 2023;Forest Declaration Assessment Partners 2023).There are a number of potential ways to achieve this.Some research suggests that forest carbon prices on the carbon market should increase to at least 30-50 USD/tonne of CO2e in order to incentivize action(Trove Research 2021;UNEP 2023).Innovative financial mechanisms will also be needed to fund forest conservation at scale(UNEP 2023).Suggested options include a global tax regime for funding climate action(African Union 2023),debt-for-nature swaps(Amazonia for Life Declaration n.d.;Quintallina,Lon and Josse 2022),subsidy reform(Damania et al.2023)and advance payments for emissions reductions(The Nature Conservancy 2022).Increased commitments are a fantastic first step,but this needs to translate into action.Enforcing inclusive policies is crucial to enabling action and achieving commitments.This requires political will and often,strengthened institutional capacity(Forest Declaration Assessment Partners 2022).REDD activities must also follow social and environmental safeguards as agreed under the UNFCCC,to ensure co-benefits,avoid risks to people and nature and lead to long-term impacts.Commitments to combat deforestation should consider diverse needs and perspectives of Indigenous Peoples and local communities,women and youth.To ensure sustainable and long-term reductions in deforestation,integrated approaches are essential.Continued action through any political or economic changes is important for a sustained halt in deforestation,rather than short-term reductions.Implementation of policies that encourage wider sustainable economic practices,for example bioeconomy approaches(e.g.,Halla 2023;Nobre et al.2023),can help drive long-term economic change,provide employment and keep forests intact.They can also tackle the underlying causes of deforestation,helping create persistent change.Poverty reduction strategies have been successful in reducing deforestation in Indonesia(Ferraro and Simorangkir 2020),highlighting the links between socioeconomic development and environmental protection.Integrated approaches can tackle the local and national underlying causes of deforestation,helping create persistent change.However,the drivers of deforestation are often located outside of REDD countries due to global commodity demand(Box 2).Therefore,developed countries and the private sector will need to take action alongside REDD countries to effectively reduce tropical deforestation and ensure equity.In order to incentivize action forest carbon prices should increase to:30-50USD/tonne,at least.13Raising ambition,accelerating actionImplementing REDD measures must also include strengthening legal,technical and financial support for Indigenous Peoples and local communities,women and young people.REDD policies and actions have to date rarely empowered or sufficiently considered Indigenous Peoples and local communities,women or young people(Rights and Resources Initiative RRI 2017;New York Declaration on Forests Assessment Partners 2021;RRI 2021;RRI and The Tenure Facility 2021;Thuy et al.2021;WRI and Climate Focus 2022;RRI 2023).This includes a lack of climate finance that is directed to or supporting Indigenous Peoples and local communities(e.g.,Hatcher,Owen and Yin 2021)and women(e.g.,Organization for Economic Co-operation and Development-Development Assistance Committee Network on Gender Equality 2016).Furthermore,recognizing the stewardship of IP and LCs through finance,and legal recognition of land and carbon rights can play a critical and cost-effective role in conserving forests while maintaining local livelihoods and traditions(Ding et al.2016;Baragwanath and Bayi 2020;Baragwanath,Bayi and Shinde 2022;Kennedy et al.2023;WRI and Climate Focus 2022).For example,improved enforcement of existing laws through intensified raids on illegal activities occurring on Indigenous lands(Agncia Brasileira de Inteligncia 2023;Ministrio dos Povos Indgenas 2023)has contributed to the successful reduction in deforestation in the Brazilian Amazon in 2023(Fearnside 2023).Forest countries have been clear:financial commitments made by developed countries need to be realized.(African Union 2023;United for Our Forests 2023).UNEP/Cory WrightGlobal leaders keep promising to halt deforestation by 2030,but current progress is not on track(Forest Declaration Assessment Partners 2023).This commitment to halt and reverse forest loss by 2030 needs to be achieved to protect forests for the sake of people,climate and nature,not least as it offers a crucial contribution to mitigating global climate change.The 30th UNFCCC Conference of the Parties(COP30)in 2025 is an important milestone to increase ambition on reducing deforestation.It should be reached with progress well underway.Existing national commitments to end deforestation fall short of delivering the 2030 goal and avoiding catastrophic forest loss.With the next round of updates for Nationally Determined Contributions(NDCs)fast approaching,incorporating well-defined forest-based targets,including halting deforestation is imperative.Where countries already have sufficient targets in other national policies,these provide an opportunity to easily raise ambition.Otherwise,national policies should be consistent with the new NDC targets to ensure concerted action in a coordinated and equitable way.These commitments need to be accompanied by integrated policies and action to have long-lived impacts.Actions to reduce deforestation need to be long-term,while following social and environmental safeguards.This includes recognizing and supporting Indigenous Peoples and local communities,women,girls and young people.Empowering Indigenous Peoples and local communities to manage their land,including through financial support and enhancing land rights,is a proven strategy to protect the vast forests within their lands.To enhance and implement the policies necessary to safeguard our planet from climate-related devastation,REDD countries will immediately need substantial financial and technical support.This includes developed countries honouring their financial commitments.Furthermore,the drivers of deforestation are a complex interaction between global,national and local factors.REDD countries should not 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Institute.https:/www.wri.org/research/state-nationally-determined-contributions-2022.Gasser,T.,Ciais,P.and Lewis,S.L.(2022).How the Glasgow Declaration on Forests can help keep alive the 1.5 C target.Proceedings of the National Academy of Sciences 119(23),e2200519119.doi:10.1073/pnas.2200519119.Gatti,L.V.,Cunha,C.L.,Marani,L.,Cassol,H.L.G.,Messias,C.G.,Arai,E.et al.(2023).Increased Amazon carbon emissions mainly from decline in law enforcement.Nature,16.doi:10.1038/s41586-023-06390-0.Gaveau,D.L.A.,Locatelli,B.,Salim,M.A.,Husnayaen,Manurung,T.,Descals,A.et al.(2022).Slowing deforestation in Indonesia follows declining oil palm expansion and lower oil prices.PLOS ONE 17(3),e0266178.doi:10.1371/journal.pone.0266178.Gibson,L.,Lee,T.M.,Koh,L.P.,Brook,B.W.,Gardner,T.A.,Barlow,J.et al.(2011).Primary forests are irreplaceable for sustaining tropical biodiversity.Nature 478(7369),378381.doi:10.1038/nature10425.Halla,M.(2023).Forest-Based Value Chains:A New Bioeconomy for the Amazon 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5(6),845853.doi:10.1038/s41559-021-01417-z.Instituto Nacional de Pesquisas Espaciais(2023).Estimativa de desmatamento na Amaznia Legal para 2023 de 9.001 km2.20 October.https:/www.gov.br/inpe/pt-br/assuntos/ultimas-noticias/estimativa-de-desmatamento-na-amazonia-legal-para-2023-e-de-9-001-km2/2023_1020_Nota_tecnica_Estimativa_Taxa_2023_SEI.pdf.Intergovernmental Panel on Climate Change(2019).Climate Change and Land:IPCC Special Report on Climate Change,Desertification,Land Degradation,Sustainable Land Management,Food Security,and Greenhouse Gas Fluxes in Terrestrial Ecosystems.Cambridge:Cambridge University Press.doi:10.1017/9781009157988.17Raising ambition,accelerating actionJamaludin,J.,Alban,J.D.T.D.,Carrasco,L.R.and Webb,E.L.(2022).Spatiotemporal analysis of deforestation patterns and drivers reveals emergent threats to tropical forest landscapes.Environmental Research Letters 17(5),054046.doi:10.1088/1748-9326/ac68fa.Jernns,M.(2023).Governing through the nationally determined contribution(NDC):five functions to steer states climate conduct.Environmental Politics 0(0),122.doi:10.1080/09644016.2023.2192146.Kennedy,C.M.,Fariss,B.,Oakleaf,J.R.,Garnett,S.T.,Fernndez-Llamazares,.,Fa,J.E.et al.(2023).Indigenous Peoples lands are threatened by industrial development;conversion risk assessment reveals need to support Indigenous stewardship.One Earth 6(8),10321049.doi:10.1016/j.oneear.2023.07.006.Kissinger,G.,Herold,M.and De Sy,V.(2012).Drivers of Deforestation and Forest Degradation-A Synthesis Report for REDD Policymakers.Vancouver:Lexeme Consulting.https:/www.fao.org/sustainable-forest-management/toolbox/tools/tool-detail/en/c/411784/.Lim,C.L.,Prescott,G.W.,De Alban,J.D.T.,Ziegler,A.D.and Webb,E.L.(2017).Untangling the proximate causes and underlying drivers of deforestation and forest degradation in Myanmar.Conservation Biology 31(6),13621372.doi:10.1111/cobi.12984.Mahmoud,M.I.,Campbell,M.J.,Sloan,S.,Alamgir,M.and Laurance,W.F.(2020).Land-cover change threatens tropical forests and biodiversity in the Littoral Region,Cameroon.Oryx 54(6),882891.doi:10.1017/S0030605318000881.Meehan,F.,Tacconi,L.and Budiningsih,K.(2019).Are national commitments to reducing emissions from forests effective?Lessons from Indonesia.Forest Policy and Economics 108,101968.doi:10.1016/j.forpol.2019.101968.Mehling,M.A.,Metcalf,G.E.and Stavins,R.N.(2018).Linking climate policies to advance global mitigation.Science 359(6379),997998.doi:10.1126/science.aar5988.Ministrio das Relaes Exteriores(2023).United for Our Forests:Joint Communiqu of Developing Forest Countries in Belm,9 August.https:/www.gov.br/mre/en/contact-us/press-area/press-releases/united-for-our-forests-joint-communique-of-developing-forest-countries-in-belem.Accessed 11 January 2024.New York Declaration on Forests Assessment Partners(2021).Taking Stock of National Climate Action for Forests.Berlin:Climate Focus(coordinator and editor).https:/ Assis Costa,F.,Haddad,E.A.,Schaeffer,R.,Domingues,E.P.et al.(2023).New Economy for the Brazilian Amazon.So Paulo:World Resources Institute.https:/www.wribrasil.org.br/nova-economia-da-amazonia.Organization for Economic Co-operation and Development-Development Assistance Committee Network on Gender Equality(2016).Making Climate Finance Work for Women:Overview of Bilateral ODA to Gender and Climate Change.https:/www.oecd.org/development/gender-development/Making Climate Finance Work for Women - Copy.pdf.Pendrill,F.,Gardner,T.A.,Meyfroidt,P.,Persson,U.M.,Adams,J.,Azevedo,T.et al.(2022).Disentangling the numbers behind agriculture-driven tropical deforestation.Science 377(6611),eabm9267.doi:10.1126/science.abm9267.Quintallina,M.,Lon,A.G.and Josse,C.(2022).The Amazon against the Clock:A Regional Assessment on Where and How to Protect 80%by 2025.Red Amaznica de Informacin Socioambiental Georregerenciada,Coordinator of Indigenous Organization of the Amazon River Basin and Stand.earth.https:/amazonwatch.org/news/2022/0905-amazonia-against-the-clock.Rights and Resources Initiative(2017).Power and Potential:A Comparative Analysis of National Laws and Regulations Concerning Womens Rights to Community Forests.Washington,DC.https:/rightsandresources.org/publication/power-and-potential/.Rights and Resources Initiative(2021).Status of Legal Recognition of Indigenous Peoples,Local Communities and Afro-Descendant Peoples Rights to Carbon Stored in Tropical Lands and Forests.Washington,D.C.:Rights and Resources Initiative.https:/rightsandresources.org/publication/carbon-rights-technical-report/.Rights and Resources Initiative(2023).Who Owns the Worlds Land?Global State of Indigenous,Afro-Descendant,and Local Community Land Rights Recognition from 20152020.Washington,D.C.:Rights and Resources Initiative.doi:10.53892/MHZN6595.Rights and Resources Initiative and The Tenure Facility(2021).Scaling-Up the Recognition of Indigenous and Community Land Rights:Opportunities,Costs and Climate Implications.Washington,D.C.and Stockholm:Rights and Resources Initiative and Tenure Facility.doi:10.53892/QMUD8864.Snchez-Cuervo,A.M.,Lima,L.S.de,Dallmeier,F.,Garate,P.,Bravo,A.and Vanthomme,H.(2020).Twenty years of land cover change in the southeastern Peruvian Amazon:implications for biodiversity conservation.Regional Environmental Change 20(1),8.doi:10.1007/s10113-020-01603-y.Sato,I.,Langer,P.and Stolle,F.(2019).NDC Enhancement:Opportunities in the Forest and Land-Use Sector.Washington,D.C.and New York,NY:World Resources Institute and United Nations Development Programme.https:/www.wri.org/research/ndc-enhancement-opportunities-forest-and-land-use-sector.Shackleton,C.M.and Vos,A.de(2022).How many people globally actually use non-timber forest products?Forest Policy and Economics 135,102659.doi:10.1016/j.forpol.2021.102659.Shapiro,A.,Annunzio,R.d,Descle,B.,Jungers,Q.,Kondjo,H.K.,Iyanga,J.M.et al.(2023a).Small scale agriculture continues to drive deforestation and degradation in fragmented forests in the Congo Basin(20152020).Land Use Policy 134,106922.doi:10.1016/j.landusepol.2023.106922.Shapiro,A.,Annunzio,R.d,Jungers,Q.,Descle,B.,Kondjo,H.,Iyanga,J.M.et al.(2023b).Are deforestation and degradation in the Congo Basin on the rise?An analysis of recent trends and associated direct drivers.doi:10.21203/rs.3.rs-2018689/v1.Accessed 17 October 2023.The Nature Conservancy(2022).Indonesia Receives Advance Payment from Forest Carbon Partnership Facility,14 November.https:/www.nature.org/en-us/newsroom/indonesia-forest-carbon-advance-payment/.Accessed 9 November 2023.Thompson,I.D.,Okabe,K.,Tylianakis,J.M.,Kumar,P.,Brockerhoff,E.G.,Schellhorn,N.A.et al.(2011).Forest Biodiversity and the Delivery of Ecosystem Goods and Services:Translating Science into Policy.BioScience 61(12),972981.doi:10.1525/bio.2011.61.12.7.Thuy,P.T.,Duyen,T.N.L.,Ngoc,N.N.K.and Tien,N.D.(2021).Mainstreaming gender in REDD policies and projects in 17 countries.Journal of Environmental Policy&Planning 23(6),701715.doi:10.1080/1523908X.2021.1903408.Trove Research(2021).Future Demand,Supply and Prices for Voluntary Carbon Credits Keeping the Balance.United Nations Environment Programme(2022).Making Good on the Glasgow Climate Pact:A Call to Action to Achieve One Gigaton of Emissions Reductions from Forests by 2025.Nairobi.https:/www.unep.org/resources/report/making-good-glasgow-climate-pact-call-action-achieve-one-gigaton-emissions.United Nations Environment Programme(2023).Pricing Forest Carbon.Nairobi.United Nations Framework Convention on Climate Change Secretariat(2023).Nationally Determined Contributions under the Paris Agreement.Synthesis Report by the Secretariat.Sharm el-Sheikh.https:/unfccc.int/documents/632334.United Nations Framework Convention on Climate Change(2023).Matters Relating to the Global Stocktake under the Paris Agreement.https:/unfccc.int/documents/636584.Accessed 11 January 2024.World Resources Institute and Climate Focus(2022).Sink or Swim:How Indigenous and Community Lands Can Make or Break Nationally Determined Contributions.Berlin:Forest Declaration Assessment(publisher)&Climate Focus(coordinator and editor).http:/www.forestdeclaration.org/.WWF-UK(2021).NDCs-a Force for Nature.Nature in Enhanced NDCs.4th Edition.Woking.https:/wwfint.awsassets.panda.org/downloads/wwf_ndcs_for_nature_4th_edition.pdf.Yan,J.,Gao,S.,Xu,M.and Su,F.