What's New

Global events and changing consumer behaviors in the digital era are causing retailers to look toward the future with concern. In 2024, these pressures will drive businesses increasingly to ask questions.

How can I increase sales without raising overhead? How can I create year-round stability for sourcing, inventory, restocking, and order management? And how can I build better omnichannel brand connections in a competitive market where customer loyalty is increasingly tied to consumer values like sustainability?

Learn how to succeed with retail solutions from SAP Find out more

Yet, with AI-enabled advances opening a world of possibilities for operational efficiencies and hyper-personalized, real-time, omnichannel customer experiences, the future of retail is anything but bleak! 

AI is set to level up the retail landscape. Retailers that embrace AI will be the first to achieve higher sales and better brand connections — now and in the future. Much of this adoption will be driven by the need to resonate with savvy consumers who want to buy from brands that share their values and offer experiences that blend seamlessly into their online and IRL (“in real life”) lifestyles.

The strategic use of AI — infused with operational, customer, and third-party data — can help retailers deliver experiences that genuinely emanate from and fit snugly into their customers’ everyday lifestyles.  

At SAP, we use business AI to help companies optimize business processes, drive profitability, and boost customer loyalty. How can AI help retailers accomplish all that? Here are a few challenges we’ll helping retailers solve at NRF 2024.  

Driving Profitability with AI-Powered Operations 

It goes without saying: If the customer can’t find the right product, there is no sale. Poor product discovery can result from the complexity of managing product catalogs, which leads to inaccuracies, poor recommendations, and reduced conversion rates. Inconsistent product tagging and inaccurate descriptions, which are often handled manually by key account or merchandising managers, can ensure products are hidden beyond customers’ reach.  

AI can alleviate these headaches and streamline product catalog management, improving product data accuracy and delivering a more personalized shopping experience to boot. The SAP CX AI Toolkit is a single generative AI layer powered by data from across SAP products. Built on proprietary AI models and fine-tuned large language models (LLMs), it surfaces in e-commerce features in SAP Commerce Cloud. The toolkit renders catalog management challenges painless with: 

• AI Product Tagging: The SAP CX AI Toolkit analyzes catalog images and text to tag products within a catalog automatically. The tagging system ensures that each product is appropriately categorized and labeled, reducing errors and inconsistencies. 
• AI Product Descriptions: The toolkit leverages AI to generate personalized and compelling product descriptions. By analyzing product attributes, it can automatically create product descriptions that resonate with customers and provide the details for more informed purchasing decisions, enhancing customer experience and increasing sales. 
• Bulk Editing: Bulk editing of product tags and descriptions allows the quick and efficient update of large catalogs, ensuring that customers are presented with relevant and complementary products. Automating these time-consuming tasks frees catalog managers for higher-value work. 

Optimizing Operations with AI-Informed Logistics 

Getting products to customers necessitates having the right products in the right amounts at the right time. Issues like cost-to-ship, delivery timelines, pick-and-pack expenses, and capacity management can turn into perennial roadblocks that lower efficiency for inventory and sourcing management. Big challenges include consistently managing stock levels for cost efficiency, simulating sourcing strategies for sustainability and margin improvement, and delivering the best solutions to enhance customer satisfaction.

One example of this difficult balancing act is the need for retailers to optimize the return process while proactively managing orders.  

See how you can benefit from SAP Business AI built into your core business processes Explore AI from SAP

AI can play an invaluable role in efficiently managing inventory and sourcing by tailoring sourcing strategies. In SAP Order Management Services, AI is integrated to do just that, using key performance indicators (KPIs) such as cost-to-ship, delivery timelines, and pick-and-pack expenses. With target value, significance weight, and optional constraint for each KPI, retailers can uncover the most effective sourcing strategy and simulate single orders based on these strategies.  

Beyond inventory and sourcing, AI can improve predictive order management and streamline the return process, enhancing overall efficiency and customer satisfaction. 

Meanwhile, the proliferation of channels makes mastering omnichannel advertising and sales a daunting challenge, but if retailers are not advertising where customers are, there’s no chance of making a brand connection. Fortunately, retailers can increase their omnichannel excellence with targeted ad solutions such as TikTok and LinkedIn integrations for digital ads from SAP Emarsys Customer Engagement.

