cloud computing the it solution for the 21st century

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Carbon Disclosure Project Study 2011

Cloud Computing The IT Solution or the 21st Century

Study produced orCarbon Disclosure Project by:

Carbon Disclosure Projectwww.cdproject.net+1 212 378 [email protected]


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Foreword


It is with great pleasure that I introduce this signicant and timely study on the nascent technologyo cloud computing and the important role it can play in both increasing business eciency andreducing greenhouse gas emissions.

I the 19th century was the agricultural century, and the 20th century was the century omanuacturing, then the 21st century is surely the communications century.

Hundreds o millions o people are being pulled rom poverty around the world in particular inChina and India. As we pass this milestone o undamental human development we can turn tohigher aspirations and goals beyond basic human needs and enrich our society through

development o Inormation Technology. This will deliver increasing luxury in entertainment, educationinormation and communications. The physical goods industries lay the oundations o our modern

economy; now Inormation and Communications Technology (ICT) and cloud computing can help enable the ull fowering ohuman potential.

A large percentage o global GDP is reliant on ICT this is a critical issue as we strive to decouple economic growth romemissions growth. The carbon emissions reducing potential o cloud computing is a thrilling breakthrough, allowing companies tmaximize perormance, drive down costs, reduce ineciency and minimize energy use and thereore carbon emissions all atthe same time.

The early days o the computer revolution saw a great deal o money invested into ICT one o the most important economicsectors in the world. There was enormous growth without sucient thought regarding energy consumption. Now, we at CDP

are delighted to be associated with new leadership in the ICT sector in recognizing and responding to the genius o science anddesign through energy eciency.

We can experience a great move orward in this exciting time o technological development with ICT making a decisivecontribution in reducing greenhouse gases and driving down emissions rom business, increasing eciency in operationsand providing the network intelligence vital to reducing energy use and thereby combating climate change.

We are seeing an exciting prolieration o digital products including newspapers, music and movies and a growing range oproducts and services.

As we learn to live within the nite physical resources o this world, the uture o our expenditure will naturally migrate towards thluxuries o the mind because these sectors o the economy have ew limits. Business use o cloud services can play a vital part imaking this dream a reality.

Paul DickinsonExecutive ChairmanCarbon Disclosure Project


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Introduction

The sustainability agenda o many rmsis increasingly seen as a core strategicpriority. Executives are looking acrossthe entire business to understandways in which they can operate moresustainably and thereby increase theircompetitive edge.

ICT is seen as a key area o ocus orachieving sustainability goals. Computingrequirements have accelerated rapidlyover the last ten years. Back in 2006,the Environmental Protection Agency(EPA) estimated data centers consumed1.5% o total US electricity1 andthey suggested this was double theconsumption in 2000. With data centergrowth continuing, the Departmento Energy believes data centers maybe consuming up to 3% o total USelectricity today.

Businesses are aware this level oelectricity usage comes at a cost in bothnancial and carbon terms. The adoptiono cloud computing allows rms todeliver on sustainability while reducingcosts. Executives are coming to viewcloud computing as a way to transitionto a lower carbon business model whileincreasing the eciency andeectiveness o business operations.

)

Key fndingsThis study, produced by independent

analyst rm Verdantix, used detailedcase study evidence rom 11 global rmsthat have been using cloud computingor at least two years. The inormationwas used to build a orecast model3which assesses the nancial benetsand carbon reductions or a rm optingor a particular cloud computing service4.

The analysis also demonstrates howprojected cloud computing adoptionwould drive economy-wide businessbenets rom a nancial and carbonreduction perspective in the US5.

Cloud computing can avoid millionso metric tons o CO2 A typical ood & beverage rm

transitioning its human resources(HR) application rom dedicated ITto a public cloud can reduce CO2emissions by 30,000 metric tonsover ve years. These reductions areequivalent to the annual emissionsrom 5,900 passenger vehicles6.

The same ood & beverage rmtransitioning its HR application rom

dedicated IT to a private internalcloud can reduce CO2 emissions by25,000 metric tons over ve years.

These reductions are equivalent tothe annual emissions rom 4,900passenger vehicles.

From an economy-wide standpoint,US businesses with annual revenueso more than $1 billion can cut CO2emissions by 85.7 million metrictons annually by 2020 as a resulto spending 69% o inrastructure,platorm and sotware budgets on

cloud services.

Potential fnancial benefts romcloud computing run into $ billions Through the orecast uptake o cloud

computing, US businesses withannual revenues o more than $1billion can achieve economy-widesavings in energy alone o $12.3billion a year by 2020.

Cloud computing delivers a positivenet present value (NPV) A typical ood & beverage rm

transitioning its HR application romdedicated IT to a public cloud canachieve a NPV o $10.1 million over

ve years with a payback period ounder a year.

A typical ood & beverage rmtransitioning its HR application romdedicated IT to a private internal cloucan achieve a NPV o $4.4 million oveve years with the payback comingduring year two.

Cloud computing brings businessefciency savings Signicant non-monetary benets are

also achieved with cloud computing

including business process eciencyand increased organizational fexibility

Executive summary

4. Forecast was limited to an individual rm due to the signicantvariations which exist in the IT estates o dierent rms

5. For rms generating $1 billion plus revenues in the US6. Environmental Protection Agency Green Power Equivalency

Calculator http://www.epa.gov/greenpower/pubs/calcmeth.htm

Cloud computing is a modelor enabling ubiquitous,convenient, on-demandnetwork access to a sharedpool o congurable computingresources (e.g. networks,servers, storage, applications,and services) that can be rapidlyprovisioned and released withminimal management eort orservice provider interaction.2

1. http://www.energystar.gov/ia/partners/prod_development/downloads/EPA_Datacenter_Report_Congress_Final1.pd

2. http://csrc.nist.gov/publications/drats/800-145/Drat-SP-800-145_cloud-denition.pd

3. See appendix
http://www.energystar.gov/ia/partners/prod_development/downloads/EPA_Datacenter_Report_Congress_Final1.pdfhttp://www.energystar.gov/ia/partners/prod_development/downloads/EPA_Datacenter_Report_Congress_Final1.pdfhttp://www.energystar.gov/ia/partners/prod_development/downloads/EPA_Datacenter_Report_Congress_Final1.pdf


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Contents

Introduction 5

Cloud computing explained 6

Research methodology 8

Why frms invest incloud computing 10

Sustainability perspective 13

How cloud computing deliverseconomy-wide fnancial beneftsand carbon reductions 14

Recommendations tomaximize environmentalcloud computing benefts 18

Glossary 19

Appendix 20



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This study, commissioned by the CarbonDisclosure Project and conducted by

the independent analyst rm Verdantix,provides detailed analysis o the nancialand carbon benets o cloud computing.With the aid o a detailed model andlooking specically at rms generatingat least $1 billion o annual revenues inthe US, we demonstrate how projectedcloud computing adoption will driveeconomy wide benets rom both anancial and carbon perspective.