(2020).Spatial-temporal changes of forests and agricultural lands in Malaysia from 1990 to 2017.Environmental Monitoring and Assessment 192(12),803.doi:10.1007/s10661-020-08765-6.Zhu,Y.,Wang,D.,Smith,P.,Ciais,P.,Piao,S.,Yuan,W.et al.(2022).What can the Glasgow Declaration on Forests bring to global emission reduction?The Innovation 3(6),100307.doi:10.1016/j.xinn.2022.100307.19Raising ambition,accelerating actionThe most recent Nationally Determined Contributions(NDCs)from the twenty countries with the highest emissions from tree cover loss between 205 and 2022(as defined by Global Forest Watch emissions;Harris et al.2021)were analysed.The Climate Action Tracker tool and reports by the World Resources Institute(Fransen et al.2022)and World WWF-UK(2021)were used for cross-checking and clarification where necessary.Measures within NDCs can be considered as one of three types(adapted from Fransen et al.2021):carbon targets,non-carbon targets,and policies and actions.Targets refers to quantified measures,whereas policies and actions refers to non-quantified measures,such as improve sustainable forest management.Carbon targets are expressed as a reduction in greenhouse gas(GHG)emissions or an increase in absorption.Non-carbon targets are expressed as an area-based target,such as increasing forest cover by a certain amount.We analysed NDCs for inclusion of forests-based measures in NDCs.In some cases,where no forest-based measures were specified,we looked at inclusion of the land-use,land-use change and forestry(LULUCF)sector or the agriculture,forestry and other land use(AFOLU)sector.We did not consider measures relating to ecosystems in general,such as restoring a proportion of all ecosystems,or increasing protected area coverage.Targets were categorized into two main categories:targets to reduce deforestation and targets for afforestation,reforestation and restoration of forested landscapes(hereafter,restoration).Targets related to forest degradation,forest fires,and sustainable forest management were noted but not included in the main analysis.Additionally,we noted down GHG targets.These targets may overlap with the deforestation and restoration targets because they may be expressed as emissions-based reductions.However,this category also includes general targets to reduce emissions from the LULUCF/AFOLU sector.Annex 1:NDC methodologyTargets to reduce deforestation in the Nationally Determined Contributions(NDCs)submitted by the twenty countries with the highest emissions from deforestation do not meet the global ambition to halt deforestation by 2030.Indeed,only eight NDCs included targets to reduce deforestation.No NDC include a goal that aligns with the global goal to halt deforestation by 2030,even when considering conditional commitments.Mexicos NDC aims to meet net zero deforestation by 2030,though this is presented as an adaptation target.Colombia aims to reach net zero deforestation using internationally transferred mitigation outcomes under Article 6.2 of the Paris Agreement.It is possible that some countries may meet net zero deforestation through their restoration targets.However,quantifying this is challenging and beyond the focus of this report.Only eight countries included targets to reduce deforestation and forest degradation.These ranged from aiming for zero deforestation by 2030(in line with global goals),to committing to reduce deforestation by 25%by 2030.Only two NDCs include reducing forest degradation.Eleven countries included targets related to restoration and enhancing carbon sinks.These measures include reforestation,afforestation and restoration of degraded forests.These commitments make critical contributions to climate change mitigation beyond avoided deforestation and degradation.One country(Bolivia)includes a commitment to reduce forest fires.Not all countries include forests or the LULUCF/AFOLU sector within their NDCs.Sixteen of the twenty NDCs contain LULUCF measures(quantified and non-quantified),of which fourteen provide quantified targets.LULUCF measures in ten NDCs include a quantified GHG target.Some NDCs provide a GHG target for the whole LULUCF sector,while others provide GHG targets as part of other specific measures.Some countries include conditional NDC targets,which significantly increases their ambition.The inclusion of conditional and unconditional measures varies across the countries analyzed.For some countries(e.g.,Madagascar),the entire NDC is conditional on international support.Some countries(e.g.,Guinea)provide specific unconditional and conditional targets for each of the categories included within their NDC.Some countries(e.g.,Cte dIvoire)provide unconditional targets for one category(reducing deforestation)and both for another category(restoration).In some cases,the conditional targets lead to the ambition to reduce deforestation more than doubling(e.g.,Myanmar).The actions and policies that will be implemented to achieve NDC commitments are reported to different levels of detail by different countries.For example,Liberia contains fourteen Mitigation Actions and Policy Measures for their forest targets,including implementing its REDD National Strategy and Bolivia(Plurinational States of)states that it will strengthen institutional frameworks.In contrast,other NDCs state the targets and measures without giving the actions or policies that will be put in place to achieve them.Furthermore,although REDD is referred to in thirteen of the analyzed NDCs,this can vary from simply mentioning that policies are in place as the national context,to specifically referring to REDD policies and actions as part of meeting targets.Equity and inclusion are not considered in all NDCs.Some NDCs make specific mention of IP and LCs,as well as gender-responsive climate policies(e.g.,Papua New Guinea).These can refer to the entire NDC,rather than specific LULUCF measures.Some countries do explicitly mention the important role of IP and LCs in their forest measures(e.g.,Bolivia).An analysis of four Latin American NDCs(Brazil,Colombia,Mexico and Peru)found that policies relating to IP and LCs and their lands are limited,with no specific targets for IP and LC land,unclear participation of IP and LCs(World Resources Institute WRI and Climate Focus 2022).Annex 2:Extended analysis of forest-related measures in NDCs21Raising ambition,accelerating actionThe ways in which NDC commitments are reported makes it almost impossible to determine how far off the pathway to halt deforestation the world is.NDC commitments related to forests vary by the level of detail,the metrics used,and the actions covered.Targets can be expressed as area-based commitments(e.g.,hectares per year),emissions reduction volume commitments(e.g.,tonnes CO2 reduced),relative commitments(e.g.,percent reduction compared to a baseline)or qualitative commitments(e.g.,supporting communities to reforest).Units for emissions reductions vary from referring to GHG,only CO2 or CO2 equivalent.GHG targets are set in a variety of different ways.Some refer to the entire LULUCF/AFOLU sector,not just the forest sector.Forest commitments vary by the level of detail,the metrics used(e.g.,relative reductions,area-based commitments,or emissions volume commitments)and the actions covered.GHG and forest cover targets do not always distinguish between reduced emissions and enhancing carbon stocks,making it harder to quantify commitments to reduce deforestation.There are no common baselines used to measure commitments against(Jeudy-Hugo et al.2021).Some countries use projected business-as-usual scenarios whereas others used fixed baselines with various reference years.Additionally,the data and methodologies used to assess commitments varies significantly between NDCs(e.g.,data on carbon stores and sequestration rates,definitions of forest and forest loss).References for annexesFransen,T.,Ge,M.and Huang,T.(2021).Determining Impacts of NDC Enhancement on Country-Level Emissions https:/www.wri.org/research/determining-impacts-ndc-enhancement-country-level-emissions.Fransen,T.,Henderson,C.,OConnor,R.,Alayza,N.,Caldwell,M.,Chakrabarty,S.et al.(2022).The State of Nationally Determined Contributions:2022.Washington,D.C.:World Resources Institute.https:/www.wri.org/research/state-nationally-determined-contributions-2022.Harris,N.L.,Gibbs,D.A.,Baccini,A.,Birdsey,R.A.,Bruin,S.de,Farina,M.et al.(2021).Global maps of twenty-first century forest carbon fluxes.Nature Climate Change 11(3),234240.doi:10.1038/s41558-020-00976-6.Jeudy-Hugo,S.,Re,L.L.and Falduto,C.(2021).Understanding countries net-zero emissions targets doi:https:/doi.org/https:/doi.org/10.1787/8d25a20c-en.WWF-UK(2021).NDCs-a Force for Nature.Nature in Enhanced NDCs.4th Edition.United Kingdom.https:/wwfint.awsassets.panda.org/downloads/wwf_ndcs_for_nature_4th_edition.pdf.World Resources Institute and Climate Focus(2022).Sink or Swim:How Indigenous and Community Lands Can Make or Break Nationally Determined Contributions.Forest Declaration Assessment(publisher)&Climate Focus(coordinator and editor).http:/www.forestdeclaration.org/.W W W.U N-R E D D.O R G
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2024The Global EnergyTalent Index ReportWelcome to GETI 2024The Global Energy Talent Index(GETI)was launched in 2017 to chart emerging trends across the global energy workforce.GETI has since drawn on insights from tens of thousands of professionals to create a comprehensive map of a changing energy landscape and give companies the tools to retain and refresh their skills base.This years report explores how the rise of artificial intelligence(AI)is reshaping everything from job roles to skills in demand and whether workplace policies and training priorities are keeping up.We track the extent of AI adoption,popularity and policy awareness across the industry and anticipate the major risks and opportunities it presents.This report surveys an industry on the cusp of a technological revolution.Popular technologies from AI language models to autonomous vehicles are transforming processes from production to inspection.A tech-savvy,young generation accustomed to tools including AI chatbots has turned access to innovations such as AI into a key driver of talent migration.As global skills shortages increase demands on existing workers,automating repetitive tasks could free up time and boost work/life balance.Amidst flatlining productivity,automation could augment the cognitive capabilities of all workers.Yet AI also introduces many new risks.As algorithms consume great quantities of corporate data,they create cyber security concerns.With AI innovation happening at a rapid pace,there are risks of misuse or poor adoption.Automation could also come at the expense of human interactions.This year,we examine how this AI revolution will affect everything from job expectations to skills migration for energy workers.Amidst the many risks and opportunities,some key trends have begun to take shape.Training must keep pace with AI-Some employees are yet to read their employers AI policies,and many fear that lack of training could result in misuse or poor adoption.If workers are not encouraged to develop in-demand AI skills from cyber security to communication,an AI skills gap may emerge in the future.Widespread confusion around which AI tools offer the best fit for each company also indicates a lack of education and knowledge as a barrier to adoption.Meanwhile,a lack of in-house AI skills could expose energy companies to new risks from data breaches to misuse,while increasing labour costs for in-demand roles such as cyber security.AI adoption should be a focus for recruitment and retention-Access to innovations such as AI is now among the top three drivers for relocation in some sectors and thus increasingly key to recruitment and retention.Energy workers are overwhelmingly optimistic about AI.They believe it could free time for soft skills development,strategic tasks and families while boosting job satisfaction,productivity,and career progress.Yet most workers still do not use AI in their jobs.With technology the most popular outside industry for energy workers to join,late adopters of AI risk losing their staff to more technologically innovative competitors.AI will increase demand for human skills-Far from replacing human workers,the march of the machines is expected to create new gaps in the market for human skills from cyber security to creativity.The majority expect AI to increase demand for technical skills from data science to software engineering.With machine learning models unable to think outside their training data,employers may put a premium on lateral thinking with projected demand for soft skills such as creativity and critical thinking.This could remould energy industry job specs and bring in new skills from creatives to robotics technicians.GETI Report 20242Introduction|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHiring managers can turn these trends to their advantage,by considering the following actions:Align training with AI demands-Employers should harness training to embed best practices across the workforce with AI awareness treated as equivalent to health and safety awareness.In-house skills development and certifications should be aligned with in-demand skills such as cyber security and robotics while completion could be tied to incentives to ensure in-house skills keep pace with the AI revolution.Companies could democratise digital skills through entry-level,user-friendly AIs such as ChatGPT,rules-based and explainable AIs that explain their workings or open-source AIs,lowering barriers to workforce adoption.Roll out AI across the workforce-With access to innovations such as AI now the biggest driver behind relocation among 1824-year-old energy workers,rolling out AI across the workforce could help retain a new generation who value innovation.This could also help prevent an exodus of skills to popular adjacent industries.With ambitions for career progression one of the main reasons for leaving jobs,employers could also harness AI to free time for higher value-adding work and accelerate promotions.Automation could be used