It is however possible to abandon this scenario and achieve universal energy access by 2030. This requires $1 trillion in cumulative investment; equivalent to 3% of the total global investments in energy‐related infrastructure. International organizations, including the United Nations and European Commission are tackling this challenge using international public finance to ‘leverage’ private investment by, for example, urging developing countries to remove legal and regulatory barriers for sustainable business innovation and investments.

But how should business approach these investment opportunities and increase energy access?

How to create Energy Access?
Currently remote and poor rural communities are burning ‘traditional biomass’, such as collected firewood and animal/human waste, for cooking. Traditional biomass contains negative health and social effects such as indoor air pollution, gender inequality and poverty. In addition, these communities are usually not connected to the electricity grid and instead use kerosene lamps for lighting that are very inefficient, dangerous, expensive, and have extensive health and environmental drawbacks.

To create a basic form of energy access fossil fuels can be used to supply cleaner cooking fuels, such as Liquefied Petroleum Gas (LPG), and electricity by extending the grid from centralized power plants.

However, in the past decade we have seen an increase in the use of decentralised, small-scale renewable energy technologies. Examples are mini hydro power stations, solar panels; sustainable wood plantations, efficient stoves and biogas digesters for cooking. These technologies do not only provide energy access, they also lead to improved environmental and social effects compared to the use of fossil fuels.

Balancing energy access strategies
The energy access challenge is not limited to least developed countries. China, India and Bangladesh alone account for more than 1.3 billion people without access to clean cooking facilities, even though these countries have seen high economic growth in the past decades. A distinction therefore exists between energy access strategies:

• Centralized strategies that focus on increasing energy access and energy generation to match the growing demand caused by increased industrialisation, economic development and urbanisation. Increased energy access is achieved by supplying power, from large-scale centralised plants, through grid expansion to rural off-grid areas.
• Decentralized strategies that focus directly on rural off-grid areas regardless of their economic activity and/or seclusion from urban areas, through the use of local mini-grids and decentralised power production.

The latter strategy has shown to be most effective in increasing energy access as grid expansion to rural areas has only materialized in a few middle income countries, such as Brazil and Argentina.

Investing in cross-sectorial partnerships
Developing countries must consider both energy access strategies. However infrastructural challenges, high rates of economic development and a rapidly increasing populations push governments towards solely considering centralised strategies.

Business, leveraged by public finance, can play a large role in decentralized energy access strategies. A challenge for business is to mitigate the risk associated with investing in long-term micro-energy infrastructure for low-income markets. By seeking additional opportunities in adjacent sectors in these markets, business can diversify risk while adding value and increasing returns.

Investing in the agricultural sector, for example, leads to increased revenues for rural communities and opportunities for the energy sector to make use of agricultural residues as clean cooking fuels or biomass feedstock for small generators. This reduces investment risk and adds value across sectors. Investing in ‘cross-sectorial partnerships’ improves the performance of existing markets and maximizes co-benefits associated with energy access, such as employment and economic growth.

A true contribution to the sustainable development of rural populations in developing countries!

Join the Sustainability24 debate


If you want to learn more, join the session “Energy Access for Development Impact” where different experts share their experiences. This session is part of Sustainability24, the global sustainability debate broadcasted by the Guardian on May 15th and starts at 16.30 CET.

Joost Brinkman
Raouf Saidi

Flexible limits

More than forty years ago, the publication of ‘Limits to Growth’ warned us about the problems of exponential population growth. Since then, the world population has almost doubled and it is still increasing by an amount of more than 200,000 people per day. Together with an increasing average welfare level, this indeed puts very high demands on our planet’s resources. Luckily, thanks to technology and innovation, people still prosper and economic growth is evermore possible.

To share the most recent developments and best practices in the field of sustainability, Accenture is organizing “Sustainability24” (May 15^th): a global virtual roundtable discussions series with the overreaching theme: ‘Sustainable Innovation – Scaling for Transformational Impact’.  Sustainable energy is part of the discussion at 13.30 CET.  You can register here.