So what is cloud computing? It is a termwhich has been used in many dierentcontexts but the denition we are usingcomes rom The National Institute oStandards and Technology (NIST)7:Cloud computing is a modelor enabling ubiquitous, convenient,on-demand network access to ashared pool o congurable computingresources (e.g. networks, servers,storage, applications, and services thatcan be rapidly provisioned and releasedwith minimal management eort orservice provider interaction).

Cloud computing is a multi-aceted concept and needs tobe understood across threedimensions:

1. Characteristics. Server virtualization(where multiple server instancesare created on one physical servermachine) is a key element othe cloud, allowing or the rapidprovisioning or de-provisioningo services (oten reerred to as

elasticity). Sel service is also akey component, allowing users toprovision new or additional servercapacity without requiring interactionrom the service provider. Thecapabilities are available over anetwork and the services used canbe measured accurately and chargedor on a usage basis.

2. Service delivery. Three main typeso cloud service have emerged.

Inrastructure as a service (IaaS)provides the processing, storageand network capability to a user.Platorm as a service (PaaS) providesusers with a development platormor the design and test o customapplications. Sotware as a service(SaaS) provides applications tousers through a centralized networkallowing access over the internetor intranet.

3. Deployment models. Threemain deployment models o cloudcomputing have developed. Publiccloud describes when a third partyis providing the cloud service anddoes so on a multi-tenant basis suchthat dierent rms share the sameinrastructure, platorm or instanceo the sotware application. Privatecloud describes a situation where theservice is operated exclusively or oneparticular rm. This service can beprovided either internally or externally,by a third party provider. Finally,

hybrid clouds describe a situationwhere the service is delivered througha combination o both the public andprivate cloud models.

Introduction

Virtual private cloud

Internal and external private clouds have been discussed but it is alsovaluable to reerence a subset o the external private cloud. Virtual privatecloud (VPC) describes a situation whereby a cloud provider virtuallypartitions (rather than physically partitions which would be a standardexternal private cloud) a portion o a public cloud environment into anisolated environment or exclusive use by a single customer. The service isonly accessible via a private network connection and not through the publicinternet. While our interviewees had not implemented any VPC services, thisis an area which could grow alongside the wider growth in cloud computing.

First we saw the need to

get inrastructure whichallows us to create a

virtualized environment.

Following that, we elt

we should partner with

an IaaS provider to

allow us to scale without

having to build our own

inrastructure.

Applied Materials,

Jay Kerley

7. http://csrc.nist.gov/publications/drats/800-145/Drat-SP-800-145_cloud-denition.pd


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Cloud computing is a term with whichmost people will be amiliar. It continues

to receive a growing amount o mediaattention. Most people are alreadyinteracting with various types o cloudcomputing services but despite this,cloud computing continues to provean impenetrable concept to manypeople. In essence it is all about whereyour computing resources reside, whomanages them and how you accessand pay or them.

Traditionally, each oce would have itsown dedicated IT systems with theirown servers, sotware applications(e.g. email system) and developmentplatorms (e.g. website developmentplatorm). These have to be paid or,managed and maintained internally.

There are high capital expendituresassociated with purchasing the hardwareand it can be time intensive updating andmaintaining these systems. Also thesesystems are oten underutilized as theymust have the capacity to cope with thehighest levels o trac this may only

happen once a month or once a year.

Some large businesses have adopted aprivate cloud approach which meansthat they have consolidated all theirdisparate servers and applications intoone company wide system which ismaintained behind their rewall and canbe accessed across their intranet i.e.they are sharing their resources betweenthe dierent oces and business units.

This means that they can make better,more ecient use o their resources

because they are being shared by morepeople. It also means that their systemsare uniorm across the company.

Then there are public clouds. Insteado owning and managing your own IT

systems and hardware you buy theservice rom specialist cloud providersand you access them rom anywhere viathe internet. Your customer relationshipmanagement systems may be run byone company and the inormation storedin the providers data centers and youremail by another company. There arehuge economies o scale associatedwith this model and thereore theseproviders can make more ecient useo their resources. These services canbe provisioned remotely, quickly and inan on-demand, sel provisioned mannerand you pay only or what you need. Thmeans that less time is spent managingsystems and the IT team can ocuson innovation to meet their businessobjectives.

The diagram on the next page visualizesthese approaches, using an isolatedbusiness, an oce block and a businesspark as analogies.

Cloud computing explained

The cloud has enabled

us to become a trulyglobal rm.

Aviva,

Matthew Dines

With the cloud, rms get

a variable pay-per-use

model. This is metered

down at the hourly level,

rather than a xed

monthly rate.

AT&T,

Je Shaer

We see the cloud as

reducing the administration

and headache side o IT,

allowing our leadership to

ocus on things that are

critical to the business

Aviva,

Matthew Dines


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Cloud computing explaine

The CloudThe Cloud

CRM

Dedicated IT

Corporations ownand manage theirown IT resources,each having theirown servers,software andhardware.

With a private cloud,IT resources are pooledand shared betweendifferent business unitsin the same organisation.

A public cloud deliversIT resources throughspecialist providers todifferent corporations.You only pay for theservices that you use.

Virtual

desktop

Private Cloud The Public Cloud


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Once public cloud

providers are morecondent with the security

o their oering, they

will take on more liability

and allow rms to move

more o their IT to the

public cloud.

Boeing,

Jim Rubert

Government legislation

on sustainability and data

protection means cloud

computing, especially

oshore, has to be

monitored closely andmanaged proactively.

CloudApps,

Peter Grant

The purpose o this study is to getrst hand accounts o companies use

o cloud computing and to quantiy thepotential nancial and environmentalbenets that can be attained rom thistechnology. For energy and climatechange policy-makers, the analysisexplains how cloud computingcan assist countries to reduceCO2 emissions.

This research is based on:

1. In-depth case studies with 11multi-national corporations, acrossa broad spectrum o industries, whohave invested in cloud computing.