to boost job satisfaction and talent retention by augmenting the cognitive capabilities of all workers or reducing workloads to improve work/life balance.Redesign employer brands to recruit from outside industries-With over 90ross all sectors expecting AI to increase demand for human skills,energy companies should consider redesigning recruitment checklists and widen recruitment nets to attract the digital and soft skills needed for AI.Employer brands should emphasise innovation and ESG reinforced with values statements to attract a younger generation.For example,promoting the opportunity to apply AI to environmental challenges such as optimising renewable production could help attract a new wave of young,eco-conscious AI talent from industries such as technology.Hiring managers can harness AIs potential by aligning training with AI demands,supporting the integration of AI across the workforce,and redefining employer brands to attract diverse talent.These steps will help energy companies not only keep up with technological advancements but become pioneers,attracting and retaining a skilled workforce ready for the challenges and opportunities of AI.Janette Marx,Chief Executive Officer at AirswiftGETI Report 20243Introduction|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20244ContentsGETI Report 20244Contents6971141826557284|MethodologyAbout AirswiftPartner DirectoryMeet the ExpertsRenewablesOil and GasPetrochemicalsPowerNuclearSummaryMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20245|Methodology This is the eighth annual edition of GETI,the energy industrys most established and comprehensive global workforce trends survey.Building on the success of the seven previous volumes,GETI 2024 draws on the views of almost 12,000 energy professionals in 149 different countries.The 55-question survey was open for nine weeks and closed at the end of October 2023.Airswift and a selection of sector experts subsequently analysed the data to pinpoint the key insights and themes to emerge from the responses across all sectors.Additionally,Airswift analysed key industry and internal compensation data in the following three tiers:Active contractor headcount Active candidates looking for their next role Third party data benchmarksFor ease of reference,salary and rate data has been averaged across all countries,but more specific salary information can be provided upon request.The human side of AI From buzzword to bogeyman,AI is perceived in a variety of ways across all industries and energy is no different.However,facing digital distrust,mistrust and scepticism,employers looking to make the most of this evolving technology must strike the balance between capitalising on the benefits of AI and alienating the workforce.With a widening skills gap to plug particularly for technical skills such as data analysis,coding,and software development companies must make the most of what AI has to offer.Further,with its automation capabilities driving operational excellence particularly for repetitive and time-consuming tasks it is key to unlocking efficiencies and freeing up employees time to work on more meaningful tasks.But is AI still hype,or is it happening?If so,what are the most prevalent platforms?What do employees think of AI being introduced?Are they fearful or looking forward to enjoying new freedoms?If employees do have more time to focus on complex tasks,what skills might they benefit from developing?This years GETI 2024 aims to help answer these highly pertinent questions and many others.It aims to provide insights that will help hiring managers and professionals alike to better understand how AI is changing job roles,and what skills will be most prized in the future.MethodologyMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20246|Airswift is an international workforce solutions provider for STEM professionals in the technology and engineering sectors.For over 40 years Airswift has been transforming lives through the workforce solutions we provide,including talent acquisition,global employment and mobility,managed solutions,and consulting.Today,we are an integrated team of 1,000 employees,across 70 offices and over 9,000 contractors.Driven by three corporate hubs in Houston,Manchester,and Singapore,we have a truly global approach and a reach that is unparalleled.We provide strategic support to our customers,resulting in trusted partnerships that are aligned and efficient.Our team of experts are ideally positioned to meet your needs,whether that is finding top talent,mobilising people around the world,implementing an agile workforce strategy or improving decision-making for workforce planning.For more information,please visit our website at: About AirswiftAbout AirswiftMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20247|Partner directoryEnergy Jobline is the leading specialist job board and information hub for the energy industry globally.We have a global audience reach of over 6 million energy professionals,300,000 global energy jobs advertised daily,and work with the leading energy companies worldwide.We focus on the Oil and Gas,Renewables,Power,and Nuclear markets as well as emerging technologies in EV,Battery,and Fusion.We are committed to sourcing the most talented professionals for our client recruitment campaigns and ensuring we offer the most exciting career opportunities for energy professionals.Our job board is a significant value-add to any energy employer or employee on a global spectrum.Our highly engaged audience use Energy Jobline not only for their job search,but also for the latest energy news,training,events and contractor services.Whether you are looking for a new job opportunity or looking to source the best talent in the energy market,please contact us to discuss in more Ducatus Partners delivers executive search,market mapping,leadership consulting and advisory services,operating from its offices in Houston,Rio,Aberdeen,London and Dubai.Ducatus Partners has experience across the entire value chain of the energy,private equity and industrial sectors;partnering with the worlds largest integrated energy and industrial companies to technology start-ups and the advisors and financiers that support them.For more information please visit:Partner directoryMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20248|Meet the expertsExpertJanette MarxChief Executive Officer at AirswiftAI expertKen CorriveauFormerly the CIO at Omnicom Media GroupPowerSharon BarclayChief Human Resources Officer at Monument ChemicalRenewablesAdrian SmithExecutive Group Director of Transformation at WorleyOil and GasIan LangleyChairman at AirswiftNuclearAndrew CrabtreeFounder at Get Into NuclearWenche KjlsIndependent DirectorPetrochemicalsMeet the expertsMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20249|AI and the Future of Skills in the Energy IndustryThe Global EnergyTalent Index Report2024MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryRenewablesExpertAdrian SmithExecutive Group Director of Transformation at WorleyGETI Report 202411ContentsContents131816192217202425|SalariesGlobal mobilityMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAttracting and retaining talentAI in the workplacePopular AI choicesEnthusiasm for AIAI skills for the futureSummaryInfographicGETI Report 202412|Amidst an accelerating clean energy transition,renewables salaries are on an upward trajectory,with 51 per cent of professionals reporting a pay rise compared to 47 per cent last year.Twenty-four per cent report a salary raise of five per cent or more compared with 20 per cent last year.Among engineers,pay increases have been even higher,with 54 per cent reporting a rise.Hiring managers have an even sunnier outlook,with 62 per cent reporting a pay increase and 34 per cent reporting a rise above five per cent,a five per cent increase over the last two years.Salary optimism also remains high,with 73 per cent expecting a pay rise next year compared with 74 per cent last year.Janette Marx,CEO of Airswift,says:“A growing green skills gap has increased competition for talent,which is reflected in rising salaries.Pay is also rising to keep pace with high inflation and interest rates.”RenewablesSalaries are back above pre-pandemic levels as the energy transition accelerates,but renewables skills are being sought by other sectors and industries,including technology.Renewables are also in a state of flux as rapid AI adoption creates new risks and opportunities.Employers will need to ensure their policies,training,and skills keep pace with the AI revolution.Hiring managersProfessionalsSalariesPAY CHANGES REPORTED BY WORKERS AND HIRING MANAGERS IN THE LAST 12 MONTHSIncreased by more than 5$4%Increased by 0-5(%2%3%4%2%Stayed the sameDecreased by 0-5creased by more than 52DP403020100MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202413|SalariesAfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaBiomass Engineer 43,552 64,555 78,566 68,957 34,345 53,602 101,579 Business Development Manager 92,430 64,952 115,982 85,010 31,015 61,599 145,807 Civil/Structural Engineer 55,259 43,579 130,676 76,894 30,740 51,458 102,557 Commercial Manager 60,567 81,918 139,948 90,851 33,048 92,471 104,427 Construction Manager 90,226 74,054 176,106 74,608 46,392 77,936 90,384 Design Engineer 53,074 57,266 105,793 65,272 29,551 47,357 124,584 Electrical Engineer 62,879 55,322 114,862 68,253 32,111 71,056 98,818 HSE Manager 64,837 78,826 160,739 86,057 41,580 71,379 81,543 Maintenance Engineer 73,367 56,369 95,933 86,287 35,436 63,141 94,151 Marine Engineer 83,101 69,399 124,409 64,229 34,703 75,815 86,452 Mechanical Engineer 59,630 44,411 99,751 65,683 33,581 58,144 85,884 Operations Manager 64,828 67,864 102,936 76,899 70,596 76,460 83,686 Project Engineer 62,624 60,881 132,829 79,763 38,807 77,213 87,816 Project Manager 82,175 79,957 164,492 85,049 43,569 86,918 99,262 QA/QC Manager 60,024 65,041 178,885 93,445 43,690 77,135 75,566 Renewable Energy Consultant 46,206 80,922 119,449 69,497 45,338 63,077 78,709 Solar Engineer 46,830 47,398 110,783 53,094 32,025 48,234 94,949 Wind Farm Project Manager 52,386 75,390 194,978 57,280 38,507 70,819 77,416 Wind Turbine Technician 44,176 43,660 97,073 57,607 28,534 47,163 59,291 PERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202414|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaBiomass Engineer 311 461 539 505 248 401 726 Business Development Manager 502 500 674 550 221 441 1,041 Civil/Structural Engineer 394 371 642 525 213 539 763 Commercial Manager 388 617 743 700 237 653 613 Construction Manager 644 523 696 767 332 651 646 Design Engineer 379 409 547 455 211 421 755 Electrical Engineer 435 400 616 528 229 574 713 HSE Manager 424 565 658 559 354 549 680 Maintenance Engineer 514 469 560 621 253 418 695 Marine Engineer 588 495 713 600 245 565 614 Mechanical Engineer 395 480 583 563 242 541 613 Operations Manager 502 477 668 606 500 647 591 Project Engineer 481 470 624 617 278 559 581 Project Manager 592 703 676 730 311 802 703 QA/QC Manager 474 465 620 650 312 657 540 Renewable Energy Consultant 322 578 550 513 328 445 646 Solar Engineer 330 339 411 512 230 446 633 Wind Farm Project Manager 347 801 601 782 290 782 640 Wind Turbine Technician 285 410 391 330 203 335 424 MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202415|Global mobilityAmidst increasing international decarbonisation,the proportion of companies offering overseas job transfers has risen to 58 per cent from 52 per cent in 2022.The proportion considering relocating has also risen slightly(79 per cent compared to 78 per cent last year).With intensifying transatlantic competition on clean energy from the EU Green Deal to the US Inflation Reduction Act,Europe and North America are the top destinations for relocation(34 per cent and 19 per cent,respectively).However,the gap between them has narrowed by five per cent since last year.Marx says:“The world is increasingly levelling up on clean energy development;with over 90 countries now having net zero targets,there is a wide array of opportunities for international relocations.Rival green policy incentives are creating an increasingly competitive global talent race.”As for reasons for relocation,career progression has fallen slightly(53 per cent vs 58 per cent last year)while lifestyle and low cost of living has risen(11 per cent)amidst rising living costs.Better access to innovative tools and ways of working,such as AI,is third place,as technology becomes an increasing differentiator for employer brands.Global mobilityWHERE WOULD BE YOUR PREFERRED LOCATION?Europe and North America are the top destinations for relocation due to intensifying transatlantic competition in clean energy.34%Europe13%AustralasiaNorth AmericaMiddle EastMethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202416|22%have not been approached for jobs outside their current industry.As industry growth intensifies competition for talent,32 per cent of renewables workers have been headhunted for a job six or more times,and 13 per cent received more than 16 approaches last year.Around a quarter say over half of approaches came from an outside industry or expertise,and only 22 per cent have not been approached.Interest from recruiters is reciprocated,with 88 per cent of renewables workers considering switching jobs fuelled by opportunities for career progress and interest in the wider industry.Thirty-eight per cent would move to another energy sector,with power(43 per cent)overtaking oil and gas(42 per cent)as the sector of choice.Technology has also risen as a top outside industry choice(29 per cent compared to 25 per cent last year).Adrian Smith,Executive Group Director of Transformation at Worley,says“Growing electric grid interconnections with renewables are creating a parallel intersection of skills between power and renewables.Accelerating renewables digitalisation is also creating overlaps with industries such as technology.”Attracting and retaining talentAttracting and retaining talent38%are open to moving to another energy sector.32%have been headhunted for a job six or more times.88%are open to moving roles.MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202417|AI in the workplaceAll respondentsRenewablesDO YOU USE AI IN YOUR ROLE?RENEWABLES VERSUS ALL SECTORSAI in the workplaceAI is increasingly being introduced across the energy industry,and renewables emerge as the most technologically progressive sector,with the highest proportion of respondents(32 per cent)using AI in their role.Marx says:“Technologies such as AI are critical to solving renewables challenges from storage to stability of supply with innovations such as data-driven flexible storage and generation.This is reflected in the growing embrace of AI across the sector.