Sustainable energy

Today it is our task to use the same ingenuity and creativity to disprove the current doomsday scenarios of global warming and peak oil. The principal challenge currently is to make a transition away from fossil fuels and towards renewable sources of energy, whilst coping with an ever increasing demand. Non-polluting renewable energy sources like wind, solar, wave and tidal energy will undoubtedly enable us to innovate ourselves out of the pending energy crisis. However, these power sources bring about a new huge and novel challenge: intermittency. Although every single one of the aforementioned renewable sources is able to provide in all of the world’s energy needs on its own, this abundance is only valid on somewhat larger timespans. On shorter timescales, the availability of renewable energy is exactly as inconsistent as the weather. Unfortunately, the energy market currently is purely demand driven and immeasurably dynamic. Demands for electrical power can and do change by gigantic amounts, in split seconds.

Real time power distribution

To ensure the stability of the electrical grid, demand and supply have to be balanced in real time, at all times. For every 60 Watt light bulb that is switched on somewhere, a generator has to react instantaneously by providing the exact same amount of power. Gas fired power plants can do this, weather dependent sources can’t. As the market share of renewables is growing, the energy distribution system has to adapt accordingly. Currently, we are accustomed to plug in appliances and pay a fixed amount per unit of energy consumed, regardless of its availability at that moment. This is  unlike all other markets, where prices are an outcome of the combined demand and supply.

Power to the energy bill

Changing this system will be a demanding but nevertheless essential part of the overall energy transition. One might even say intelligent load balancing and affordable energy storage are the missing links towards a truly sustainable energy future. Storing energy is relatively easy but expensive, both regarding the costs of ‘hardware’ (batteries, hydrogen plants, etc.) as in terms of energy conversion losses. Adapting our demand for energy to its real time availability is the cheaper, smarter route, as it will mostly require new ‘software’ : flexible energy tariffs and equipment that can make its own choices with respect to those varying tariffs.

Smarts Grids; Win, Win & Win

There are many processes that are perfectly able to adapt to the real time supply of renewable energy. Electrical cooling and heating or the charging of electrical car batteries for example, only have to guarantee operation within certain clearly defined boundaries (maximum temperature in the fridge, fully charged battery in the morning). By integrating smart algorithms into these kind of appliances, they themselves can work out the most economical way to stay within the set margins. Other activities, like laundry, clothes drying and other ‘intermittent power consumers’ can be planned in a similar manner, although this will also require some human cooperation. In that sense, you could even decide to schedule your own energy intensive leisure (sauna, solarium) depending on the availability of green energy. Good for the planet, beneficial for your own savings and great for the grid operators!

Energie-Wende: “a blueprint for Sustainable Growth?”

Germany is one of the leading countries in Europe when it comes to the implementation of renewable energy and smart grids. At May 15th at 13.30, experts from RWE, Siemens, the Wuppertal Institute and Accenture will give their vision on these developments, the benefits and the anticipated challenges. Please take part in this interactive debate and register here to join.

Joost Brinkman: Lead Sustainability Services the Netherlands

Thijs ten Brinck: Intern Accenture Sustainability Services

As former CEO of Greenpeace international and author of the bestseller “The Great Disruption” Gilding is a veteran Australian environmentalist and social entrepreneur whose personal mission and purpose is to lead, inspire and motivate action globally on the transition of society and the economy to sustainability. Although many believe that technology can solve the global sustainability and energy issues, Gilding is convinced that simply solving these issues is not possible: “In 2050, forty years from now, the world economy will be fifty times its current size. The global economic system is breaking down already; triggered by increasing social instability, war for resources, rising oil and food prices, dramatic ecological change like the melting polar icecap and the end of economic growth.”.

Paying the planetary overdraft
In his session there is little room for stories of endless opportunity. To accept that environmentally we are living well beyond our means, and a major economic crisis is now unavoidable, he believes that a complete transformation of society is going to happen. The coming decades will see loss, suffering, and conflict as our planetary overdraft is paid. Therefore a transformation within the upcoming two decades is needed in which the entire energy system transforms, resulting in a future without the oil, coal or gas industry. For now we must brace for impact.

Currently we’re at the point where human society is going to respond, but as we learned with climate change, humanity is not changing that easily. Although Gilding offers a stark and unflinching look at the challenge humanity faces, he states a deeply optimistic message that the crisis will finally create the resolve to act decisively and that will bring out the best that humanity has to offer: ingenuity, resilience, innovation and adaptability. “We must realize that we’re able to make this transformation happen. It’s how the market operates. Organizations fall down, new one’s rise and business models are changing. There is no doubt that the current path is not sustainable and therefore change is needed.”. The crisis we are in represents a rare chance to replace our addiction to growth with an ethic of sustainability.