However strong your omnichannel game is, the opportunity to strengthen brand loyalty and drive repeat purchases drops severely when distribution problems prevent timely delivery. If, for example, a customer cannot get those specific shoes from their “For You Page” (FYP) in time for a big event, there will be no sale.  

For distribution centers, balancing conflict goals such as reducing logistic costs and managing supply chain constraints and supplier restrictions can make achieving efficient fulfillment with optimal order quantities and minimal manual intervention feel out of reach. Enter the power of AI to solve complex constraints at multiple levels and ensure retailers can get products to customers with sustainable business practices and high profit margins. 

AI-infused SAP Predictive Replenishment enhances distribution center ordering by automating and optimizing order quantities. This includes analyzing demands from all channels, supply chain constraints, and business goals to determine the most cost-effective order quantities. The solution consumes machine learning-based demand forecasts of related SAP solutions. These AI capabilities help manage demand volatility and are integrated with existing SAP solutions for improved fulfillment efficiency. SAP Predictive Replenishment integrates with industry cloud solutions such as SAP Order and Delivery Scheduling, the future SAP Predictive Demand Planning, and SAP S/4HANA.

Boosting Loyalty with Sustainable, AI-Infused Recommerce  

Increasingly, consumers are seeking to minimize their environmental impact and connect with conscientious brands. The need to build this brand awareness and consumer goodwill has many retailers looking to recommerce as a new business model that drives revenue and customer loyalty.

With recommerce, consumers can quickly and easily connect the dots between buying secondhand products from brands and saving money, reducing waste, and improving their overall carbon footprint. Trade-in programs that allow consumers to return their used goods in exchange for incentives also enable retailers to create closer, long-term customer relationships.  

Such a unique opportunity, of course, comes with challenges. How do you ensure used products are inspected, matched to catalog items, cleaned, repaired, and priced based on their condition? What about the potential necessity of manual data entry to capture the details of unique items, which can introduce errors? Crucially, how can you increase sales and reduce overhead costs while running a recommerce business?  

In some ways, these are challenges reminiscent of a typical supply chain process and its challenges that business AI from SAP is uniquely qualified to solve thanks to SAP Recommerce. For this reason, SAP Recommerce will be embedding AI across the solution, enabling retailers to run an intelligent and sustainable business that increases profitability, enhances brand value, attracts new customers, and promotes more sustainable consumption.  

At NRF 2024, SAP will show how AI is becoming the competitive edge retailers need to grow intelligently. AI-driven insights for more efficient omnichannel fulfillment decisions, optimized assortments, personalized recommendations, and resilient and sustainable supply chains will empower organizations that adopt AI to make the right decisions and seamlessly scale.

I’m proud to say that SAP has been offering AI-infused capabilities for years, with more industry-leading innovation on the way. 

I invite you to find us at NRF 2024, where we’ll be sharing how embracing relevant, reliable, and responsible AI helps businesses look toward the future with confidence. 

Ritu Bhargava is president and chief product officer of Industries and Customer Experience at SAP.

Meet the SAP team at Retail’s BIG Show, booth #4323, level 3 Learn more

This piece was originally published on CIO.com

Helle Dochedahl, managing director of the SAP Nordic & Baltic region, and former SAP Co-CEO Jim Hagemann Snabe look back on over 35 years of SAP in the Nordic countries — and reveal the story of how one of the first SAP R/3 customers there went live.

Learn the history of SAP, 50+ years of success building on a track record of innovation Explore here

Helle Dochedahl and Jim Hagemann Snabe met in the mid-1980s while they were both studying in Aarhus, Denmark. They didn’t know it back then, but that wouldn’t be the last time that their paths crossed. In 1993, they met again.

At the time, Snabe was consulting manager at SAP in Denmark, having joined the company three years before as a trainee straight out of university. “Back then, SAP was on a big push to expand its business internationally and was hiring young people from around the world. It spent a year training them in Walldorf and then sent them back to their home countries,” says Snabe.

With a year in Walldorf under his belt, he returned to SAP Denmark in April 1991, joining its 25 other employees, half of whom were consultants. A few months later, he was asked if he wanted to take over as consulting manager. “I was 24, and the youngest guy there, but after my year in Germany, I had a strong and solid understanding of the systems. Being entrusted so soon with responsibilities like this helped employees grow and was characteristic of SAP’s culture.”