“The proportion of companies with an AI policy(36 per cent)closely matches the proportion using it.However,28 per cent of those who have a policy have not read it,while 15 per cent of all respondents are unsure if their workplace has one,indicating a need for greater employee awareness.The main topics covered in AI policies after the benefits and/or objectives of using AI(63 per cent)are maintaining data protection,integrity,and security(54 per cent)and training requirements(44 per cent).Combined with the subsequent finding that top three risks from AI include cyber security and poor training leading to misuse or poor adoption,this suggests that inadequate training could expose companies to security breaches or misuse.Marx notes:“With AI adoption at an early stage and accelerating rapidly,the industry is still forming policies and procedures.AI policies increasingly exist on paper but must be put into practice through improved employee training.”YesNoDont know32%6%6UI%I will in the next six months5040302010036%of AI policies cover what it can be used for.36%of companies have an AI policy.28%of those with an AI policy have not read it.32%use AI in their role.MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202418|User-friendly generative AI models such as ChatGPT,Bard AI,and Claude(22 per cent),followed by machine learning(19 per cent),are the most used AI applications in the sector.Artificial General Intelligence is also relatively widely used(14 per cent),amidst the increasing adoption of technologies such as Unmanned Autonomous Vehicles for remote inspection.Automated workflow and collaboration tools are the biggest AI applications for renewables(30 per cent),alongside higher-order tasks such as using AI to optimise energy production(28 per cent)and improve products and services(22 per cent).Just under a quarter of engineers(23 per cent)say their company uses AI to create safety and inspection improvements.Smith says:“AI has the potential to transform renewable energy processes and production from autonomously selecting the most cost-effective energy mix for electrolysers to data-driven synchronisation of generation and demand.”Popular uses of AI28#! #0%Automated workflow and workplace collaboration toolsData analytics to optimise energy productionCustomer engagementRemote monitoring and automationSafety and inspection improvements Optimising energy products and servicesSmart data to optimise ESG performanceInnovation in new energy products and servicesPredictive analytics to understand future energy demandSmart grids,storage systems and virtual power plantsSecuring energy assets against cyber attackDont know0203040WHAT DOES YOUR COMPANY USE AI FOR?Popular uses of AI22%use AI to improve products and services.28%use AI to optimise energy production.19%in the sector use machine learning applications.14%use Artificial General Intelligence.MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202419Enthusiasm for AIEmployees anticipate challenges ahead,especially insufficient investment in AI applications and employee support for AI.The findings indicate that employee resistance to adoption could be overcome through better information,as respondents cite a lack of clarity on which tools offer the best fit for the company among the top three challenges.Eighty-seven per cent express optimism about the future impact of AI,with 51 per cent very optimistic,36 per cent fairly optimistic and just three per cent not optimistic.Seventy-eight per cent believe AI will drive an uplift in their personal productivity in the next two years,while 62 per cent believe AI will create new career and progression opportunities and boost job satisfaction.Perhaps relatedly,45 per cent believe that AI will increase time spent on strategic tasks or using soft skills such as creativity and problem solving(50 per cent).Smith says:“AI could turbocharge productivity so that employees head home every day feeling like theyve achieved more than before,automating repetitive tasks to free up time for value-adding roles and career development.AI could also bring new roles into renewables and engineering from data scientists to prompt engineers and cause employers to put a higher premium on human skills such as creativity.”Enthusiasm for AIWill increaseWill decreaseWill not changeDont knowSalary15Ibreer and progression opportunities11!U%Time spent with family and friends113P%6%Time spent using soft skills such as creativity and problem solving13b%Job satisfaction020308090701004060507f%Pressure on me to study or learn new skillsTime spent on strategic tasks86E%8%9x%Productivity5%HOW DO YOU THINK AI WILL IMPACT YOU PERSONALLY IN THE NEXT TWO YEARS?|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202420|Among other positive impacts of AI,respondents cite future increases in research and development(33 per cent)and optimisation of productions,ser-vices and/or solutions(29 per cent).However,this is clouded by significant concerns around a lack of human or personal touch(43 per cent),insufficient training leading to misuse or poor adoption(34 per cent)and cyber security risks(31 per cent).Marx says:“AI will create new challenges around data security and ownership as it will involve inputting sensitive corporate data and there are questions over who owns the outputs.Yet this is an opportunity for companies to allay employee fears and reduce risks by harnessing AIs predictive capabilities to boost cyber security while enforcing clear rules around data use.”0203040504341%Lack of human or personal touchLack of training leading to misuse or poor adoptionIncreased cyber security riskIncreased system complexity Poor regulatory oversight10%I do not think AI poses a risk to my sector in the next two yearsWHAT RISKS YOU THINK AI POSES TO YOUR SECTOR IN THE NEXT TWO YEARS?31%say AI will pose an increased cyber security risk.87%are optimistic about the future impact of AI.Enthusiasm for AIMethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202421|In contrast to the popular perception of automation replacing human jobs,96 per cent say AI will increase demand for human skills.Technical skills such as programming/software engineering and IT(both 27 per cent)top the list,followed by machine learning(26 per cent).Twenty-four per cent anticipate demand for cyber security and 23 per cent for robotics skills,yet few workers are being influenced to develop cyber and robotics skills(18 per cent and 16 per cent,respectively),creating potential skills shortages in these areas.The findings indicate that soft skills will also be increasingly desirable as automation increases the value of uniquely human work.Sought-after soft skills include critical thinking/problem solving skills(21 per cent),leadership and people management,and creativity/innovative thinking/thinking outside the box(both 19 per cent).As companies race to future-proof their workforces for AI,professionals are also being influenced to develop the most in-demand skills from machine learning(27 per cent)to data science(24 per cent)and IT(23 per cent).Over a quarter of engineers(27 per cent)are considering developing programming/software engineering skills in response to AI.Marx says“AI creates new risks and therefore openings for jobs tackling challenges from data security to AI policy enforcement.This will involve creating roles responsible for instilling an AI culture across the workforce from better data hygiene to ethical AI practices.”AI skills for the futureSKILLS IN DEMAND VERSUS SKILLS RESPONDENTS MAY BE INFLUENCED TO DEVELOP27#&!$#$! !%ITMachine learningProgramming/software engineeringCyber securityRoboticsData scienceCritical thinking/problem solvingProject managementCreativity/innovative thinking/thinking outside the boxLeadership/people management020100AI skills for the futureRespondents will developDemand will increase26%anticipate more demand for machine learning skills.8%do not intend to develop any skills because of AI.#1skill that respondents may develop:machine learning.#1skill in demand:IT and programming/software engineering.MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryAI could turbochange productivity,bring new roles into renewables and engineering and create a premium on human skills such as creativity.Adrian SmithExecutive Group Director of Transformation at Worley|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202423SummaryRenewables emerges as the sector with the greatest AI adoption,and it is already transforming everything from businesses processes to energy production and creating new classes of jobs.However,AI represents a double-edged sword for the sector.It could revolutionise performance yet introduce new risks such as cyber security or accelerate human productivity at the cost of human interactions.Realising the benefits and avoiding the pitfalls will require an approach that ensures human skills and needs are factored into AI adoption at every stage.Summary|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAI and the Future of Skills in the Energy IndustryGETI Report 202424InfographicGETI Report 202424AI and the Future of Skills in Renewable Energy|51%of non-hiring professionals report a pay rise this year.79%are open to relocating for work,with Europe the top choice.32%of respondents use artificial intelligence in their role.78%say productivity will increase.62%say job satisfaction will increase.62%say career and progression opportunities will increase.Personal impact of AI in the next two years:Top four skills that may be developed Machine learningITCritical thinking/problem solvingData scienceTop four skills that are in demandMachine learning1Programming/software engineeringITCyber securityTop three uses of AI in the renewables sectorAutomated workflow and workplace collaboration tools.Data analytics to optimise energy production.Customer engagement.2341234MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryOil and GasExpertIan LangleyChairman at AirswiftGETI Report 202426ContentsContents283331343732363940|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummarySalariesGlobal mobilityAttracting and retaining talentAI in the workplacePopular AI choicesThe future of AIAI skills for the futureSummaryInfographicGETI Report 202427|P403020100Increased by more than 57&%Increased by 0-5%3%2%5%5%Stayed the sameDecreased by 0-5creased by more than 50E%Amidst falling fossil fuel prices,rapid recent salary growth has begun to flatten out.4 per cent more professionals report a pay rise this year(48 per cent),significantly below the 13 per cent increase in salary rises last year.Hiring managers have a more positive outlook compared to professionals,with 62 per cent reporting pay increases compared with 54 per cent in 2023.Pay optimism has improved since last year,with 69 per cent of professionals expecting a rise,up from 66 per cent last year.Hiring managers mirror this positive sentiment,with 72 per cent also anticipating pay rises.Janette Marx,CEO of Airswift,said:“Salary growth is less steep as oil and gas prices fall from last years record highs,but pay everywhere is still rising in line with inflation.Previously large swings in salary are being replaced by stable growth based on a solid foundation of long-term projects.”Oil and gasSkills are largely remaining within the oil and gas sector;however,renewables are emerging as an attractive destination for some professionals.Greener energy portfolios could boost talent retention in this evolving energy landscape.Amidst an industry-wide AI revolution,the sectors older workforce trails behind newer sectors in AI adoption.Boosting employee buy-in will involve harnessing automation to free up time for other priorities and upskilling workers in AI-related fields.Hiring managersProfessionalsSalariesPAY CHANGES REPORTED BY WORKERS AND HIRING MANAGERS IN THE LAST 12 MONTHSMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202428|SalariesPERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass Engineer 279 376 492 475 296 378 699 Project Engineer 79,672 86,426 140,354 101,411 51,683 91,556 98,666 Project Manager 82,554 97,370 189,482 106,224 64,890 123,623 98,818 QA/QC Inspector 70,674 69,098 132,071 67,703 49,627 50,600 73,642 Reservoir Engineer 91,022 104,684 185,844 110,936 67,292 125,714 150,663 Welding Engineer 65,261 53,811 114,520 97,836 42,819 34,628 76,220 AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth America Accountant 49,773 58,148 92,705 65,054 36,369 44,760 56,644 Administrator 31,337 31,212 75,504 30,897 20,195 31,738 42,196 Chemical Engineer 96,314 59,500 156,289 69,323 38,980 70,001 69,173 Civil Engineer 67,234 67,284 189,619 64,756 32,936 62,926 100,841 Commissioning Engineer 92,440 87,188 183,362 93,136 63,187 84,834 150,726 Construction Engineer 100,675 84,336 143,154 99,987 47,297 66,652 115,285 Construction Manager 101,627 103,320 177,457 88,937 113,715 113,922 106,956 Contracts Manager 61,540 61,392 151,727 85,005 51,027 109,989 67,137 Drilling Engineer 84,492 116,358 224,359 103,787 84,758 114,756 119,768 Drilling Supervisor 124,724 129,917 329,508 146,232 93,002 150,043 192,331 Electrical Engineer 74,981 77,035 128,415 80,895 71,370 63,899 89,969 Finance Manager 67,539 67,345 148,956 79,273 69,325 91,170 90,680 Geophysicist 92,439 97,188 166,431 92,783 51,462 119,112 141,324 HSE Manager 74,967 77,281 199,049 80,997 52,598 90,828 97,419 Inspection Engineer 88,296 63,429 125,988 68,024 67,307 67,782 141,267 Instrumentation Engineer 115,544 71,929 127,153 96,929 59,366 68,089 106,677 Maintenance Engineer 87,867 70,605 120,556 95,948 54,085 71,715 94,505 Mechanical Engineer 71,915 63,068 137,933 85,640 47,781 63,692 87,898 Process Engineer 91,240 69,515 141,313 87,740 51,133 84,637 116,256 Production Engineer 82,641 60,298 160,758 85,029 50,035 81,309 105,063 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202429|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass Engineer 279 376 492 475 296 378 699 Project Engineer 794 683 816 724 475 639 725 Project Manager 937 848 842 952 446 904 816 QA/QC Inspector 621 521 778 746 307 585 629 Reservoir Engineer 905 599 1,330 887 436 876 1,074 Welding Engineer 837 436 724 837 272 492 783 AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAccountant 435 359 412 678 160 386 420 Administrator 185 136 408 267 154 204 295 Chemical Engineer 628 466 1,006 782 210 562 640 Civil Engineer 595 481 867 838 200 521 804 Commissioning Engineer 1,085 647 1,080 1,132 412 586 1,109 Construction Engineer 884 502 852 842 260 563 885 Construction Manager 1,129 889 932 953 492 683 764 Contracts Manager 926 644 902 833 390 639 630 Drilling Engineer 1,092 947 1,379 910 520 812 870 Drilling Supervisor 1,555 1,310 2,302 1,313 690 1,113 1,366 Electrical Engineer 815 572 705 803 417 579 705 Finance Manager 681 530 755 871 420 610 680 Geophysicist 1,240 694 1,088 1,166 360 741 973 HSE Manager 892 547 1,348 940 383 641 783 Inspection Engineer 948 470 671 840 408 522 1,138 Instrumentation