IEEE Power & Energy Magazine - September/October 2014 - 36
climate change is already bringing higher temperatures and
higher sea levels, and it is seriously affecting water resources
in many regions. Tensions between the energy and water sectors may increase as the power sector needs greater supplies of
water while demand for water will also be growing for agriculture, industry, and domestic supply. hydropower can play an
important role at the nexus of energy and water management.
along with global warming, the number of extreme
weather events has risen sharply over the last 30 years (see
figure 1). heat waves and heavy rains are likely to continue becoming more common in many regions. The cost to
industry and the wider economy is enormous: Superstorm
Sandy, which hit new York in 2012, caused damage costing
as much as uS$65 billion to repair, according to the national
oceanic and atmospheric administration.
investment decisions in the power sector have long time
frames, as the lifetimes of the assets vary from as little as 20 to
as much as 100 years. making investment decisions involves
anticipating the long-term environment-that is, the needs and
constraints under which utilities will operate many years in the
future. When making such decisions, utilities face a number
of uncertainties: economic and policy uncertainty associated
with demographic and socioeconomic trends, technologies,
and political commitments; scientific uncertainty regarding
the impacts at regional levels and the reaction of affected systems; and the natural variability of the climate system.
WBCSD's Action2020 Framework
WBCSD, as a forward-thinking, globally influential, and cross-
track over the next few decades. In the case of the climate
sector business organization, has designed Action2020 as a
change priority area, the target states: "With the goal of limit-
springboard for addressing climate change. Action2020 is a plat-
ing global temperature rise to 2 °C above preindustrial levels,
form for business efforts on sustainable development toward
the world must, by 2020, have energy, industry, agriculture, and
the decade's end and beyond. It builds on the results of Vision
forestry systems that simultaneously: meet societal development
2050, a wide-reaching report on priorities for business in relation
needs; are undergoing the necessary structural transformation
to sustainable challenges. Vision 2050 sees a sustainable world
to ensure that cumulative net emissions do not exceed 1 tril-
in 2050 as "9 billion people living well, within the limits of the
lion tons of carbon (peaking global emissions by 2020 keeps this
planet," while Action2020 (see Figure S1) is designed to focus on
goal in a feasible range); and are becoming resilient to expected
strategic solutions to meet important targets over the next few
changes in climate."
years-a time line that resonates with both business and political
The climate change priority area has received strong
engagement from the WBCSD's member companies, leading
leaders alike.
After extensive consultation with scientists on their under-
to the development of 12 business solutions that contribute to
standing of the critical environmental and social threats the
one or several of the elements described in the "societal must-
world faces, Action2020 outlined nine priority areas. Central to
have." Building resilience in the power sector is one of them.
these are a set of "societal must-haves," which are targets we
The targets of each of these solutions are measurable, scalable,
need to meet if our planet's systems are to return to a sustainable
replicable, and seek to go beyond business as usual.
Climate
Change
Science Input
Natural Capital
Social Capital
Nutrient
Elements
Ecosystems
Water
Basic Needs
and Rights
Exposure
to Harmful
Substances
Must-Haves
Business Solutions
Skills and Sustainable Food, Fiber,
Employment Lifestyles
and Biofuel
Priority Areas
Action2020 Process Chart
figure S1. The Action2020 process chart.
36
ieee power & energy magazine
september/october 2014
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