In 1993, Snabe was looking to expand his team of consultants. Dochedahl, meanwhile, was working at a small Danish ERP company. She recalls: “I had just had my first son and was on parental leave when I saw the job posting in the newspaper. I had already heard quite a lot about SAP from Snabe and some other friends from university, so it got me thinking.”

At the time, Dochedahl was living in Aarhus with her husband, who also works in the IT industry. But in 1988, SAP had chosen Denmark’s capital city as the base for its Danish business.

“If you wanted to make it in IT, you had to go to Copenhagen,” says Dochedahl. She first called her mother, who agreed to help out with childcare. Then she called Snabe, who hired her on the spot. But there was one condition that he had to agree to: “I couldn’t and wouldn’t leave my son to spend several months training in Walldorf. So I taught myself most of the things that I needed to know, and every so often, I would head to Walldorf for a week.”

When she joined the company in 1993, Dochedahl did not have much to do with the SAP R/2 mainframe program. SAP R/3, the company’s new client-server software, had launched the year before. And it was with SAP R/3 that the small Danish subsidiary would make history.

Early Days in the Nordics

Let’s rewind for a moment. From 1987 onwards, SAP was making a name for itself in the Nordics through its marketing and sales initiatives and customer workshops. Joergen Oestergaard, who was managing director of SAP’s Nordic business from its very beginnings in early 1987, created the first business plan for the markets there.

Since the first SAP R/2 systems were quick to sell and implement, and interest among other companies was growing steadily, SAP management and SAP International decided to set up the first subsidiaries in Nordic countries.

In Sweden, SAP Svenska AB opened its doors in February 1988. The Danish office, SAP Danmark A/S, followed a month later. Into the 1990s, it also served customers in Norway, with the Swedish office supporting those in Finland until the end of that decade. From 1984, SAP International, located in Biel, Switzerland, ran SAP’s international business and spearheaded the company’s global expansion.

The person in charge was managing director Hans Schlegel. Schlegel was there when, in April 1988, everyone from SAP Denmark and SAP Sweden met at a hotel in a ski resort north of Oslo for a five-day Nordic kickoff meeting. They were joined by employees of A/S EDB (Electronic Data Processing), a Norwegian IT company that had by then been operating in the market for 25 years and would partner SAP to help sell the SAP R/2 system and translate it into Norwegian. At the Hotel Storefjell meeting, they worked out how best to coordinate activities, shared their experiences, and learned from each other.

Following that meeting, both subsidiaries went on to flourish. In 1992, for example, SAP Sweden was already generating around $3.6 million (around 30 million Swedish krona) in revenue. And its list of customers included the Swedish national rail operator SJ (Statens Järnvägar), Ericsson Business Communications, and Skandinaviska Enskilda Banken (SEB) as well as some subsidiaries of German companies.

Reinvention at the Right Time

Jim Hagemann Snabe first encountered SAP R/3 in 1991, and he and the team at SAP Denmark then “began to sell the vision of SAP R/3 to Nordic customers” — even though the product wouldn’t officially launch until July 1992.

One of the customers that had already implemented SAP R/2 was Finnish chemical company Kemira, which was headquartered in Copenhagen at that time.

As SAP Co-Founder Hasso Plattner recalls in his book Anticipating Change, implementing SAP R/2 at Kemira, a “UNIX company,” had been “painful.” So, he promised them that, “as soon as we have a UNIX system, we’ll replace your system.”

In the summer of 1992, that day arrived: Snabe and his team won a new SAP R/3 customer for SAP, and, according to Helle Dochedahl, Kemira became “the first customer outside Austria, Germany, and Switzerland to go live with SAP R/3.” Though Dochedahl wasn’t working for SAP at that time, she recalls that, when she later visited Kemira: “They told me the story themselves and how proud they were of being first movers and daring to go for it.”

While visiting Kemira, Dochedahl made a discovery of her own: “I spotted some land for sale opposite the Kemira office. We bought a plot and built a house on it, and I’ve lived there ever since. That was 28 years ago now.”