2. In-depth interviews with expertsrom three global cloud computingservice providers.

3. A nancial model built to calculate theNPV o cloud computing based on aset o specied assumptions.

4. A carbon reduction model builtto calculate carbon reductionsrom cloud computing based on aseries o parameters including the

size o the rm, the number oservers, server utilization rates, datacenter power usage eectiveness(PUE), data transmission andembedded energy.

5. An economic model, based onnancial data or over 1,800 globalrms operating in the US thatorecasts economy-wide nancialand environmental benets romcloud computing up until 2020.

6. The methodology used in thisreport aligns with the assessment

methodology established by theGlobal e-Sustainability Initiative8(GeSI), a global not or protassociation which brings togetherleading ICT companies andnon-governmental organizationscommitted to achievingsustainability objectivesthrough innovative technology.

We have shown that dierentdeployment models exist or cloud

computing (public, private and hybrid).For the purposes o this study, weanalyzed cloud computing in terms opublic and private cloud since that ishow rms allocate spending (hybridcloud merely describes a combinationo these two approaches). We alsoincluded a dedicated IT deploymentmodel which can be dened as thetraditional IT deployment approach. Itis a non-cloud based model withoutvirtualized servers and without any othe key characteristics associated withcloud computing.

Cloud Computing - The IT Solution or the 21st Century

Deployment modelsThis report analyzes threeIT deployment models whichare dened as ollows:Public cloud A third partyprovides the cloud serviceon a multi-tenant basis suchthat dierent rms share thesame inrastructure, platorm

or instance o the sotwareapplication.Private cloud The rm builds itsown cloud and makes the serviceavailable exclusively within thebusiness (oten reerred to as aprivate internal cloud).Dedicated IT A non-cloudservice without virtualized serversand without any o the keycharacteristics associated withcloud computing.

Research methodology

8. http://www.gesi.org/ReportsPublications/AssessmentMethodology.aspx
http://www.gesi.org/ReportsPublications/AssessmentMethodology.aspxhttp://www.gesi.org/ReportsPublications/AssessmentMethodology.aspxhttp://www.gesi.org/ReportsPublications/AssessmentMethodology.aspx


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Research methodolog

Firm Name Role

Applied Materials Jay Kerley Corporate Vice President and Deputy Chie Innovation Ocer

Aviva Matthew Dines Head O Group IT Strategy & Architecture

Barclays Capital Dave King Director, IT Production Engineering

Boeing Jim Rubert Enterprise Technical Architect

Bouygues Telecom Alain Moustard Chie Innovation Ocer

Citigroup Paul Stemmler

Michelle Erickson

Managing Director, Engineering and Integration, Citi Global Operations& Technology

Initiative Director, Sustainability & Research, Citi Global Operations& Technology

Dell John Pfueger Principal Environmental Strategist

Deutsche Bank Marc Banks Lead Domain Architect Eco-Ecient IT

Juniper Networks Dhritiman Dasgupta

Masum Mir

Director, Product Marketing

Senior Product Line Manager

Novartis Juergen Basse-Welke Lead Architect Inrastructure

State Street Madge Meyer Executive Vice President, Chie Innovation Ocer and TechnologyFellow, State Street Corporation

Firm Name Role

AT&T Je Esposito

Jerey Shaer

Associate Vice President, AT&T Managed Hosting & Cloud Services

Director, AT&T Cloud Services

CloudApps Peter Grant Chie Executive Ocer

IBM Rich Lechner Vice President, IT Optimization and System Sotware

Table 1 Industry interviews

Table 2 Expert interviews*

*Written input was also provided by Hewlett Packard


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The challenge or any

institution is the time tomarket challenge. Three

years ago, it would take

six months to approve

the installation o a new

server. Today, a virtualized

server can be created in

two hours with a click o

a button without the need

or any urther manual

intervention

Barclays Capital,

David King

We conducted in-depth interviewswith multi-national rms in a diverse

group o sectors: nancial services,insurance, pharmaceuticals,technology and telecommunications.

The rms interviewed had adoptedcloud services to varying extents or atleast two years.

Advantages o adopting acloud model

Why do rms choose to adopt cloudcomputing and what benets have

they seen? Our detailed case studiesrevealed a range o actorsencouraging adoption o thecloud. Among the ndings:

Time to market. Firms looking todevelop and provide new services totheir customers can do this ar moreeectively though a cloud computingmodel. Prior to adopting a cloud

based model, rms indicated it couldtake two to three months to get new

server capacity installed, but a cloudbased model enables the creation oa new server instance in minutes.

Cost savings. Many o theinterviewed rms reported costsavings as a primary motivator.

Anticipated cost reductions were ashigh as 40%-50% when implementinan internal private cloud (as opposedto dedicated IT). These savings wouldcome rom better use o hardware aswell as a reduced support team.

Capex to opex. Firms ordepartments can avoid costly up-roncapital investments in inrastructureand can und the purchased servicethrough operational expenditure.

Flexibility. Many rms run with alarge amount o excess computingcapacity or much o the time toenable them to handle the spikes inactivity which can occur. Firms ound

Why irms invest in cloud computing

Boeing sees cloud computingas an opportunity to transormits business and processes whileimproving customer and supply chainsatisaction. Boeing is implementinga hybrid deployment model o bothprivate and secure public cloudservices in an enterprise wide strategywhich optimizes the business growthrom these investments.

Boeing started out on its cloud

transition in 2008 and saw immediatebenets rom server virtualizationin helping to drive energy eciencyand today, Boeing has over 8,000virtualized servers. However, themost signicant impact o the movetowards a cloud based model hasbeen the improvement in processeciency. Previously, it could takeup to three months to provision andinstall a new server in the data

center. With the developmento a private cloud or the rmsinrastructure, servers will beprovisioned within minutes.

Boeing sees opportunities to movesome o its IT estate to the publiccloud but the majority o the cloudservices are private internal clouds.Boeing classies all o its data andor the lower sensitivity data, a publiccloud service may be applicable.

However, a signicant portion othe data which Boeing deals withis classied as highly sensitive andpublic cloud providers today aregenerally not willing to take on thelevels o liability necessary to promptBoeing to utilize their services.

Jim Rubert,Enterprise Technical Architect,Boeing Inormation Technology

Case study: Boeing Inormation Technology


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Why rms invest in cloud computin

I clients have workloads

that only need to runonce a week or month,

they can leverage a cloud

service and the cost

savings can be immense.

AT&T,

Je Shaer

Cloud computing

oers aster time to

value and the ability to

quickly scale,

IBM,

Rich Lechner

that using a cloud model allowsthem to pay or that excess capacity

only when it is required, resulting inreduced overall costs.