Gilding’s optimism is infectious and sparked many questions from professionals in the audience. On the question how the world can deal with population in a sustainable manner he states that population isn’t a big issue. Our civilization has advanced to the point where we are more than capable of building a society where 9 billion people can live decent and satisfying lives. The problem is not merely that there are too many people. It’s how people are consuming and using resources. The most anticipated question of the session was how society can kill the oil industry in the next decades when we are so dependent on oil. “It’s a market question. One the one hand making oil more expensive, but on the other hand governments taking responsibility, regulations, breakthroughs in renewable energy, innovation and pricing of carbon also accelerate the process and transformation of a sustainable future.

Lastly, Gilding provides the audience with one last advice: “Celebrate what is coming. Recognize we have to change. Not only can we make it through, we can come out the other side in better shape. Enjoy.”.

This blog post is written in cooperation with Joost Brinkman, Accenture Senior Manager Utilities – Renewables energy

Accenture’s Kees-Jan de Korver and I had the opportunity to present an overview of the current state of —and interactively discuss the key challenges around—Sustainability Performance Management (SPM). Furthermore, during the event Hugo van den Ochtend took us into the world of Ahold by discussing Ahold’s Corporate Responsibility practices. He emphasized the progress and opportunities for improvements and ended with several lessons learned in his journey of Corporate Responsibility.

The current state of SPM
Every three years the United Nations Global Compact surveys its member CEOs around the world. The most recent research in 2010, in conjunction with Accenture, reports that CEOs identify sustainability as a driver for value creation through revenue growth. Over 70 percent of CEOs globally cite brand, trust and reputation as the key motivating factors to take action on sustainability issues, and regard consumer demand as significantly more important in driving sustainability.

The Round Table started with Accenture’s comprehensive definition of Sustainability Performance Management as the process of 1) identifying key social, environmental and economic drivers that influence the success of an organization; 2) establishing an appropriate system to set sustainability goals and then measuring progress against those objectives; and 3) aligning sustainability objectives with other markers of business performance.

SPM enables organizations to deliver on its sustainability ambitions and promises.  The majority of organizations are in the starting fase of understanding how sustainability influences business value, acknowledging sustainability issues in qualitative terms and/or measuring environmental and social performance. Because SPM is a path for growth, organizations will achieve greater benefits when integration with regular performance management processes is achieved. This can be realized for example by measuring financial impact of sustainability activities and wider business performance, prioritizing key sustainability issues which contribute to shareholder value and calculate total return to shareholders (TRS).

An effective SPM approach is key to achieve sustainable ‘Sustainability’ results at speed and aligns behavioral incentives with the business and Sustainability priorities. The desired outcome is to support an effective change in behavior that drives Sustainability success.

Interactive session
The interactive session started with a brief look at some key survey results (which was sent upfront) around sustainability objectives, sustainability performance indicators and governance and processes.  One of the key findings is that a large majority of the still have limited insight into the concrete value of their sustainability agenda. Another key observation is that companies are willing to let go of a GRI A+ rating ambition if the KPI’s are not directly relevant to the business. The external validation / audit of the GRI factors is however still critical.

During an open debate, the participants exchanged success stories  and current challenges, based on several sharp hypotheses regarding sustainability measurement, leveraging assets and aligning stakeholder focus.  An enjoyable discussion arose between the participants in which experiences were shared and dilemmas and future perspectives were presented. Primary focus during the debate was around the hypotheses: “To drive value with sustainability, we need to turn sustainability into real numbers” as opinions were divided.

Please click on below visuals for an impression of the Round Table.

Business cases for sustainable real estate need to have a short ROI time. Optimization of the climate systems can make a significant contribution. Building management systems are controlling climate systems for air conditioning and cooling in buildings. These building systems are often responsible for half of the energy consumption of a building, and actions are only taken in case of failure. Despite such a large contribution to the overall energy consumption, and thereby the costs incurred, these systems are managed primarily on output. For example, in a space that is cooled and heated simultaneously, no alarms will be generated  as long as the temperature in that space is correct. Yet, there is unnecessary consumption of energy and an increasing risk of wear and errors.