Engineer 882 576 778 764 380 626 776 Maintenance Engineer 762 641 662 808 337 573 696 Mechanical Engineer 836 491 652 816 310 574 734 Process Engineer 866 599 784 791 300 641 916 Production Engineer 801 458 1,071 828 350 625 631 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202430|With an international pipeline of new projects,83 per cent would consider relocating,compared with 81 per cent in 2023,and 61 per cent of firms now offer overseas transfers,up four per cent from last year.Europe has fallen from 29 to 26 per cent among most desirable destinations,while the Middle East is second on 23 per cent,and North America has fallen out of the top three behind Asia(15 per cent).Career progression(50 per cent)remains the primary driver for foreign transfers,followed by lifestyle,low cost of living,and remuneration(12 per cent and 9 per cent,respectively)as the cost of living continues to increase.Proximity to family remains the most significant barrier for 34 per cent of those resistant to relocation,but 20 per cent say their employer does not offer relocation opportunities,indicating that levels of mobility could be influenced by opportunity.Global mobilityGlobal mobilityWHERE WOULD BE YOUR PREFERRED LOCATION?26%Europe15#%Middle EastTwo fifths of oil and gas workers are expatriates-the highest of all sectors surveyed.13%North AmericaAsiaMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202431|87 per cent would consider switching jobs,but most(61 per cent)would stay in oil and gas.Among the 40 per cent that would go elsewhere in the industry,the burgeoning renewables sector is the most popular(50 per cent).This could be linked to ESG being the third biggest driver for career movers.Another 29 per cent would move downstream to petrochemicals.Job switchers are chiefly motivated by opportunities for career progression and interest in the wider industry.For engineers,flexible ways of working and technology are important factors.Marx observes:“The findings indicate the battle for oil and gas skills will be fought on home turf with skills mostly circulating within the sector.Yet with an ambitious,mobile,and ESG-conscious workforce increasingly attracted to renewables,employers will need to consider offering promotions and opportunities to lead sustainable innovations.”Oil and gas skills are in demand from within and beyond the sector,with a slight increase in the number of workers headhunted for another job(81 per cent)and 12 per cent approached over 16 times since last year.Nine percent of engineers have been approached more than 21 times.A quarter of respondents say that 26 to 50 per cent of all approaches came from an outside industry or expertise,yet this is not being reciprocated with only 19 per cent considering joining another industry.Just 26 per cent of these would move to the technology industry,the second lowest proportion of any sector.The tendency of prospective job-switchers in the industry to prioritise factors other than access to innovative tools,such as AI,points to a technologically traditional workforce.Attracting and retaining talentAttracting and retaining talent87%would consider switching jobs.40%are open to moving energy sector,with renewables the most popular choice.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202432|Similarly,oil and gas is the least advanced sector when it comes to AI adoption.Just 24 per cent use AI in their role,the lowest of all the sectors surveyed.Perhaps relatedly,oil and gas has the lowest proportion of workers under 35.A third of employers have an AI policy,yet the sector lags behind others on policy awareness.Nineteen per cent are unsure if their workplace has an AI policy,the highest proportion in the industry.With cyber security and lack of training leading to misuse or poor adoption later cited among top three AI risks,this indicates that inadequate policy awareness could expose oil and gas firms to cyber risks or poor practices.Current AI policies are seeking to address this with a focus on the benefits and/or objectives of using AI(58 per cent)and maintaining data protection,integrity,and security(52 per cent).Ian Langley,Chairman of Airswift,says“As a mature sector with significant skills and sunk costs in traditional technologies,AI uptake will be slower than newer,nimbler sectors such as renewables.AI could help power the latest technologies from carbon capture usage and storage to green hydrogen,but these are still nascent and attract a small share of investment.”AI in the workplace5040302010024%YesNo11%7%8%Dont know55X%I will in the next six monthsAll respondentsOil and gasDO YOU USE AI IN YOUR ROLE?OIL AND GAS VERSUS ALL SECTORSAI in the workplace19%are unsure whether their workplace has an AI policy,the highest of any sector.24%use AI in their role,the lowest of all the sectors surveyed.1/3of employers have an AI policy.41%of AI policies include training requirements.58%of AI policies cover the benefits and/or objectives of using AI.10%will begin using AI in the next six months.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202433|In further evidence of a technologically conservative workforce,individual AI tools are also the least popular among oil and gas workers.Machine learning and/or generative AI,such as ChatGPT,are the most popular at 15 per cent each followed by Artificial General Intelligence(12 per cent),far lower than other sectors.Langley notes:“With unique hazards such as dangerous chemicals,high pressure/temperature systems etc.oil and gas prioritises safety and worker wellbeing.Given that many areas of oil and gas field development still require human intervention fully automated platforms are rare.In the future AI will play a major part in enabling lower carbon oil and gas production and optimising systems for carbon capture.”As with petrochemicals,the sector primarily uses AI for immediate needs such as safety and inspection(23 per cent)and automated workflow and collaboration(23 per cent each)over strategic forward-thinking applications such as innovating with new products and services.Popular AI choices020304023#! 6%Automated workflow and workplace collaboration toolsSafety and inspection improvements Remote monitoring and automationData analytics to optimise energy productionInnovation in new energy products and servicesOptimising energy products and servicesCustomer engagementSmart data to optimise ESG performancePredictive analytics to understand future energy demandSecuring energy assets against cyber attackSmart grids,storage systems and virtual power plantsDont knowWHAT DOES YOUR COMPANY USE AI FOR?Popular AI choices23%use AI to make safety and inspection improvements.15%employ generative AI tools like ChatGPT.23%use AI for automated workflow and collaboration.12%use use Artificial General Intelligence.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHOW DO YOU THINK AI WILL IMPACT YOU PERSONALLY IN THE NEXT TWO YEARS?Will increaseWill decreaseWill not changeDont know02030809070100406050Career and progression opportunitiesPressure on me to study or learn new skillsTime spent with family and friendsTime spent using soft skills such as creativity and problem solvingTime spent on strategic tasksJob satisfactionSalaryProductivity12Xb$S%9)I1EX#Cq%5%GETI Report 202434The future of AILack of clarity on which tools best fit the company is the biggest barrier to AI adoption,followed by insufficient investment or employee support.Respondents are among the least positive about the future impact of AI,with 47 per cent very optimistic,the lowest of any,apart from the adjacent petrochemicals sector.However,58 per cent believe AI could create career progression opportunities and improve job satisfaction.Around half also believe AI could lead to more time spent on soft skills or with family and friends.The future of AI71%anticipate productivity will increase.62lieve AI will increase pressure to study or learn skills.58%expect job satisfaction to increase.43lieve AI will positively impact salaries.|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202435|Marx observes:“Firms could harness automation to free up time for soft skills and strategic tasks that go towards promotions,boosting positivity about automation.AI also offers an opportunity to improve work/life balance,helping attract more women with families in a sector with just 11 per cent female representation in our survey.”Conversely,a third(33 per cent)say AI could either hurt career progress or negatively impact salaries.Sixty-two per cent believe it will increase pressure on them to learn new skills and with the sector also having the oldest workforce,this could partly explain insufficient employee support for automation.Professionals believe AI could have a series of positive impacts on the sector over the next two years from boosting research and development(28 per cent)to optimising production,services and/or solutions(27 per cent).Yet this is significantly outweighed by concerns over risks AI could pose.Forty per cent fear a lack of human or personal touch,32 per cent worry about inadequate training leading to misuse or poor adoption and 28 per cent cite increased cyber security risks.Ken Corriveau,Chief Information Officer,Omnicom Media Group says:“This is an opportunity to allay fears and upskill workers for new roles by democratising digital skills to augment rather than replace humans.For example,previously you needed engineers who understood coding,now you can tell open-source AI what you want,and it will code snippets for you to put together.This will democratise AI innovation and require both soft and technical skills.”402)%020304050Lack of human or personal touchLack of training leading to misuse or poor adoptionIncreased cyber security riskIncreased system complexity Poor regulatory oversight12%I do not think AI poses a risk to my sector in the next two yearsWHAT RISKS DO YOU THINK AI POSES TO YOUR SECTOR IN THE NEXT TWO YEARS?27%think AI could optimise production,services,and/or solutions.32%are concerned inadequate training could lead to misuse or poor adoption of AI.The future of AIMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202436|Ninety-four per cent expect AI to increase demand for skills with the most sought-after skills corresponding to some of the biggest anticipated risks.Cyber security is joint third most in-demand along with data science(24 per cent).Programming/software engineering and IT(27 and 26 per cent,respectively)are projected to come top of employers wish lists.Yet training priorities appear misaligned with skills needs.IT and cyber security rank low among skills that professionals are most interested in developing(eighth and ninth,respectively)despite being in the top three most in-demand.This indicates that firms may face skills shortages in these areas.Machine learning is the top priority for upskilling followed by data science,programming and software engineering,and data visualisation skills.In line with the earlier finding that AI could free up more time for soft skills,employees are also interested in developing skills such as creative/innovative thinking and critical thinking/problems solving(both 21 per cent).Langley observes:“Increasing adoption will create AI skills gaps in areas from prompt engineering to robotics maintenance,forging new job opportunities.Marrying training with in-demand skills will help bridge the gap between human and machine,reducing the risks from adoption and ensuring AI compliments rather than conflicts with human skills.”AI skills for the futureAI skills for the futureSKILLS IN DEMAND VERSUS SKILLS RESPONDENTS MAY BE INFLUENCED TO DEVELOP02010027&$#!%Programming/software engineeringITCyber securityData scienceRoboticsMachine learningCommunicationCreativity/innovative thinking/thinking outside the boxData visualisationCritical thinking/problem solvingLeadership/people management7%gap between IT skills in demand and development.21%may develop creative/innovative thinking skills.Respondents will developDemand will increase#1skill that respondents may develop:machine learning.#1skill in demand:programming/software engineering.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAs a mature sector with significant skills and sunk costs in traditional technologies,AI uptake will be slower than newer,nimbler sectors such as renewables.AI could help power the latest technologies from carbon capture usage and storage to green hydrogen,but these are still nascent and attract a small share of investment.Ian LangleyChairman of Airswift|MethodologyAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryOil and GasOil and gas emerges as the sector with the lowest rates of AI adoption,stymied by a lack of employee support and financial backing due to ingrained skills and investments in older technology.Although workers voice their concerns,many see the upsides of automation in freeing time for families,increasing career opportunities,and boosting innovation and production.Successful AI transformation must march in step with skills development and smart recruitment to attain the full benefits and broadest workforce support.SummaryGETI Report 202438Summary|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAI and the Future of Skills in the Energy IndustryGETI Report 202439InfographicGETI Report 202439AI and the Future of Skills in Oil and Gas|Infographic48%of non-hiring professionals report a pay rise this year.83%are open to relocating for work,with Europe the top choice.24%of respondents use artificial intelligence in their role.71%say productivity will increase.58%say job satisfaction will increase.58%say career and progression opportunities will increase.Personal impact of AI in the next two years:Top four skills that may be developed Machine learningData visualisationData scienceProgramming/software engineeringTop four skills that are in demandCyber security Programming/software engineeringITData scienceTop three uses of AI in the oil and gas sectorAutomated workflow and workplace collaboration tools.Safety and inspection improvements.Remote monitoring and automation.12341234MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryPetrochemicalsExpertSharon BarclayChief Human Resources Officer,Monument ChemicalGETI Report 202441ContentsContents434846495147505354|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryInfographicSummaryAI skills for the futureThe future of AIPopular AI choicesAI in the workplaceAttracting and retaining talentGlobal mobilitySalariesGETI Report 202442|A tight labour market has seen petrochemicals salary sentiment soar to pre-pandemic levels.Sixty per cent of professionals report an increase in the last year,compared to 50 per cent the year before and 55 per cent before Covid-19.Hiring managers report even higher numbers:69 per cent say pay has increased in the sector,compared to 65 per cent last