Automation. The sel-service andincreased automation associatedwith the cloud is ound to driveprocess eciencies with many othe rms we spoke with since iteliminates the need to go througha server provisioning team.

Barriers to adopting acloud model

While a series o cloud computingbenets were outlined through thecourse o the interviews, rms alsorevealed reasons why they are hesitantto adopt a cloud model. Amongthe ndings:

Perceived security concerns.This was the area most requentlyreerenced with respect to restrictingcloud computing investment. Manyrms remain reluctant to move any

o their services to a public cloudenvironment since they preer tokeep their data behind their ownrewalls. This situation is only likelyto change i cloud service providersaccept liability or the data, removingthe litigation risk which currently sitswith the customer regarding dataloss or leakage.

Service reliability. This has beenbrought into sharp ocus withthe April 2011 multi-day outage

o Amazon Web Services. Thisoutage resulted in the slow-downand in some cases, shut-down,o prominent internet sites suchas Quora and Reddit. Many rmscannot countenance a similar outageacross their IT estate.

Vendor lock-in. Firms areconcerned about moving to apublic cloud deployment model sincethey ear becoming dependent onthe providers service and exposed

to any uture price increases inthe subscription.

Lack o clarity in the businesscase. While rms can understandthe subscription-based costsassociated with a public cloudservice, understanding how thiscompares to the costs o the existingoperations proves challengingsince it is necessary to identiy andcalculate the costs o the hardwareand people that support theexisting operations.

Industry variations incloud adoption

The interviews also revealed variationsby industry in terms o cloud computingadoption. The principle trends were:

Financial services frms eelrestricted by data securitylegislation. All the nancial servicesrms interviewed were unwilling to usea public cloud provider to support anyoperations which involved client data.

These rms in particular are governedby extremely strict legislation (e.g.Gramm-Leach-Bliley Act) concerning thesecurity o the data and they considereda public cloud provider unable to providethe necessary guarantees.

Technology and pharmaceuticalfrms preer direct control otheir intellectual property (IP).In these sectors in particular, competitiveadvantage is established mainly throughthe development o IP through theirresearch and development operations.Firms in these industry areas remainhesitant to allow this data to sit outsidetheir rewalls in a public cloud.

Telecommunication frmsdemonstrate support or their owncloud solutions. Cloud computingservices have emerged as a undamentaloering or telecoms providers. As aresult, telecommunication rms are early


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111. Cited in The Green Recovery

Andrew Winston A leading expert on

sustainable businessand author o Greento Gold and GreenRecovery gives hisview on the role cloudcomputing can playin sustainability

business strategy.http://www.andrewwinston.com/

Cloud computing is all the rage. In itssimplest terms, it means centralizingyour companys inormation technology(IT), rom data and storage to sotware.

All the servers and applications sitelsewhere in the Internet cloud, butmore literally in a data center or centers.

You can request these additionalresources when you need them andyou only pay or what you use.

This report shows that US companiesare set to increase their adoption ocloud computing over the next decaderom 10% to 70% o their IT spend.

The predicted adoption could save 85.7million tons o carbon in 2020, a 50%reduction versus no cloud at all. Theenergy savings would be more than$12 billion per year by 2020.

With analysis like this showing dramaticenergy reductions, I am optimistic aboutthe role that the cloud can play in a lowcarbon economy it makes businessand environmental sense. It can helpcompanies decrease their carbonemissions, improve operational eciency

and decrease capex on IT resources.So the move to more cloud provisioningis good news. IT is one o the astestgrowing energy hogs, accounting or atleast two percent o global energy useand is set to more than double overthis decade (Smart 2020). In my lastbook, Green Recovery, I ocused on IT

as one o ve operational areas wheregreen initiatives help companies save

money quickly (the others were acilities,distribution, telework, and waste).

While the IT world has gotten a lot moreecient lately, theres still much roomor improvement and the results o thisand other studies strongly suggest thatmoving some o your applications to thecloud can help immensely.

Data centers can lose up to 96% o theenergy coming into the building, losingeciency in three key areas: cooling theroom, cooling the servers, and keepingservers idle (utilization rates as low as10 to 20 percent)11. Using the cloudcan help in all these areas. Modern datacenter design tackles room and servercooling and virtualization techniques,used at scale, can address the absurdwaste, in percentage terms, rom serverunderutilization.

In essence, large scale centers servingmany clients are more ecient, especially

or smaller enterprises seeking cloudsupport, and allow or better resourceplanning. But Id oer a ew points worththinking about, and one note o caution.

1. The centralization o computingpower should look amiliar. I recentlyspoke with Mark Monroe, the newExecutive Director o Green Grid,an organization dedicated to makingIT more energy and carbon ecient.He compares the cloud to theelectric grid, citing Nicholas Carrs

book, The Big Switch, which Monroesays compares utility computingdevelopment to the emergenceo centralized electrical generationin the early 20th century. Likeelectric plants, Monroe says, centralcomputing utilities benet romscale and high utilization.

2. We are talking about servicizing,or turning a product into a service

oering. In theory, a service providerwill strive to keep its costs down, thuusing as little energy and resourcesas possible. Cloud computing tsthis model well (and ts a generaltransition to helping customersuse less). As Monroe says, Cloudproviders want to provide an houro CPU time, a Gigabyte-month ostorage, a CRM transaction, an emaior a web page or as little cost and ashigh a margin as possible. That justhas to lead to higher eciency thansomeone ocused on delivering aeature internally.

3. But, keep one thing in mind whenmoving to a service based energy-using unction: the ootprint is stillyours. Technically, a companys mainootprint includes only its own acilitie(in wonky terms, thats Scope 1emissions). But I believe that anyonedoing contract work or you whichis not really the same as traditionalsuppliers should count toward

your ootprint.

In short, nding providers and partnersthat can take some o your energy-usingoperations to scale, and manage themin a shared capacity, is good or botha business carbon ootprint and itsbottom line. The sustainability agendao many rms is increasingly seen as acore strategic priority. The adoption ocloud computing allows rms to deliveron sustainability while reducing costs.Executives should view cloud computing

as a way to transition to a low carbonbusiness model while increasingthe eciency and eectiveness obusiness operations.

Sustainability perspective


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Our interviews demonstrate thenancial benets rms have achieved

rom cloud computing and the potentialor signicant associated emissionsreductions. In this section, we explainhow evidence o nancial benets andcarbon reductions achieved by cloudcomputing will translate into economy-wide benets and emissions reductions.