Managing for Performance
The example above underlines that alarms preventions is the main goals of most technical engineers, not optimization. Lack of capacity, time and (technical) knowledge hinders proactive management. Only in case of failure, action will follow. While good insights will provide profits for the long term, there is a lack of good insight into the actual performance of facilities. Focus on performance, however, demands proper management information. The challenge is to transform the data of current systems into actual controllable and management information. This requires strong analytical tools; tools that identify inefficiencies, which are not -or merely- visible after manual analysis.

With accurate control information, it is possible to better align the use of existing facilities without major investments, renovations and downtime. An energy reduction of 15 to 35 percent can be realized by optimizing building-related air conditioning systems. Since these are the biggest energy consuming systems this contributes to substantial cost reduction. Furthermore, having insight into the actual performance of installations  has a positive effect on their availability and reliability. In particular in buildings where climate control systems are crucial (such as in hospitals), the availability and reliability of installations are even more important than energy reduction is.

By using the available systems and installations in smart ways, every building can be a smart building, without any disruption to the occupier.

The required investment for bridging the gap between the future electricity needs and our ability to meet these needs are up to EUR 3 bln over the next four decades. This is essentially due to the country-specific approach of selecting energy sources and power generation. The relative autonomy of the EU member states has led some critics to question whether market liberalization is still the preferred method to achieve our energy goals. This question, however, ignores one key aspect: market operations are indeed crucial, but can only bring results if it is widely supported on a European level.

Energy security
EU liberalization has mixed results in terms of sustainability objectives, competitiveness and energy security. Europe is on track to achieving the 2020 targets for emission reductions and renewable energy. A more competitive market yielded efficiency and the proportion of ’old’ energy suppliers has fallen to less than one third. On the other hand, only 8% of consumers switched energy suppliers, compared to 20% who have switched from telecom providers or insurers. Also, the liberalization is proven powerless when it comes to lowering consumer prices as a result of fuel decisions.

Competitiveness has depleted the capacity reserves, resulting in a country like the United Kingdom that is below the level needed to deal with fluctuations in consumption. Admittedly, Spain and Italy have increased their energy security, but at huge costs. On average, the dependence on imports of primary energy has increased in EU countries.

Investments
Driven by organic growth and for example the emergence of electric cars -compared to the levels of today- the energy capacity has to be increased with 60% to meet demands in 2050. This has to be realized with stricter emission requirements and with less energy from fossil fuels. Despite the German and Italian decisions, nuclear energy will remain a part of the mix. Europe is facing two expensive options: maintaining the current share of nuclear energy of 30% and go for a 40% share of renewable energy. The other option is a reduction in the share of nuclear power to 20%, which requires an increase in renewable energy to 60% by 2050. Both scenarios imply that the EU needs an estimated EUR 410 billion investment in nuclear power plants and EUR 1.4 bln in renewable energy.

In total, above options for new capacity and replacement of obsolete plants will cost Europe for option 1: EUR 1.75 bln and for option 2: EUR 2.3 bln. And that does not include the additional costs for necessary backup energy, smart grids and transmission networks.

Change is required
It is obvious that all investors need stable incentives and mechanisms to minimize the fluctuation of returns. Indeed, the technical immaturity and the large number of irregularities in the energy sector require a change in the way we plan and support renewable energy. Success will largely depend on whether the market forces continue to do their  job or that we intervene at European level to improve market efficiencies.

In recent years, taxpayers have supported a disproportionate expansion of solar energy in Germany, while Spanish citizens had to pay for investments in large wind projects that may have been more efficient in Great Britain. When these imbalances continue to exist on a regional level, they can result in wasted capacity, greater dependence on gas imports and the need for backup power to compensate the fluctuating wind and solar power.

International mechanisms are required
It is about time that our power generation is defined on a rational EU-level by using logic, based on geo climate information. This needs to be done with the backup of the transnational networks. They support the regional markets by dealing with trading surplus energy, capacity shortages and disruptions. Only when we have realized that, will we be able to optimally use the energy we generate, bring back the need for backup fossil fuel and improve the viability of local investments.

This requires the EU to determine the capacity requirements by region in terms of renewable energy, back up energy and interconnections. Therefore international mechanisms are needed, to ensure that risks and rewards of cross-border investments are aligned so that investors are fairly compensated. And if the EU minimizes the emerged local distortions in several countries, they must also play a role in the standardization of indirect incentives such as emission lines and direct performance incentives like feed-in tariffs.