Jim Hagemann Snabe sees the successful implementation of SAP R/3 at Kemira and at other customers in the Nordic countries and around the world from a different angle. “At that time, SAP was doing very well with SAP R/2. But rather than simply reap the rewards, it decided to invest heavily in the next generation of solutions. I believe that is partly why SAP is still one of only a small number of European IT companies that are successful. SAP has always been able to reinvent itself from a position of strength, instead of waiting – like many of its competitors – until it’s almost too late.”

Who’s Who

Helle Dochedahl celebrated 30 years at SAP in April 2023. “I was ‘born’ with SAP R/3,” she says, and reflects on the many other milestones in her own SAP story. She has fond memories of the many companies – including Arla, Carlsberg, and Velux – that she worked with and learned from during her early years in presales. “I have been very fortunate to work in many different areas, such as presales, education, and now sales. And I’ve served as COO. The various positions I’ve held have allowed me to adapt my career depending on where I was in my life and what my personal wishes were. What I love about SAP is that you can always raise your hand and there are development opportunities for all life stages.”

When asked why she has stayed with SAP for so long, she says: “You stay with a company that makes you feel good! It is the combination of great colleagues, the important job we do for our customers, and the opportunity to always try new things that creates the magic.”

—

Jim Hagemann Snabe started at SAP as a trainee in 1990 and worked as a consulting manager before moving to IBM in October 1994. In January 1997, he returned to SAP to become the country manager for its market unit in Sweden. Having held a number of leadership positions in sales, services, and development, in July 2008 he was appointed to the SAP Executive Board as the member in charge of innovation and product development. In February 2010, he was appointed co-CEO alongside Bill McDermott. After he retired from the SAP Executive Board in 2014, Snabe served as a member of the SAP Supervisory Board until July 2017.

Today, Snabe holds a number of positions, including chairperson of the supervisory boards at Siemens and Northvolt.

—

Kemira is a global leader in sustainable chemical products for water-intensive industries. It primarily serves customers in the pulp and paper, water treatment, and the energy industries. Recently, Kemira has not only transformed its existing SAP ERP, it has also rebuilt its entire global process and system landscapes on SAP intelligent enterprise architecture. The transformation program saw five dovetailed initiatives implemented simultaneously during a 15-month period: an SAP S/4HANA transformation, a redesign of financial accounting processes, adoption of SAP Datasphere as the enterprise data warehouse, a digital data excellence initiative, and a full migration of 360 on-premise interfaces to SAP Integration Suite.

Kemira has 5,000 employees and, in 2022, generated around €3.6 billion in revenue. It sells its solutions in more than 100 countries.

In today’s rapidly evolving business landscape, service is emerging as the catalyst for transformative change, enabling manufacturers to drive significant profits and gain a competitive edge. This leads companies to be more focused on providing ongoing services and solutions to meet the ever-changing needs of their customer base.

Bosch Rexroth AG, one of the world’s leading providers of tailor-made system solutions in drive and control technology, aimed to improve its customer experience by providing technicians with the right qualifications and quality service while increasing overall productivity.

The business transformation success of Bosch Rexroth is demonstrated through how its premium-quality field service support has been a key driver of success.

Taking Customer Experience to the Next Level Digitalize field service and optimize operations with SAP Learn more

Bosch Rexroth aims for real-time scheduling and seamless communication, which allows service technicians to respond to customer requests and resolve issues faster. Scheduling technicians based on their skills, availability, and location — ensuring the right technician with the right expertise and tools — helped the company not only increase productivity, but also take the overall customer experience to the next level.

“We need to make sure that the right quality and the right people with the right qualifications are on the road,” said Carsten Breitenbach, project manager at Bosch Rexroth, in the webinar Taking Field Service Teams Digital, the Journey of Bosch Rexroth. “The wrong planning not only costs us money as a company, but also causes customers to lose trust.”

He added,“It significantly improves our response times and enables better route planning and resource allocation resulting in lower operating and maintenance costs and he continues.”

Facilitating real-time communication between customers, technicians, and support teams enables technicians to collaborate with support teams and access experts remotely to resolve complex customer issues. By having access to the customer database and service history on their mobile devices, technicians can diagnose and resolve issues quickly.“Technicians can see where they need to go, where is the site address, and who is the contact person directly on their mobile devices,” Breitenbach explained.