Business case scenarios

The 11 global rms interviewed providedthe data and insight necessary to build

two scenarios to analyze the businesscase or cloud computing. The scenarioshave been analyzed or the ollowinghypothetical rm12:

Firm profle Sector: Food & Beverage (selected

since it was identied as a sector withhighly uniorm IT requirements whichcould be most accurately modeled)

Annual revenues: $10 billion Employees: 60,000 Global penetration: Operations in

30 countries

The rm is in a situation whereby itwill lose operational support or its HRapplication within one year. We modeledthe transition and operational costsassociated with the ollowing twoscenarios over a ve year period andcompared them to the costs o simplyupgrading to the latest version othe application:

Scenario 1

The rm moves to an HR application inthe public cloud.

Scenario 2The rm moves an HR application in theprivate (internal) cloud.

Scenario 1

Moving your HR application to thepublic cloud could save you $12million over fve years and cut CO2emissions by 30,000 metric tonswhich is equivalent13 to taking 5,900cars o the road or a year

Building on the data gathered throughthe interviews, we created a model toanalyze the nancial benets and carbonreductions associated with a $10 billionglobal ood & beverage rm moving its

HR application rom a dedicated ITenvironment to the public cloud. Moredetailed inormation on the model can beound in the appendix. This analysisnds that:

The total lietime cost o implementingand operating the public cloudsolution over ve years is $12.3million. This compares to $24.6million to upgrade and operate adedicated IT solution over the sametime rame.

The investment in the public cloudsolution pays back within the rst yearand has a NPV o $10.1 million overve years.

CO2 emissions are reduced by30,000 metric tons over ve years asa result o more ecient useo hardware and more ecientdata centers.

Scenario 2

Moving your HR application to theprivate cloud could save you $5million over fve years and cut CO2emissions by 25,000 metric tonswhich is equivalent13 to taking 4,900cars o the road or a year

The same $10 billion global ood &beverage rm was also analyzed in termo moving its HR application rom adedicated IT environment to a privatecloud. This analysis nds that:

The total lietime cost o implementingand operating the private cloudsolution over ve years is $20 million(this compares to $12.3 million orpublic cloud. The additional costsrelate to a greater implementationeort required or a private cloud aswell as a higher number o employeeto support the private cloud service).

This compares to $24.6 million toupgrade and operate a dedicated ITsolution over the same time rame.

The investment in the private cloudsolution pays back within year twoand has a NPV o $4.4 million overve years.

CO2 emissions are reduced by25,000 metric tons over ve yearsas a result o more ecient useo hardware and more ecientdata centers.

How cloud computing delivers economy-widefnancial benefts and carbon reductions

12. See appendix or the key inputs to the business case13. Environmental Protection Agency Green Power

Equivalency Calculator http://www.epa.gov/greenpower/pubs/calcmeth.htm
http://www.epa.gov/greenpower/pubs/calcmeth.htmhttp://www.epa.gov/greenpower/pubs/calcmeth.htmhttp://www.epa.gov/greenpower/pubs/calcmeth.htm


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14. This is the total number o rms generating more than $1billion o revenue in the US

How cloud computing delivers economy-wide nancial benets and carbon reduction

US cloud computing

adoption orecast shows abig economic saving $12.3billion a year by 2020

Firms interviewed as part o this studyconrm economic savings have beenachieved rom switching to a cloudbased model. But what does thismean or the wider US economy? Tounderstand the impact, we built a cloudcomputing adoption orecast modelbased on the interviews conducted.

It consisted o:

An algorithm that orecasts theadoption o cloud computing bybusiness customers.

Assumptions about the rate oadoption o cloud computing indierent industries and the maximumpenetration rate o this solution(see appendix).

Financial data or 2,65314 global rmswith annual revenues in the US above$1 billion.

Carbon reduction is

one driver, but not theprimary driver. The

primary driver is time to

market. Developers used

to take 45 days to get

new servers, but in our

virtualized private cloud

environment, it takes

just a couple o minutes.

Citigroup,

Paul Stemmler

Not only can rms

perorm more rapid

application development

but a rm can alsorealize savings across

the application liecycle,

moving costs rom capex

to opex.

IBM,

Richard Lechner

$19 $34

$18

$25

$107

$100

$92

Figure 1. Model derived percentage spend of US multi billion dollar revenuefirms on IT deployment solutions 2011-2020.

$11$7 $111

$10

$13

2011

2013

2012

$42

$49

$82

$74

$27

$33

2014

2016

2015

$49 $67

$56

$62

$68

$60

$63

$39

$45

2018

2017

$71 $57$54

2019

2020

IPublic IPrivate IDedicated IT

Values in $billion

20%10%0% 30% 40% 50% 60% 70% 80% 90% 100%


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16


At one location, we took

400 development serversand consolidated them

into 8-10 physical servers

to achieve signicant

savings.

State Street,

Madge Meyer

To increase the

utilization o hardware

and power eciency rom

a sustainability view, you

need to have elasticity

and fexibility and ability

to move applications

around between servers.

Deutsche Bank,

Marc Banks

Figure 2. Model derived net energy savings 2011-2020.

201320122011

$0

$4,000

$2,000

$6,000

$8,000

$10,000

$12,000

$14,000

2014 2015 2016 2017 2018 2019 2020

Millions

The business case model makesa number o assumptions aroundlicense costs, subscription costs andthe complexity o existing deployment

models which are highly rm specicand it would not be credible to rollthese gures up to try to provide aUS perspective.

What we can do is convert the cloudadoption orecast into nancial savingsthrough reduction in electricity usage. Inthis respect, key nancial ndings romthe analysis are:

By 2020, rms with annual USrevenues o more than $1 billion

will be spending 69% o theirinrastructure, platorm and sotwarebudget on cloud based solutions(Figure 1). Segmenting this urther,39% o the spend will be on privatecloud computing while 30% will beon public cloud services (Figure 1).

Annual net nancial benetsassociated with the energy savingrom cloud computing are orecast toreach $824 million by 2011, rising to$12.3 billion by 2020 or the 2,653

global rms with annual revenues inthe US above $1 billion (Figure 2).

Potential carbon reductions o

85.7 million metric tons per yearby 2020, equivalent to the annualemissions rom 16.8 millionpassenger vehicles.15

Alongside the nancial benets romcloud computing come the potentialcarbon reductions. Our orecast orthe 2,653 global rms operating in theUS identies the potential to cut CO2emissions with cloud computing asollows:

CO2 reductions in 2011 o 5.7 millionmetric tons or global usage o cloudcomputing in 2011.

Annual reduction o CO2 o 85.7million metric tons by 2020 or multibillion dollar US rms (Figure 3).