In short: Europe-wide coordination of our energy, capacity planning and incentives can only be successful if players in the private sector open themselves up for greater integration with business colleagues and competitors. Greater EU intervention does not mean that market forces should withdraw, but that it can be successful with an effective framework.

The utilities industry is currently faced with a broad range of perspectives on what utilities/electricity providers should focus on beyond the meter. Accenture’s experience working around the world with utilities/electricity providers and our ongoing global end-consumer research program has shown that no one approach fits for all providers, but certain market trends are emerging. To help utilities/electricity providers meet the challenges and opportunities presented by the evolving energy marketplace, Accenture launched a multi-year global research program aimed at gaining a deeper understanding of consumers’ attitudes, opinions and preferences toward energy management programs.

Multiyear global research

To further our understanding of the new energy consumer landscape, we have completed the second installment in our multiyear research program titled: Revealing the Values of the New Energy Consumer. The survey probed consumer attitudes toward electricity management programs and the beyond-the-meter market by researching questions including: “What are the energy consumer’s traditional and nontraditional values surrounding in-home technologies, electricity management programs, and related products and services?”

The second installment of the research provided us with four key findings:

Large potential for Plug-in electic vehicles

According to the global survey by Accenture of over 7000 people in 13 countries, 58 percent of drivers are in favor of plug-in EVs replacing conventional cars over time. In reality, today’s cars will be with us for the long haul, not least because of their improved engine efficiency and higher biofuels consumption. Consumers are strongly aware of the emergence of PEVs, but our research shows that they require more information before they are in a position to make purchase decisions.

In the Netherlands, 41% of Dutch consumers consider buying a plug-in EV withing 3 years for their next car purchase. They want to charge at home, at the office, on parkinglots and be free to charge at a time that suits them. They prefer to purchase a car and battery instead of leasing them. They are not in favor of battery swapping. They want to enjoy a similar driving and “tank-filling” experience as they do with today’s conventional cars (powercharging). All these preferences show that convenience, range improvements and charging facilities are key to motivate consumers to purchase a PEV.

“Pilots have shown that preconceptions about convenience and use are cleared when a consumer experience how it feels to ride in an electric car. Moreover, the perception of consumers still need to be changed before all costs can be compared between conventional cars and plug-in EVs.”
- Mark Schütz, Senior Manager at Accenture Netherlands.

Purchase cost: no key factor for Plug-in electic vehicles

The industry consensus is that the purchase cost of PEVs is the main barrier to adoption. The survey results suggest that while purchase cost is a key factor, it is not the only key factor for many consumers today. When consumers make decisions regarding electric vehicles, they place different levels of importance on different components. The most important factor is the cost of charging the battery compared to filling a tank of a conventional car (25 percent). Followed by the availability of gasoline/diesel back-up (24 percent), Charging time for an empty battery (22 percent), The total cost of purchase and maintainance compared to a conventional car (15 percent) and the time when to charge (14 percent). This counterintuitive result may reflect consumers’ preoccupation with other issues that might fade in significance once consumers develop a fuller understanding of PEVs.

Other insights included in the research are:

• Consumers’ preferences for charging PEVs will challenge utilities and charging network providers
• Purchase price is not the only key factor of PEV adoption: utilities, city authorities and service providers will have to address concerns for convenience, range anxiety and the fuel source of electricity
• Consumers strongly prefer plug-in hybrid EVs over full EVs
• Utilities face a retail challenge, as consumers are open to buying charging services from other providers

As strategic partner of

Recently the AIM published their book titled ‘Smart Stories’, about tangible innovative solutions in and around Amsterdam. With real-life smart projects i.e. ‘Zuidas Solar Challenge’ and ‘Climate street’, a substantial number of projects (16 in total) have been implemented over a period of 2 years of unique partnerships between the people of Amsterdam, businesses, knowledge institutions and local authorities; all set up with the aim of showing how energy savings can be enhanced now and in the future.

Amsterdam Smart City is closely linked to the Amsterdam Climate Program, which states clear climate goals for the City of Amsterdam to reduce carbon emissions and encourage change in the energy consumption of the citizens. Because cities are the world’s major source of carbon emissions, they must play a leadership role in energy management and electricity consumption by uniting the private and public sectors. “We chose Accenture for its innovative thinking in helping city authorities and utilities come together in responding to climate change challenges, as well as its expertise in smart-grid and smart-metering technologies.”, said Joke van Antwerpen, director of the Amsterdam Innovation Motor.