year.Big rises also seem more common,with 45 per cent putting that increase above five per cent just 35 per cent said so last year.Both hiring managers and professionals expect even greater movement next year,with 80 per cent and 75 per cent expecting rises,respectively.PetrochemicalsThe petrochemicals sector appears to be in a buoyant mood:salary progression is solid,and professionals are optimistic about adopting AI technology both in terms of impact on the sector and their own careers.However,there are signs that may call for a more careful consideration of future skill requirements.Hiring managersProfessionalsSalariesPAY CHANGES REPORTED BY WORKERS AND HIRING MANAGERS IN THE LAST 12 MONTHSIncreased by more than 5)E%Increased by 0-5%Stayed the sameDecreased by 0-5%3%3creased by more than 5%2%3P40302010031$%5%MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202443|SalariesPERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass Engineer 279 376 492 475 296 378 699 AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth America Administrator 98,804 49,961 118,195 64,517 31,833 70,947 90,084 Chemical Engineer 85,142 59,166 94,005 67,353 36,648 64,285 130,000 Chemist 66,494 64,117 81,879 58,618 40,950 66,764 90,000 Construction Manager 87,552 55,611 110,140 82,305 60,474 82,692 145,000 Electrical Engineer 71,230 70,212 100,949 88,369 53,580 76,838 180,000 Environmental Manager 74,004 69,166 84,871 87,877 49,260 67,953 169,142 Finance Manager 95,366 72,934 87,743 77,313 56,012 70,886 135,912 Health and Safety Manager 62,651 71,329 65,884 76,594 39,885 64,836 126,277 HR Manager 57,892 49,641 72,711 54,118 41,304 62,141 120,000 Lab Manager 37,101 52,221 98,668 43,230 38,206 58,226 90,000 Maintenance Technician 38,984 48,437 68,652 46,819 23,881 47,711 51,896 Mechanical Engineer 65,459 65,930 98,795 70,099 54,636 70,265 83,700 Office Manager 49,629 39,468 56,539 40,075 27,757 36,947 70,422 Planner/Scheduler 77,113 54,835 86,119 59,068 37,870 59,343 90,818 Process Engineer 101,991 62,422 112,686 88,875 34,151 92,896 104,630 Process Operations Production Manager 70,072 57,195 88,067 62,491 38,587 71,974 106,285 Project Coordinator 85,219 66,678 83,113 63,853 41,942 52,134 76,713 Purchasing Manager 78,869 71,890 82,467 71,885 39,651 72,371 55,803 QA/QC Manager 62,573 68,758 88,874 80,675 35,993 65,395 98,112 Technical Engineer17,94636,88155,25436,84620,48320,53340,960MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202444|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass EngineerAfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAdministrator 694 354 620 648 228 682 721 Chemical Engineer 645 413 675 782 252 577 625 Chemist 509 402 543 596 280 392 482 Construction Manager 1,102 462 792 1,024 472 644 726 Electrical Engineer 858 481 724 802 396 646 769 Environmental Manager 955 426 611 589 457 557 808 Finance Manager 687 462 632 748 394 608 743 Health and Safety Manager 1,061 423 472 641 397 458 689 HR Manager 375 403 452 679 381 516 600 Lab Manager 465 296 432 456 300 299 704 Maintenance Technician 402 346 416 489 172 382 357 Mechanical Engineer 848 387 636 913 398 545 664 Office Manager 358 282 374 407 200 273 554 Planner/Scheduler 523 392 621 649 311 480 674 Process Engineer 704 434 811 636 242 870 856 Process Operations Production Manager 1,295 393 548 614 277 416 706 Project Coordinator 675 449 529 622 312 393 553 Purchasing Manager 563 514 557 710 282 551 553 QA/QC Manager 736 502 640 1,131 254 498 701 Technical Engineer195138233316140165290MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202445|Global mobilityThe petrochemicals workforce remains a globally mobile one:81 per cent of professionals would consider relocating almost identical to last years 83 per cent and over a third of respondents are expatriates.Career progression remains the primary driver for making a move(47 per cent),with lifestyle and low cost of living a distant second(13 per cent).The most popular destinations remain Europe (33 per cent),the Middle East(21 per cent)and North America(13 per cent).For those reluctant to relocate,43 per cent say proximity to family is the main barrier.A further 12 per cent point to concern over their childrens education.Combined with apparently high satisfaction with salary progression,it seems some in the petrochemicals workforce are relatively settled for the time being.Global mobilityWHERE WOULD BE YOUR PREFERRED LOCATION?Career progression remains the primary driver for making a move,with lifestyle and low cost of living a distant second.33%Europe13!%North AmericaMiddle EastAsiaMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202446|A large majority(87 per cent)of respondents are open to moving roles.Though a move within the sector is the most attractive(57 per cent),a significant percentage are open to moving to another energy sector(45 per cent),or to another industry entirely(23 per cent).The adjacent oil and gas sector is the most popular destination as in previous years:52 per cent would consider this move,and 29 per cent of oil and gas professionals would consider a move to petrochemicals,demonstrating the connectedness of the sectors.However,38 per cent of respondents say they would consider a move into renewables this year a five per cent jump on last year,and interest in renewables is even higher among engineers(43 per cent).Power is a very distant third(seven per cent).Sharon Barclay,Chief Human Resources Officer at Monument Chemical,comments:“There is growing concern for sustainability in the chemical industry,as in all sectors,so its no surprise to see interest in renewables increasing.However,I think it reflects that,as an industry,we need to communicate our sustainability story better.There are huge opportunities to drive sustainability in chemicals,whether youre looking at sustainable aviation fuels or new ways to create products from waste streams.Its exciting,and we need to emphasise that.”As in previous years,career progression remains the primary motivator for switching(33 per cent).Interest in the wider industry(16 per cent),remuneration and benefits(11 per cent),and ESG(seven per cent)are notable factors,but trail by a large margin.Petrochemical professionals are also in high demand:82 per cent have been approached for another role in the past year,and 11 per cent have been contacted more than 20 times.Engineers are in particularly high demand,with 86 per cent having been approached.Janette Marx,CEO of Airswift,warns:“This is a tricky situation for hiring managers:people report high openness to moving not just within the sector,but also beyond it.Yet,theyre also relatively happy with how salaries are going,so retention isnt as simple as offering more money.Above all,professionals in the petrochemical space need to see a viable and attractive path for progression.”Attracting and retaining talentAttracting and retaining talent33%cite career progression as the primary motivator for switching jobs.23%would consider moving to a different industry entirely.52%would consider moving from petrochemicals to oil and gas.45%are open to moving to another energy sector.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202447|AI in the workplaceDespite its affinity with the oil and gas sector,petrochemicals is closer to renewables when it comes to the apparent adoption of AI.Though most(58 per cent)do not currently use AI in their role,30 per cent already do,and a further eight per cent expect to do so within six months.With a rapid uptake expected within the next six months,it is encouraging that a third of respondents report that their workplace already has an AI policy(though seven per cent are yet to read it).Thirteen per cent are unsure whether such a document exists.Where policies are in place,these tend to focus on explaining the benefits and/or objectives of using AI(reported by 59 per cent)and maintenance of data protection,integrity,and security(53 per cent).AI in the workplaceAll respondentsPetrochemicalsDO YOU USE AI IN YOUR ROLE?PETROCHEMICALS VERSUS ALL SECTORSYesNoDont know30%8%4%7UX%I will in the next six months5040302010059%of AI policies explain AIs benefits and objectives.27%use AI in their role.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202448|There are no clear winners in terms of which AI tools petrochemicals professionals are turning to.The most popular are machine learning(used by 17 per cent),generative AI such as ChatGPT(also 17 per cent),robotic process automation(16 per cent)and artificial general intelligence (14 per cent).The top use cases for these tools are automated workflow and collaboration(25 per cent),and safety and inspection improvements(24 per cent)the same top pair as in oil and gas(both 23 per cent).Marx notes,“Both petrochemicals and oil and gas are hazardous industries,and its good to see that for professionals in these sectors,one of the first impulses is to explore how new technologies can help keep people safe.”Popular AI choices24! (%Automated workflow and workplace collaboration toolsSafety and inspection improvements Data analytics to optimise energy productionOptimising energy products and servicesPredictive analytics to understand future energy demandCustomer engagementRemote monitoring and automationInnovation in new energy products and servicesSmart data to optimise ESG performanceSecuring energy assets against cyber attackSmart grids,storage systems and virtual power plantsDont know0203040WHAT DOES YOUR COMPANY USE AI FOR?Popular AI choices24%use AI to make safety and inspection improvements.17%use machine learning.16%use robotic process automation.17%employ generative AI tools like ChatGPT.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHOW OPTIMISTIC ARE YOU ABOUT THE FUTURE IMPACT OF AI ON YOUR SECTOR?Will increase63G%Oil and gas020308090701004060504B6%Nuclear36Q%Renewables11%21%Petrochemicals51%43S%Power4%GETI Report 202449The future of AIA lack of soft skills,such as leadership and communication,is the number one challenge to making greater use of AI,followed by insufficient investment in AI applications.Lack of clarity over which tools best fit the company is third in contrast to oil and gas and power,where this uncertainty is the top barrier.Petrochemicals is also among the most optimistic about AIs future impact,with 51 per cent being very optimistic,behind only the power sector (53 per cent).Marx continues:“Consider these things in combination.Petrochemical professionals are optimistic about the impact of AI and are laser-focused on safety.They also wisely identify leadership and investment as the key barriers to uptake.Together,these factors suggest that the petrochemicals sector is doing a good job of approaching AI strategically.”Nearly a third(32 per cent)of respondents say that AI will help the sector optimise products,services and/or solutions.A quarter say it will boost research,development,and innovation(25 per cent)and reduce labour costs(24 per cent).Similar numbers expect improved predictive analytics and forecasting(23 per cent),reduced production or operating costs(22 per cent),and increased creativity and critical thinking(21 per cent).Respondents are similarly optimistic about how AI might impact them personally in the next two years:73 per cent expect a boost in productivity,58 per cent look forward to increased job satisfaction,and 57 per cent anticipate both better career progression and more time with family and friends.That being said,professionals also recognise the risks that AI may pose.In the next two years,41 per cent are concerned over a lack of human or personal touch,35 per cent worry that lack of training could lead to misuse or poor adoption and 26 per cent are concerned about cyber security.Only 13 per cent were confident there would be no concerns at all.The future of AIWill not changeDont knowWill decrease|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202450|However,professionals do not expect to simply sit back and benefit from the promise of AI.Most (63 per cent)believe it will also increase pressure on them to study or learn new skills.When asked which skills would be in greater demand due to the increasing use of AI,respondents point to technical skills such as programming/software engineering,data science,cyber security and machine learning.Far fewer look to soft skills such as critical thinking and problem solving,creativity and innovative thinking,and leadership and communication skills.Professionals are interested in developing skills that broadly match what they believe will be needed,with engineers particularly interested in developing data visualisation skills.Barclay observes:“Its jarring that lack of leadership and communication is said to be the top challenge for greater AI adoption today;yet,they rank so lowly in professionals estimation of which skills will be in greater demand and which they personally expect to develop.This raises the question of the discrepancy between the two.What are we to make of that?Perhaps some believe that todays leadership is sufficient and just needs more time,or possibly ambitious professionals might conclude that there are greater opportunities in these soft skills than they initially thought.”AI skills for the futureSKILLS IN DEMAND VERSUS SKILLS RESPONDENTS MAY BE INFLUENCED TO DEVELOP32#%!$%Programming/software engineeringData scienceCyber securityMachine learningRobotics302010017!%Critical thinking/problem solvingCommunication15%Leadership/people managementCreativity/innovative thinking/thinking outside the boxAI skills for the futureRespondents will developDemand will increase12%gap between cyber security skills in demand and development.9%gap between programming skills in demand and development.#1skill that respondents may develop:machine learning.#1skill in demand:programming/software engineering.