A reduction o 50% in CO2 emissionsby 2020 compared to a scenariowhere there is no cloud computing(but a real increase o 36% in CO2emissions as compared to 2011)(Figure 4) (Figure 5).


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1

How cloud computing delivers economy-wide nancial benets and carbon reduction

Figure 3. Model derived net CO2 savings 2011-2020.

Million tons of CO2

201320122011 2014 2015 2016 2017 2018 2019 2020

6.7 10.9 17.0 24.7 33.4 43.1 53.4 63.7 74.6 85.7

Figure 4. Model derived percentage CO2 savings of cloud computingcompared to no cloud computing 2011-2020.

2011

92012

132013

192014

252015

32

2016

38

2017

43

2018

46

2019

49

2020

50

IForecast scenario INo cloud

IForecast scenario INo cloud

2011

6976

2012

7283

2013

7491

2014

74

98

2015

72

106

2016

71

115

2018

74

138

2017

72

125

2019

79

153

2020

84

170

Figure 5. Model derived percentage rise of CO2 emissions of forecasted

scenario compared to non adoption of cloud computing.

Data center energy

sources and efciencyTwo elements to be consideredin evaluating the carbon impact othe cloud computing strategies ospecic rms are the source o theenergy being used to power thedata center and energy eciencyeorts. A recent Greenpeacereport16 ocused on exactly theseissues and made the point thatwhile signicant advances in datacenter energy eciency havebeen achieved, this has not been

matched by eorts to source lowercarbon energy to power them.PUE calculation tools, developedby the likes o The Green Grid17,have helped in driving ecienciesin the data center but increasing ITdemand serves to oset progress inenergy eciency. Many companiesare seeking to use renewable energysuch as hydropower to powertheir data centers whilst increasingenergy eciency levels. Overall, inlooking to de-carbonize your datacenter it is important to look at thesource o the power as well as theeciency o the data center itsel.

15. Environmental Protection Agency Green PowerEquivalency Calculator http://www.epa.gov/greenpower/pubs/calcmeth.htm

16. http://www.greenpeace.org/international/en/news/eatures/New-Greenpeace-report-digs-up-the-dirt-on-Internet-data-centres/

17. http://www.thegreengrid.org/en/Global/Content/Tools/PUEE
http://www.epa.gov/greenpower/pubs/calcmeth.htmhttp://www.epa.gov/greenpower/pubs/calcmeth.htmhttp://www.greenpeace.org/international/en/news/features/New-Greenpeace-report-digs-up-the-dirt-on-Internet-data-centres/http://www.greenpeace.org/international/en/news/features/New-Greenpeace-report-digs-up-the-dirt-on-Internet-data-centres/http://www.greenpeace.org/international/en/news/features/New-Greenpeace-report-digs-up-the-dirt-on-Internet-data-centres/http://www.greenpeace.org/international/en/news/features/New-Greenpeace-report-digs-up-the-dirt-on-Internet-data-centres/http://www.epa.gov/greenpower/pubs/calcmeth.htm


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18

Cloud computing oers rms thepotential to combine nancial savings

with environmental benets. Drawing onthe detailed interviews as well as thenancial and carbon reduction modelsdeveloped or this study, the ollowingrecommendations can help maximizethe cloud computing investments:

Develop enterprise-widestrategy. Firms which havedemonstrated greatest success inmoving to a cloud based modelhave integrated cloud computinginto the overall IT strategy. By takinga holistic approach, investments areappropriately targeted and ratherthan establishing an un co-ordinatedmix o various cloud and non-cloudbased solutions, targeted solutionsare deployed which increase theeciency o the business.

Understand the IT estate.Creating a business case or cloudcomputing demands anunderstanding o the costs osupporting the dierent elements o

the existing IT model. In looking atan IT application, the license eemay be highly transparent but thecost o the supporting inrastructureand the number o ull timeequivalents (FTEs) involved in themaintenance o the application maybe less obvious, as well as theelectricity cost o powering thisapplication.

Investigate business processes.One o the characteristics andbenets o cloud computing is its

elasticity which allows or the rapidprovisioning or de-provisioning oservices. Many rms haveparticularly high computingdemands at month end, quarter endor year end. Where a rmexperiences these spikes indemand, adopting a cloud modelallows the rm to rapidly scale upand down as required rather thanspending money maintaining serversall year round to accommodatethese occasional spikes.

Identiy non business criticalapplications. Firms repeatedly

indicate they would not consider apublic cloud sotware solution wherbusiness critical data would bestored. At the same time, rms didconrm that a public cloud solutionwould be easible or less criticalapplications. Firms shouldunderstand applications which arenon business critical and investigatea public cloud solution.

Harmonize employee behavior.Developers have traditionally usedtheir own tools to develop new ITapplications. This is not conduciveto using a cloud based developmenplatorm which demandsconsistency in the tools used. Firmsshould determine i it is possible toharmonize developer behavior sothey all use the same tools thusacilitating a move to a cloudbased platorm.

Recommendations to maximizeenvironmental cloud computing benefts

The drivers or cloud

computing can besummarized as cost,

resiliency and eciency

Juniper Networks,

Dhritiman Dasgupta

One o the diculties

o using old dedicated

IT inrastructure is owning

legacy servers which

are xed to applications.

The cloud de-couples

operating systems rom

hardware

Deutsche Bank,Marc Banks


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1

Cloud computingA model or enabling ubiquitous,

convenient, on-demand networkaccess to a shared pool o congurablecomputing resources (e.g. networks,servers, storage, applications, andservices) that can be rapidly provisionedand released with minimal managementeort or service provider interaction(The National Institute o Standards and

Technology [NIST]).

Dedicated ITA non-cloud based environment withnon-virtualized servers and without anyo the key characteristics associatedwith cloud computing.

Hybrid cloudThe delivery o a cloud service througha combination o both the public andprivate cloud model.

Inrastructure as a service (IaaS)Provides the processing, storage andcapability to a user.

IT estateThe entire suite o inormationtechnology which supports thebusiness.

Platorm as a service (PaaS)Provides a development platorm or thedesign and test o custom applications.

Private cloudA service operated exclusively or onerm. This service can be provided eitherinternally or externally by a third party

provider (or the purposes o the analysisin this report, the private cloud wasassumed to be provided internally ratherthan by a third party. The data collectedthrough the interviews indicated this wasthe dominant scenario).

Public cloudWhen a third party is providing the cloud

service and does so on a multi-tenantbasis such that dierent rms share thesame inrastructure, platorm or instanceo the sotware application.