Acceleration in innovation

Accenture Intelligent City Network’s role is to facilitate this integration and to build and manage the intelligent infrastructure that will transform the urban environment. We’re bringing utilities and cities together to accelerate smart-grid deployment, because city authorities are in the best position to coordinate the many stakeholders involved in the fight against carbon emissions and to transform the energy consumption habits of local communities. Next to this the Amsterdam Smart City initiative has accelerated Accenture’s own sustainability ambitions: 15% of the 100 LEAFs (new plug-in electric vehicles) that recently came to Amsterdam, are driven by Accenture personnel.

For more information about innovative projects, please visit the Amsterdam Innovation Motor website or http://www.amsterdamsmartcity.nl

With over 530 participants and 350 CFOs attending and top speakers including former Prime Minister Ruud Lubbers and former Executive Secretary of the UNFCCC Yvo de Boer; CFO Day, last week’s event for financial leaders in the Netherlands had it’s 10th anniversary. The theme for this event was ‘Value Driven Corporate Sustainability’, a topic that increasingly has become a Boardroom theme.

On behalf of Gold partner Accenture, Bart van der Mark and I had the opportunity to present our (interactive) session titled ‘The role of the CFO in integrating sustainability in the organization’, about the role of the CFO, the value of sustainable performance management and a free format discussion about the role of sustainability in outsourcing programs.

Corporate Sustainability

We started with Accenture’s comprehensive definition of sustainability: “The way an organization, on its path to high performance, creates value for its stakeholders by leveraging its assets and capabilities to drive innovation and profitable growth through striving for a positive economic, environmental, and social impact”.

Sustainability goals are becoming more ambitious and are directly related to innovation, growth and cost reduction. Companies are shifting from strategy to execution to maximize value from the Sustainability Agenda. According to the UN Global Compact CEO study 2010, 96% of CEO’s worldwide want sustainability to be fully integrated in their strategy and operations (up from 72% in 2007). Currently the role of the CFO with regard to sustainable performance is limited, but with the increasing need to get a better grip on sustainable results, this role gains in importance. Sustainability is no longer limited to being a requirement for external reporting, but as a driver for innovation and growth impacting the business agenda on all levels. The development of a robust sustainability performance management process is a crucial enabler in this for monitoring, reporting and driving actions. The CFO plays an essential role in several critical sustainability areas including:

• Define sustainability targets, KPI’s and metrics
• Ensure auditable Sustainability Quality Assurance processes
• Integrate financial and non financial agenda
• Balance sustainability within the investment portfolio

Outsourcing

The second half of the session (the interactive part) revolved around the key question: “What effect does moving activities have on a carbon footprint and what other economic and social factors play a part in this?”. With polls and statements including “outsourcing always has a significant impact on CO2 performance” and “the sustainability agenda for outsourcing needs to look beyond CO2 reduction”, the audience was asked to participate, discuss and share their point of view on the impact of outsourcing.

The impact of outsourcing heavily depends on the type of industry and outsourcing. As Outsourcing  inherently leads to a shift of Carbon emissions from a company’s own operations (scope 1 and 2) to its suppliers (scope 3), it not only impacts the environmental performance of that company, but it can also lead to a reduced control of carbon emissions over the entire value chain.  Depending on your outsourcing partner this can be an opportunity or threat. A partner can play several roles in supporting a companies sustainability targets by i.e. providing environmental data to support (external) reporting, support the company in achieving its environmental goals or even set-up joint programs to maximize positive impact on the local community. This role of outsourcing partners is currently not being recognized extensively in the selection of Outsourcing partners. Therefore sustainability needs to be paired with outsourcing programs.

Accenture is planning to organize a round-table session in September 2011 about “Sustainability as a driver for growth and innovation” with inspiring stories per industry, an interactive session among peers and insight in sustainability data. For further information about Sustainability, Outsourcing or (to register for) the round-table session, please contact:

Jeroen van Heiningen
Head of Sustainability Services Netherlands
Management Consulting
jeroen.van.heiningen@accenture.com

Bart van der Mark
Senior Manager BPO
Business Process Outsourcing
bart.van.der.mark@accenture.com