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryPetrochemical professionals are optimistic about the impact of AI.and are doing a good job of approaching AI strategically.Janette MarxCEO,Airswift|MethodologyOil and GasAbout AirswiftPartner DirectoryPowerRenewablesNuclearSummaryPetrochemicalsGETI Report 202452SummaryPetrochemicals appears to be a relatively optimistic and enthusiastic early-adopter of AI,especially compared to its close-cousin,the oil and gas sector.However,an apparent mismatch between todays barriers to adoption and tomorrows prized skills suggests a need for careful leadership to reap these technological benefits.Summary|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAI and the Future of Skills in the Energy IndustryGETI Report 202453InfographicGETI Report 202453AI and the Future of Skills in PetrochemicalsInfographic|60%of non-hiring professionals report a pay rise this year.81%are open to relocating for work,with Europe the top choice.30%of respondents use artificial intelligence in their role.74%say productivity will increase.58%say job satisfaction will increase.57%say career and progression opportunities will increase.Personal impact of AI in the next two years:Top four skills that may be developed Machine learningData visualisationCritical thinking/problem solvingProgramming/software engineeringTop four skills that are in demandCyber securityProgramming/software engineeringData scienceMachine learningTop three uses of AI in the petrochemicals sectorAutomated workflow and workplace collaboration tools.Data analytics to optimise energy production.Safety and inspection improvements.12341234MethodologyOil and GasAbout AirswiftPartner DirectoryPowerRenewablesNuclearSummaryPetrochemicalsPowerExpertWenche KjlsIndependent Director GETI Report 202455ContentsContents576260636661646869|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGlobal mobilitySalariesAttracting and retaining talentAI in the workplacePopular AI choicesThe future of AIAI skills for the futureSummaryInfographicGETI Report 202456|Year-on-year,the power sector appears to benefit from relative stability,with a slim majority (54 per cent)of professionals reporting an increase in income,up from 50 per cent last year,and rising above pre-pandemic levels(48 per cent in 2020).Hiring managers follow a similar trend,albeit at higher levels,with 67 per cent reporting increased pay in the sector,up from 59 per cent last year.This stability is expected to continue to pay dividends,with 77 per cent of professionals anticipating an increase in income in the year to come,and 76 per cent of hiring managers in agreement.Only three per cent of each group expect falls.PowerSteady salary growth is not enough to satisfy a power sector hungry for career progression.However,the key to attracting and retaining talent may lie in greater adoption of AI and investment in upskilling,with those in the power sector particularly optimistic about new technologies potential benefit for both their own careers and the sector.Hiring managersProfessionalsSalariesPAY CHANGE EXPECTATIONS FOR NEXT YEAR REPORTED BY WORKERS AND HIRING MANAGERSIncreased by more than 5IG%Increased by 0-5%Stayed the sameDecreased by 0-5%2%2creased by more than 5%1%15040302010028) %MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202457|SalariesPERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass Engineer 279 376 492 475 296 378 699 AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaBusiness Development Manager74,92896,652227,98880,59045,66984,63669,754CAD Technician/Operator 31,118 40,199 44,042 54,440 14,347 41,122 49,263 Chemical Engineer 61,816 63,097 73,203 76,745 29,657 65,222 70,335 Civil Engineer 53,854 62,337 117,847 63,129 32,007 66,631 80,485 Commercial Manager 91,162 73,781 185,169 91,504 39,655 93,224 112,915 Commissioning Engineer 66,811 78,789 114,311 82,999 36,147 62,149 101,433 Construction Manager 77,270 100,404 188,226 100,742 47,723 77,075 84,453 Control Room Operator 44,488 43,849 76,043 54,066 25,422 47,287 65,975 Design Engineer 59,942 52,589 104,504 79,507 21,857 61,393 62,778 Electrical Engineer 68,684 83,791 127,986 94,313 29,713 69,434 81,379 HSE Manager 67,435 65,340 167,523 90,885 43,949 66,211 117,551 Inspection Engineer 66,967 64,839 108,509 60,287 32,884 61,399 83,493 Instrumentation Engineer 70,869 67,626 125,870 78,053 34,551 66,613 95,056 Maintenance Engineer 67,435 68,077 102,964 62,664 37,137 65,917 85,884 Mechanical Engineer 61,100 67,284 100,261 61,632 36,078 70,209 93,731 Plant Manager 65,562 72,966 118,071 81,148 42,624 69,776 83,268 Project Engineer 69,933 67,256 152,437 70,441 48,039 78,150 95,613 Project Manager 67,591 69,818 117,428 72,322 24,525 69,672 80,362 QA/QC Inspector 54,318 67,445 102,568 58,024 28,423 66,749 109,197 Quantity Surveyor 52,294 60,961 125,930 53,462 38,450 65,369 106,868 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202458|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass Engineer 279 376 492 475 296 378 699 AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaBusiness Development Manager 483 498 626 517 180 505 574 CAD Technician/Operator 232 256 312 384 102 279 352 Chemical Engineer 442 451 496 483 214 482 502 Civil Engineer 349 447 563 451 229 570 600 Commercial Manager 651 538 645 671 290 653 806 Commissioning Engineer 477 559 757 607 261 524 725 Construction Manager 552 717 659 692 339 633 568 Control Room Operator 295 319 427 377 180 328 471 Design Engineer 428 400 539 486 151 460 459 Electrical Engineer 491 493 591 668 210 549 581 HSE Manager 482 467 634 582 329 564 905 Inspection Engineer 478 447 572 500 238 465 648 Instrumentation Engineer 506 427 608 713 248 560 729 Maintenance Engineer 482 484 544 448 260 550 652 Mechanical Engineer 420 481 545 435 259 559 739 Plant Manager 468 655 555 601 300 717 753 Project Engineer 500 469 578 528 314 563 670 Project Manager 488 969 650 576 324 730 600 QA/QC Inspector 384 534 574 530 200 510 726 Quantity Surveyor 354 444 444 450 251 414 911 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202459|Global mobilityThe theme of stability carries through into appetite for relocation,with 83 per cent open to a move,up marginally from 81 per cent last year.Just over a third(34 per cent)of the workforce are expatriates,and opportunities for cross regional transfers continue to trend upwards from 48 per cent in 2022 to 61 per cent in 2024.While there has been a slight decrease since last year,career progression remains the main motivator for global mobility(51 per cent versus 58 per cent).The same barrier to moving proximity to family also retains the top spot.Women in particular worry about the prospects for long-term career advancement(11 per cent)while men are narrowly more concerned about their childrens education this year(12 per cent).The most attractive destinations for relocation are Europe(selected by 34 per cent),followed by the Middle East(18 per cent),which edges above North America this year(15 per cent).Global mobilityEurope,followed by the Middle East and then North America,are the top relocation destinations,with career progression as the main motivator for moving.WHERE WOULD BE YOUR PREFERRED LOCATION?34%Europe15%North AmericaMiddle EastAsiaMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202460|Attracting and retaining talentDespite apparent satisfaction with salaries and steady appetite for regional relocation,professionals are not completely rooted in place:91 per cent are open to moving roles,the highest of the surveys sectors.Furthermore,while most prefer to stay within the power sector(58 per cent),44 per cent are open to going elsewhere within the energy industry,and 23 per cent would consider roles in a new sector altogether.As was the case last year,renewable energy is the sector of choice(cited by 54 per cent),followed by oil and gas(36 per cent).Beyond energy,35 per cent would move to the technology sector.Manufacturing is becoming steadily more attractive,having been selected by 11 per cent in 2022,16 per cent in 2023 and now 19 per cent in 2024.The reasons for moving roles mimic those for moving regions:career progression is the primary motivator(chosen by 27 per cent),though by much less than last year(38 per cent).Interest in the wider industry is second(15 per cent),and the chance to work with innovative technology takes third(12 per cent),eclipsing ESG concerns which plummets to seventh place this year.Commenting on the findings,Wenche Kjls,independent director at several companies,sees:“A picture of fragile stability.Salary growth is good but not spectacular,and though career progression remains a top concern,professionals seem less convinced they need to make a move than last year to continue their career trajectory.Yet,openness to moving roles and regions is high,indicating a sector where professionals are settled but wouldnt take much prompting to reconsider.As a well-established industry,power professionals are self-assured and have much to offer other sectors.”Hiring managers should take note:81 per cent of employees have been approached for another role in the last year,while over a third(34 per cent)have been approached six times or more.A significant minority(19 per cent)have received 11 or more approaches,with over one third of respondents saying more than half of these approaches came from beyond the power sector.Attracting and retaining talent44%are open to moving to another energy sector.91%are open to moving roles.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202461|AI in the workplaceAI in the workplaceThough most power professionals(52 per cent)do not use AI in their role today,the sector is relatively forward-thinking.Thirty per cent of professionals say they already use AI,behind only renewables(32 per cent)and level with petrochemicals.A further 12 per cent expect they will be using AI within the next six months.One third of respondents report that their workplace already has an AI policy,and 26 per cent have read it.Policies mainly focus on the benefits and objectives of using AI(58 per cent),with a reassuringly high focus on maintaining data protection,integrity and security(51 per cent).However,six per cent of professionals are unsure whether they are already using AI,and 13 per cent are unsure if their workplace has an AI policy,suggesting more needs to be done with regards to internal communications.All respondentsPowerDO YOU USE AI IN YOUR ROLE?POWER VERSUS ALL SECTORSYesNoDont know30%6%7UR%I will in the next six months5040302010013%are unsure whether their workplace has an AI policy.30%of power professionals use AI in their role.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202462|The most popular tools among those already using AI seem to be generative tools such as Chat GPT,Bard AI and Claude.Nineteen per cent of respondents say they use these tools,versus 17 per cent prioritising machine learning and 15 per cent use artificial general intelligence such as autonomous vehicles,supercomputers,or deep AI software programs that mimic human intelligence.A further 19 per cent are unsure of which tools are used.The main use cases for these tools are automated workflow and workplace collaboration(27 per cent),remote monitoring and automation(26 per cent),safety and inspection improvements(25 per cent),and data analytics for optimising energy production(25 per cent).Ken Corriveau,CIO at Omnicom Media Group,comments:“There are a host of potential applications for AI in the power sector,from generic back-office functions to more specialist tasks such as distributed generation and trading optimisation.I would not be surprised to see these numbers leap upwards in the near future.”Popular AI choices26%# &%Automated workflow and workplace collaboration toolsRemote monitoring and automationData analytics to optimise energy productionSafety and inspection improvements Innovation in new energy products and servicesOptimising energy products and servicesCustomer engagementSmart data to optimise ESG performancePredictive analytics to understand future energy demandSmart grids,storage systems and virtual power plantsSecuring energy assets against cyber attackDont know0203040WHAT DOES YOUR COMPANY USE AI FOR?Popular AI choices25%use AI for data analytics to optimise energy production.27%use AI for automated workflow and workplace collaboration.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202463|Professionals in the power sector are looking forward to an AI-powered future:86 per cent are positive about AIs future impact and 53 per cent are very optimistic more than in any other sector.On a personal level,78 per cent look forward to increased productivity in their role,while 64 per cent are excited about new career opportunities,and 63 per cent about increased job satisfaction.Most(59 per cent)think AI will help them spend more time with family and friends.Beyond benefits in their own roles,respondents see great advantages for the power sector.Twenty-eight per cent say AI will increase research,development,and innovation,and 27 per cent expect better optimised production,services,and solutions.Around one quarter believe AI will reduce labour costs(26 per cent)and improve predictive analytics and forecasting(23 per cent).For Corriveau,this is cause for excitement:“Though AI does hold great promise for workflow improvements and similar implementations,I personally see the greatest potential in the power it can bring to research and innovation.There are parallels in the healthcare sector,where researchers expect to use AI to crunch vast amounts of data for things like drug development.The same logic applies to the energy sector,and its great to see that power professionals seem to recognise this.”However,there are both risks and barriers to greater AI adoption.Respondents worry that the next two years could see a reduction in the human or personal touch(a concern for 43 per cent),lack of training leading to misuse or poor adoption (32 per cent),or cyber security risks(32 per cent).The future of AI27%expect AI to optimise production,services,and solutions.78%look forward to increased productivity due to AI.64%are excited about new career opportunities with AI.86%are positive about AIs future impact on the power sector.