PUEPower usage eectiveness is a datacenter eciency measure and calculatesthe ratio o total power consumed bya data center against the total powerconsumed by the IT equipment.

Server utilization rateThis denotes the percentage omaximum power which is being used bythe server.

Server virtualizationThe creation o multiple server instanceson one physical server machine.

Sotware as a service (SaaS)Provides applications through acentralized network allowing accessover the internet or intranet.

Virtual private cloud (VPC)A cloud service that is only accessiblevia a private network connection and notthrough the public internet.

Glossary


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20

Business case model

The business case was developed ora hypothetical ood & beverage rmwith $10 billion o annual revenues,60,000 employees and operations inover 30 countries. Five years is thetypical liespan o an HR applicationso the business case is evaluated overthis time period. Implementation as well

as operational costs are consideredand this includes the costs o running

the legacy dedicated IT model in Year1 while the cloud service is beingimplemented. License ees still applyin the private cloud model since it is aninternal private cloud where the rm isstill required to buy the license and thenset up the cloud service independently.

Appendix

Scenario 1 Scenario 2

Scenario defnition The HR application is currently deployed on dedicated IT and will lose operationalsupport within one year.

This scenario looks at the business caseor switching rom an HR applicationdeployed on dedicated IT to an HRsystem in the public cloud.

This scenario looks at the business caseor switching rom an HR applicationdeployed on dedicated IT to an HRsystem in the private (internal) cloud.

Upront investment costs

Hardware purchase Hardware owned and managedby cloud provider so no purchasenecessary

No upront investment in hardware asexisting servers can be virtualized

Implementation Costs relate to data migration andtraining

Costs relate to data migration, systemcustomisation, server virtualization and

trainingHeadcount reduction 75% o the FTEs supporting the

application no longer required25% o the FTEs supporting theapplication no longer required

Cloud costs

Capital costs None License or sotware & ongoing serverreplacement program

Operational costs Annual subscription ee and limited FTEsupport

Electricity bills and FTE support

Cost savings

Capital costs No license ee required or ongoingserver replacement program. No

system customizations necessary whichwould be expected rom an upgradeto the latest HR system deployed on adedicated IT environment

Reduced server replacement programdue to virtualization o servers

Operational costs No electricity payments and reducedFTE support costs

Reduced FTE costs and electricitypayments (as a result o reducednumber o servers)


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2

Scenario 1 Switching HR rom dedicated IT to public SaaS

Example frm, ood & beverage, $10b revenue,60,000 employees, 30 countries

Year 1 Year 2 Year 3 Year 4 Year 5

Cost o switching

Implementation costs

Hardware purchase $0 $0 $0 $0 $0

Data migration $0 $0 $0 $0 $0# o FTE consultants 25 0 0 0 0

FTE rate $90,000 $90,000 $90,000 $90,000 $90,000

Total cost $2,250,000 $0 $0 $0 $0

System customization # o FTE consultants 0 0 0 0 0

FTE rate $90,000 $90,000 $90,000 $90,000 $90,000

Total cost $0 $0 $0 $0 $0

Server virtualization # o FTE consultants 0 0 0 0 0

FTE rate $90,000 $90,000 $90,000 $90,000 $90,000

Total cost $0 $0 $0 $0 $0

Training # o FTE consultants 14 0 0 0 0

FTE rate $60,000 $60,000 $60,000 $60,000 $60,000

Total cost $840,000 $0 $0 $0 $0

Headcount reduction # o FTE 15 0 0 0 0

FTE rate $70,000 $70,000 $70,000 $70,000 $70,000

Redundancy percentage 50% 50% 50% 50% 50%

Total headcount reduction cost $525,000 $0 $0 $0 $0

Total implementation cost $3,615,000 $0 $0 $0 $0

Public cloud costs

Capital costs $0 $0 $0 $0 $0

Operational costs Subscription ee $0 $1,100,000 $1,166,000 $1,235,960 $1,310,118


Electricity $0 $0 $0 $0 $0

Support # o FTE 0 5 5 5 5

FTE rate $70,000 $70,000 $70,000 $70,000 $70,000

Total support cost $0 $350,000 $350,000 $350,000 $350,000

Total cost o ownership $0 $1,450,000 $1,516,000 $1,585,960 $1,660,118Legacy solution $2,579,134

Total lietime cost $12,406,212

Dedicated IT costs

Capital costs

License ee $5,000,000 $0 $0 $0 $0


Implementation $0 $0 $0 $0 $0

# o FTE consultants 50 15 0 0 0

FTE rate $90,000 $90,000 $90,000 $90,000 $90,000

Total cost $4,500,000 $1,350,000 $0 $0 $0

Operational costs

License ee $0 $0 $0 $0 $0Hardware purchase $200,000 $200,000 $200,000 $200,000 $200,000

Electricity $979,134 $1,076,753 $1,176,271 $1,273,244 $1,364,588

Support # o FTE consultants 20 20 20 20 20

FTE rate $70,000 $70,000 $70,000 $70,000 $70,000

Total support cost $1,400,000 $1,400,000 $1,400,000 $1,400,000 $1,400,000

Total cost o ownership $12,079,134 $4,026,753 $2,776,271 $2,873,244 $2,964,588

Append


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22


Scenario 2 Switching HR rom dedicated IT to private SaaS

Example frm, ood & beverage, $10b revenue,60,000 employees, 30 countries

Year 1 Year 2 Year 3 Year 4 Year 5

Cost o switching

Implementation costs


Data migration $0 $0 $0 $0 $0# of FTE consultants 25 0 0 0 0

FTE rate $90,000 $90,000 $90,000 $90,000 $90,000

Total cost $2,250,000 $0 $0 $0 $0

System customization # of FTE consultants 15 15 0 0 0

FTE rate $90,000 $90,000 $90,000 $90,000 $90,000

Total cost $1,350,000 $1,350,000 $0 $0 $0

Server virtualization # of FTE consultants 8 0 0 0 0

FTE rate $90,000 $90,000 $90,000 $90,000 $90,000

Total cost $720,000 $0 $0 $0 $0

Training # of FTE consultants 14 0 0 0 0

FTE rate $60,000 $60,000 $60,000 $60,000 $60,000

Total cost $840,000 $0 $0 $0 $0

Headcount reduction # of FTE 5 0 0 0 0

FTE rate $70,000 $70,000 $70,000 $70,000 $70,000

Redundancy percentage 50% 50% 50% 50% 50%

Total headcount reduction cost $175,000 $0 $0 $0 $0

Total implementation cost $5,335,000 $1,350,000 $0 $0 $0

Private cloud costs

Capital costs $0 $0 $0 $0 $0

License fees $5,000,000 $0 $0 $0 $0

Operational costs Subscription fee $0 $0 $0 $0 $0

Hardware purchase $50,000 $50,000 $50,000 $50,000 $50,000

Electricity $0 $296,345 $326,905 $359,347 $393,283

Support # of FTE consultants 0 15 15 15 15

FTE rate $70,000 $70,000 $70,000 $70,000 $70,000

Total support cost $0 $1,050,000 $1,050,000 $1,050,000 $1,050,000Total cost of ownership $5,050,000 $1,396,345 $1,426,905 $1,459,347 $1,493,283