Digitization also helped customers to easily schedule appointments. Now they can track job progress and provide feedback through self-service portals and mobile apps.

Highlighting that customers have been given positive feedback about the digitalization of the overall service, Breitenbach concluded: “With FSM [field service management], the technicians can focus on the job and spend more time with the customer instead of paper-processed administrative tasks. We also hear feedback from customers that they love to see us becoming digitalized.”

Maximizing Workforce Productivity

Amid this exciting paradigm shift in the field service sector, many companies continue to rely on outdated, inefficient systems.

“When the complexity is bigger, this is nothing you can handle with Excel or Outlook,” Breitenbach shared. “This is why we decided to implement the FSM application.”

Highlighting how time-consuming was the former process within the company, he further explained: “Our technicians had to enter the hours manually into the timesheet. Now, the data is available immediately and you can directly start the invoice process. We could reduce the reporting time from weeks to days. With FSM, we achieved not only a faster process but also reduced the effort of manual input”

By simplifying the processes and leveraging digital tools, Bosch Rexroth recognized that a user-friendly and intuitive digital system was crucial for its adoption and success.

“If you adopt new digital services, it must be simple,” Breitenbach added. “If it’s too complex, people will simply not use it. It is very important to make the job easier, not hinder them on the job.”

Within Bosch Rexroth, different countries and business units were using their own FSM applications. The company needed to bring them together in just one pilot project and have a common field service management template.

“One of our main goals was to seamlessly integrate automated booking and back-end ERP integration without disrupting existing systems in Europe,” Christopher Thiesen, solution manager for CRM at Bosch Industrial Technology, shared in the webinar.

Without making any changes to the ERP system but utilizing the ongoing systems, Bosch built a flexible system that enables seamless communication within each division, business unit, and country where it is needed.

Meeting Regulations and Legal Requirements with Standardization

Acknowledging the importance of keeping up with the increasing governmental regulations and legal requirements, procedures, and industry standards, Bosch Rexroth integrated field service processes to support compliance with local rules and regulations.

“The last goal was the harmonization and standardization of field service execution,” Breitenbach added. “We try to harmonize as much as possible and use standards wherever possible. This certainly helps us to achieve a common quality standard.”

Bosch Rexroth now has the flexibility offered by FSM, allowing the company to adapt to different regulatory environments.

Growing Revenue Generation

Through a guided approach and data collection, Bosch Rexroth has witnessed remarkable growth in revenue generation. According to Breitenbach, “Boosting the sales lead generation helped us to generate revenue. We did not expect such a high result.”

The implementation of FSM transformed its sales process by directly guiding technicians to ask a set of specific questions. By doing so, Bosch Rexroth ensured the collection of accurate and relevant data, guaranteeing the quality of the information gathered. This valuable data is then seamlessly transferred to the customer relationship management (CRM) tool through an interface. As Breitenbach further explained, “Then the sales guys can take up the lead and follow on that potential.”

By simplifying the processes and leveraging digital tools, Bosch Rexroth has streamlined operations, enhanced customer satisfaction, and empowered its field service technicians with a user-friendly, flexible, and simple solution. Witnessing a remarkable growth in revenue generation, Bosch Rexroth achieved a common quality standard while accommodating country-specific regulations.

By embracing the power of FSM, Bosch Rexroth has established a competitive advantage and continues to thrive in the ever-evolving business landscape.

Discover how leading companies are modernizing service management to deliver exceptional service experiences Read the paper

Oyku Ilgar is a marketing specialist for Digital Supply Chain at SAP.

BENGALURU, India; Nov. 18, 2021 – Accenture (NYSE: ACN) has completed its acquisition of BRIDGEi2i, an artificial intelligence (AI) and analytics firm headquartered in Bengaluru, India. The financial terms of the transaction were not disclosed.

TOKYO; Nov. 18, 2021 – Accenture (NYSE: ACN) has agreed to acquire Tambourine, an e-commerce customer experience agency with award-winning capabilities in cloud-based technologies in Japan. Tambourine brings a proven track record in using Salesforce Commerce Cloud to deliver seamless commerce experiences for consumer goods and entertainment companies. Terms of the transaction were not disclosed.