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHOW WILL AI POSITIVELY IMPACT YOUR ROLE?Will increaseWill decreaseDont knowProfessionals also worry about lack of clarity over which AI tools are the best fit for their company,insufficient investment in AI applications,and insufficient employee support for its roll-out.Kjls says:“Power is a broad sector and varies considerably from region to region,and in many ways,it is the backbone of the industrial world.Here in Norway,when you think of power,you think of hydroelectric plants with their long history and green profile.Elsewhere,you may think of coal or gas,which is working hard to become more sustainable.Whats consistent,though,is that if you are to attract new people to work in the sector,they must enjoy the tools they work with and the ways of working.AI shows a lot of promise in this respect,but people need greater clarity”9%5xcY%Productivity8dreer and progression opportunities15%8%6%9 P%Salary64I%Time spent using soft skills such as creativity and problem solving88D%Time spent on strategic tasksJob satisfactionPressure on me to study or learn new skillsTime spent with family and friends0203080907010040605013c%GETI Report 202464The future of AI63%anticipate increased job satisfaction from AI.59lieve AI will increase time spent with family and friends.26%think AI will reduce labour costs.43%are concerned that AI lacks a human or personal touch.Will not change|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryRenewablesNuclearSummaryPowerGETI Report 202465|Power professionals expect AI to increase demand primarily for technical skills.Around one quarter believe programming and software engineering(27 per cent),data science(24 per cent),machine learning(24 per cent),along with IT and cyber security(both 23 per cent)skills will be in higher demand.In contrast,around one fifth of respondents predict an increased need for soft skills.Critical thinking and problem solving,and creativity and innovative thinking are both chosen by 21 per cent.Leadership and people management(17 per cent)and communication skills(15 per cent)rank lower.Overall,63 per cent of respondents believe AI will increase pressure on them to study or learn new skills,and they intend to rise to the challenge.The most popular areas for upskilling are machine learning,programming and software engineering,plus IT skills and critical thinking and problem-solving abilities.Janette Marx,CEO of Airswift,concludes:“Power professionals maintain the importance of technical skills in response to AI,and they arent afraid to meet that challenge head on.Though most in the sector are open to moving roles,we know they prize career progression opportunities,and hiring managers have a great chance to boost retention by giving them opportunities to develop the skills they have identified.”AI skills for the futureSKILLS IN DEMAND VERSUS SKILLS RESPONDENTS MAY BE INFLUENCED TO DEVELOP27&$ $(#! ! %Programming/software engineeringData scienceMachine learningCyber securityITCritical thinking/problem solvingProject managementLeadership/people management302010RoboticsCreativity/innovative thinking/thinking outside the box0AI skills for the futureRespondents will developDemand will increase6%gap between cyber security skills in demand and development.63lieve AI will increase pressure to study or learn skills.#1skill in demand:programming/software engineering.#1skill that respondents may develop:machine learning.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryTo attract new people to work in the sector,they must enjoy the tools they work with and the ways of working.AI shows a lot of promise in this respect.Wenche KjlsIndependent Director|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryRenewablesNuclearSummaryPowerGETI Report 202467SummaryThe power sectors apparent stability has not made its professionals any less likely to seek a move to satisfy their need for career progression.However,the companies in the sector have a golden opportunity to satisfy that desire through greater investment in AI and upskilling its workforce.Summary|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAI and the Future of Skills in the Energy IndustryGETI Report 202468InfographicGETI Report 202468AI and the Future of Skills of Skills in PowerInfographic|54%of non-hiring professionals report a pay rise this year.83%are open to relocating for work,with Europe the top choice.30%of respondents use artificial intelligence in their role.Top four skills that may be developed Machine learningCritical thinking/problem solvingITProgramming/software engineeringTop four skills that are in demandMachine learningProgramming/software engineeringData scienceITTop three uses of AI in the power sectorAutomated workflow and workplace collaboration.Data analytics to optimise energy production.Remote monitoring and automation.78%say productivity will increase.63%say job satisfaction will increase.74%say career and progression opportunities will increase.Personal impact of AI in the next two years:12341234MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryNuclearExpertAndrew CrabtreeFounder,Get Into NuclearGETI Report 202470ContentsContents727775788076798283|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryInfographicSummaryAI skills for the futureThe future of AIPopular AI choicesAI in the workplaceAttracting and retaining talentGlobal mobilitySalariesGETI Report 202471|A large minority(42 per cent)of respondents report an increase in income this year a fall from last year(47 per cent),and lower than elsewhere in the energy sector.Hiring managers have a more optimistic outlook though,with 74 per cent reporting increases in their sector,and 35 per cent reporting increases of more than five per cent.The future appears brighter:51 per cent of workers and 78 per cent of hiring managers anticipate raises in the coming year.However,it is notable that last year 73 per cent of workers expected a raise reality(42 per cent)seems to have dented their optimism.NuclearLast years optimism for pay rises does not appear to have materialised for some this year,dampening spirits.However,signs of distress are hard to find,and there is much good to build on for hiring managers and professionals alike with the AI revolution creating demand for both soft and technical skills.Hiring managersProfessionalsSalariesPAY CHANGE EXPECTATIONS FOR NEXT YEAR REPORTED BY WORKERS AND HIRING MANAGERS50403020100Increased by more than 55%Increased by 0-59$%Stayed the sameDecreased by 0-5%2%2creased by more than 5%4%4 S%MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202472|SalariesPERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AsiaEuropeMiddle EastNorth AmericaBusiness Development Manager 45,448 49,496 45,898 74,475 Chemical Engineer 61,325 64,753 55,106 75,712 Commercial Manager 71,397 96,993 97,551 126,115 Commissioning Manager 76,689 91,614 90,951 159,374 Construction Manager 68,630 90,872 91,797 109,281 Electrical Engineer 63,650 98,202 76,592 103,130 Environmental Engineer 53,528 60,943 61,245 124,033 Facilities Manager 52,631 75,377 62,427 120,325 HSE Manager 57,266 99,677 78,966 132,822 Maintenance Engineer 57,266 66,565 67,997 127,919 Mechanical Engineer 48,444 75,738 74,296 89,845 Nuclear Engineer 82,276 84,500 75,917 82,837 Planner/Scheduler 63,585 53,934 59,238 107,398 Process Engineer 59,808 82,433 80,324 128,158 Project Manager 74,508 94,205 80,017 78,333 Purchasing Manager/Buyer 55,833 63,279 52,023 92,325 QA/QC Manager 63,546 87,217 69,897 122,402 R&D Scientist 68,440 72,573 54,934 104,188 Supply Chain Manager 54,258 84,761 64,916 117,391 Training Coordinator68,54072,83269,55589,226MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202473|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AsiaEuropeMiddle EastNorth AmericaBusiness Development Manager 399 495 452 674 Chemical Engineer 362 478 436 581 Commercial Manager 510 682 669 908 Commissioning Manager 548 700 665 1,038 Construction Manager 463 569 659 891 Electrical Engineer 390 588 570 960 Environmental Engineer 363 475 457 957 Facilities Manager 360 471 439 859 HSE Manager 389 566 576 955 Maintenance Engineer 368 471 545 781 Mechanical Engineer 344 490 542 850 Nuclear Engineer 493 570 553 750 Planner/Scheduler 334 515 492 855 Process Engineer 411 544 547 1,044 Project Manager 442 609 778 776 Purchasing Manager/Buyer 312 580 601 637 QA/QC Manager 432 535 554 793 R&D Scientist 343 519 418 851 Supply Chain Manager 387 515 501 880 Training Coordinator 287 354 332 577 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202474|Only 65 per cent of respondents are open to relocation this year,a 12 per cent decrease from last year.Fifty-eight per cent say their employer promotes cross-regional transfers,and a third of workers are expatriates,but 35 per cent simply do not wish to relocate up from 23 per cent last year.For those open to a move,career progression is the primary enticement(selected by 42 per cent).Lifestyle and low cost of living(13 per cent)and other reasons trail distantly.The most attractive destinations are Europe(26 per cent),North America(24 per cent),and the Middle East(20 per cent),roughly in-line with their peers across the energy sector.On the other hand,those who wish to stay put point to proximity to family(45 per cent)and lack of opportunities(14 per cent)to explain their reluctance.Andrew Crabtree,Founder of Get Into Nuclear,comments:“The nuclear sector is the odd one out when it comes to energy industry mobility.That may be because nuclear power plants,more than others,tend to create long-term communities around them,so that workers may feel deeper roots.Security clearance can also be a significant administrative hurdle when moving between countries.Companies and countries rightly take nuclear security very seriously.”Global mobilityThe nuclear sector stands out in energy industry mobility,with international moves often hindered by stringent security clearance requirements.WHERE WOULD BE YOUR PREFERRED LOCATION?26&$%EuropeNorth America20 %Middle EastGlobal mobilityMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202475|The apparent rootedness of the sectors workforce should not be a cause for complacency on the part of hiring managers,as 77 per cent of respondents would consider switching to a new role.While half are open to a new role within nuclear,40 per cent would move to another energy sector,and 24 per cent would leave energy behind entirely.Within energy,the most popular destination is renewables,identified as of-interest by 42 per cent of respondents.Oil and gas last years top destination falls to third(19 per cent),behind power(27 per cent).Technology,transport,logistics and infrastructure,and manufacturing are popular non-energy choices.When asked what would motivate a move,nearly one-third of respondents noted career progression,followed by interest in the wider sector(17 per cent)and the chance to work with interesting technology(10 per cent).Crabtree adds:“Its notable that remuneration and benefits dont make the top three reasons for a move here,especially given nuclears relatively lacklustre performance on salary growth this year.But career progression can mean a lot of different things,so Id caution against interpreting this as satisfaction with pay.In fact,the sector needs to take care not to slip behind on that front.”This is underlined by the fact that 79 per cent of workers have been approached for another role in the last year,with 10 per cent having been contacted more than 20 times.Many of these offers are coming from beyond the sector.Janette Marx,CEO of Airswift,comments:“Nuclear professionals seem more settled in their roles than many of their peers across the wider energy sector,despite lower reported pay increases.Thats good news for now,but if their optimism for future pay increases isnt rewarded,then they may not be so settled in future.”Attracting and retaining talentAttracting and retaining talentNuclear professionals seem more settled in their roles than many of their peers across the wider energy sector,despite lower reported pay increases.Janette Marx,CEO of Airswift24%would consider leaving the energy sector entirely.40%would move to another energy sector.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202476|Most(61 per cent)respondents do not use AI in their role today higher than in any other energy sector.In fact,just over a quarter do(27 per cent),while another nine per cent expect to do so within six months.A third of respondents report that their workplace already has an AI policy in place,and 24 per cent have read it.This may suggest that the 27 per cent using AI are largely diligent about doing so within the confines of company policies.AI in the workplacep6050403020100YesNo7%Dont know27%9%3Ua%I will in the next six monthsAll respondentsNuclearDO YOU USE AI IN YOUR ROLE?NUCLEAR VERSUS ALL SECTORSAI in the workplace32%of companies have an AI policy.61%do not use AI in their role.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202477|The most popular tools used by nuclears AI vanguard are machine learning and robotic process automation applications,both selected by 18 per cent of respondents.In contrast,15 per cent say they use generative AI such as ChatGPT compared to other sectors,where this is the top or joint-top use case.The top use cases for these tools are automated workflow and collaboration(26 per cent).Data analytics to optimise performance,and safety and inspection improvements closely follow(both 23 per cent).Ken Corriveau,formerly the CIO at Omnicom Media Group,suggests:“What we may see here is lower uptake of AI by nuclear professionals,but greater emphasis on careful implementation and experimentation from the top-down,within strictly confined policy.By their nature,generative AI tools today tend to be used by individuals experimenting within their roles.Perhaps there is less latitude for this in nuclear,given the extra safety and security considerations and a more cautious culture.”Popular AI choices020304026#%9%9%8%85%Automated workflow and workplace collaboration toolsData analytics to optimise energy productionSafety and inspection improvements Innovation in new energy products and servicesRemote monitoring and automationOptimising energy products and servicesPredictive analytics to understand future energy demandSmart data to optimise ESG performanceSmart grids,storage systems and virtual power plantsCustomer engagementSecuring energy assets against cyber attackDont knowWHAT DOES YOUR COMPANY USE AI FOR?Popular AI choices26%use AI for data analytics to optimise performance.23%use AI for safety and inspection improvements.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHOW OPTIMISTIC ARE YOU ABOUT THE FUTURE IMPACT OF AI ON YOUR SECTOR?Very optimistic02030809070100406050NuclearOil and gasRenewablesPetrochemicalsPower18B6%63G%26Q%41Q3S%4%4%GETI Report 202478The future of AIOptimism over AIs potential future role in nuclear is complicated.Forty-two per cent of respondents are fairly optimistic and 36 per cent are very optimistic about its impact.Taken at face value,this appears to be an enthusiastic response.However,in other sectors the combined figure for optimism is higher,and the very optimistic outweigh the fairly optimistic.Still,optimism is there.So,what stands in the way of a brighter future for AI in nuclear?Respondents say insufficient investment in AI applications is the number one challenge to making greater use of AI for the sector,followed by lack of clarity on which tools offer the best fit for the company and insufficient or poor-quality data.If these barriers can be overcome then 69 per cent of respondents look forward to greater productivity thanks to AI in the next two years,while 52 per cent anticipate new career and progression opportunities and 47 per cent expect greater job satisfaction.Only 17 per cent expect downward pressure on salary,career progression or job satisfaction,though 58 per cent recognise they will be under pressure to study or learn new skills.Beyond their professional lives,respondents look forward to great benefits for the sector from greater AI use.Thirty per cent say AI will lead to an increase in research,development and innovation,and 27 per cent say it will improve predictive analytics and forecasting.On the other hand,38 per cent identify an emerging risk from lack of human or personal touch although this anxiety is higher in other sectors.The future of AI36%are ve
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