Legacy solution $2,573,134

Total lietime cost $20,090,013

Dedicated IT costs

Capital costs


Implementation $0 $0 $0 $0 $0

# of FTE consultants 50 15 0 0 0

FTE rate $90,000 $90,000 $90,000 $90,000 $90,000

Total cost $4,500,000 $1,350,000 $0 $0 $0

Operational costs

License fee $5,000,000 $0 $0 $0 $0Hardware purchase $200,000 $200,000 $200,000 $200,000 $200,000

Electricity $979,134 $1,076,753 $1,176,271 $1,273,244 $1,364,588

Support # of FTE consultants 20 20 20 20 20

FTE rate $70,000 $70,000 $70,000 $70,000 $70,000

Total support cost $1,400,000 $1,400,000 $1,400,000 $1,400,000 $1,400,000

Total cost of ownership $12,079,134 $4,026,753 $2,776,271 $2,873,244 $2,964,588


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Key assumptions in the carbon emissions model

Data center PUEs (Source: US EPA18 and interviews)

2

Append

Carbon emissions model

This model was created to calculate thecarbon emissions associated with publiccloud, private cloud and traditionaldedicated IT deployment scenarios.It captures emissions rom the datacenter as well as the embedded serveremissions and emissions rom datatransportation. The key assumptionsincluded in the model are detailed belowthe schematic.

*Deployment scenarios are public cloud,private cloud and dedicated IT.

Dierent inputs are used around thenumber o servers required (related toextent o virtualization), server utilizationrates and data center PUE according tothe deployment scenario.

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Public cloud 1.5 1.45 1.4 1.37 1.34 1.31 1.29 1.27 1.26 1.25

Private cloud 1.8 1.75 1.7 1.66 1.62 1.58 1.55 1.53 1.51 1.5

Dedicated IT 2 1.95 1.9 1.85 1.79 1.75 1.72 1.69 1.67 1.65

Server utilization rates (Source: Study interviews)- Public cloud: 65%- Private cloud: 40%- Dedicated IT: 15%

Electricty price (Source: US Energy Inormation Administration19)- $0.099/kWh

Metric tons o CO2 / kWh (Source: US EPA20)- 0.00069 tons o CO2 / kWh

Pn is the powerconsumption at npercentage CPUutilization

Pmax is the maximumpower drawPidle is the power drawat idle

Number o servers

Server energy usedPn = (Pmax - Pidle)*

n/100 + Pidle

Data center PUE

Number o servers

Embedded energyo server

Size o rm

Emissions romdata transportation

Emissions romdata centers

Embedded emissionsrom servers

Deploymentscenario*

Emissions

Energy used pertransaction

18. http://www.energystar.gov/ia/partners/prod_development/downloads/DataCenters_GreenGrid02042010.pd

19. http://www.eia.gov/cnea/electricity/epm/table5_6_a.html20. http://www.epa.gov/cleanenergy/energy-resources/res.htm
http://www.energystar.gov/ia/partners/prod_development/downloads/DataCenters_GreenGrid02042010.pdfhttp://www.energystar.gov/ia/partners/prod_development/downloads/DataCenters_GreenGrid02042010.pdfhttp://www.energystar.gov/ia/partners/prod_development/downloads/DataCenters_GreenGrid02042010.pdf


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24


Notes


25/26

About the Carbon Disclosure Project

The Carbon Disclosure Project (CDP) launched in 2000 to accelerate solutions toclimate change by putting relevant inormation at the heart o business, policy andinvestment decisions. We urther this mission by harnessing the collective power ocorporations, investors and political leaders to accelerate unied action on climatechange. 3,000 organizations in some 60 countries around the world now measureand disclose their greenhouse gas emissions and climate change strategiesthrough CDP, in order that they can set reduction targets and make perormanceimprovements. Data is made available or use by a wide audience includingorganizations, government bodies, academics and the public.For more inormation visit www.cdproject.net

This study was produced by Verdantix

Verdantix is the astest-growing, independent analyst rm ocused on energy,environment and sustainability. Through our global primary research and deepdomain expertise we provide our clients with strategic advice, revenue generatingservices, best practice rameworks, industry connections and competitiveadvantage. For more inormation visit www.verdantix.com

This study was supported by AT&T

For more inormation on AT&T Cloud Solutions go to www.att.com

AT&T, AT&T logo and all other AT&T marks contained herein are trademarks oAT&T Intellectual Property and/or AT&T aliated companies. This document isnot an oer, commitment, representation or warranty o any type by AT&T.

Design and productionLavish is a leading Creative Services agencybased in London. We specialize in the creationand management o brand assets andcommunication materials or clients in thecorporate and not-or-prot sectors.

For more inormation on Lavishvisit www.lavishconnect.com


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Important NoticeThe contents o this report may be used by anyone providing acknowledgement is given to Carbon Disclosure Project and Verdantix. This does not represent a license torepackage or resell any o the data reported to CDP or the analysis presented in this report and thereore i you intend to do this you need to obtain express permission romCDP beore doing so. CDP and Verdantix prepared the data and analysis in this report based on interviews and urther research. CDP does not guarantee the accuracy orcompleteness o this inormation. CDP makes no representation or warranty, express or implied, concerning the airness, accuracy, or completeness o the inormation andopinions contained herein. All opinions expressed herein are based CDPs judgment at the time o this report and are subject to change without notice due to economic,political, industry and rm-specic actors. Guest commentaries where included in this report refect the views o their respective authors. CDP and their aliated memberrms or companies, or their respective shareholders, directors, ocers and/or employees, may have a position in the securities discussed herein. The securities mentioned inthis document may not be eligible or sale in some states or countries, nor suitable or all types o investors; their value and the income they produce may fuctuate and/or be

Rosie [email protected]

Stuart [email protected]

cloud computing the it solution for the 21st century

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