WASHINGTON, D.C.; Nov. 18, 2021 – 5G fixed wireless access (FWA) services could serve 8.4 million rural households — nearly half the rural homes in the U.S. — with a “future-proof”, rapidly deployable, and cost-effective high-speed broadband option, according to a new Accenture (NYSE: ACN) study commissioned by CTIA, the wireless industry association.

PARIS, NEW YORK AND HONG KONG; Nov. 18, 2021 – Efma, an association of more than 2,550 retail financial services companies in 133 countries, and Accenture (NYSE: ACN) today announced the winners of the eighth annual Efma-Accenture Banking Innovation Awards during a virtual ceremony.  

NEW YORK and BELLEVUE, Wash; Nov. 18, 2021 – Accenture (NYSE: ACN) and Icertis today announced a strategic partnership that brings together Accenture’s digital transformation capabilities with leading contract intelligence technology from Icertis to help clients across industries get greater visibility into their contracts as well as manage risk and the contracting process more efficiently and effectively. The partnership builds on the success of Accenture’s own use of Icertis Contract Intelligence (ICI) across its global legal and procurement operations.

BENGALURU, India; Nov. 17, 2021 – Accenture (NYSE: ACN) announced the winners of its Accenture Innovation Challenge 2021, a national-level competition aimed at inspiring students in India to apply their technology skills and creativity to develop innovative solutions which create value for society and businesses. The grand prize was awarded to the team from Velammal Engineering College, Chennai, for their solution Agrivery bags, which works as an alternative to plastic bags and helps prevent damage to food grains from rodents and pests.

NEW YORK; Nov. 17, 2021 – Accenture (NYSE: ACN) has been selected by Organon (NYSE: OGN), a global health care company, to help establish and manage the transformation of the company’s enterprise resource planning (ERP) technology into a cloud-based digital core that will improve patient and employee experiences.

LONDON; Nov. 16, 2021 – Accenture (NYSE: ACN) has acquired Founders Intelligence, an innovation strategy consulting firm that helps large corporations to create growth by using tools, techniques and insights from technology entrepreneurs and investors. The acquisition strengthens Accenture’s capabilities to help senior executives create and scale new business models and achieve sustainable value from innovation. Terms of the acquisition were not disclosed.

BERLIN; Nov. 15, 2021 – Accenture (NYSE: ACN) has acquired T.A. Cook, a consultancy specializing in asset performance management and capital projects for clients in capital-intensive industries and infrastructure. The acquisition will strengthen Accenture’s capabilities for improving asset performance, increasing safety, and reducing environmental impact and cost in the chemicals, life sciences, metals and mining, and oil and gas industries. Financial terms were not disclosed.

GLASGOW; Nov. 11, 2021 – At the 26th UN Climate Change Conference of the Parties (COP26), Accenture (NYSE: ACN) and global green-tech leader Envision Group announced a sustainability strategic partnership to help clients move toward net-zero.

ARLINGTON, Va.; Nov. 10, 2021 – Accenture Federal Services (AFS), a subsidiary of Accenture (NYSE: ACN), has been awarded a $618 million cost plus award fee task order to enhance and modernize the United States Marshals Service’s (USMS) mission-critical IT systems. The USMS supports the federal justice system with protecting the federal judiciary, apprehending federal fugitives, transporting federal prisoners, and other law enforcement duties.

BOSTON; Nov. 9, 2021 – Accenture (NYSE: ACN) has acquired ClearEdge Partners, a firm specializing in procurement spend management, to help clients better manage their digital transformation spend. Terms of the transaction were not disclosed.

NEW YORK; Nov. 9, 2021 – Accenture (NYSE: ACN) has made a strategic investment, through Accenture Ventures, in Geneyx Genomex Ltd. (Geneyx), an Israel-based developer of genomic analysis and interpretation software. Geneyx helps improve patient outcomes associated with hereditary and rare diseases by providing disease-specific, clinically relevant insights around risk prediction, diagnosis, prognosis, and treatment for clinical and pharmaceutical organizations. 

NEW YORK; Nov. 9, 2021 – By rethinking their business models and embracing the innovative strategies of digital-only banking and financial services new entrants, traditional banks could boost revenues by nearly 4% annually, resulting in more than half a trillion dollars in additional revenues by 2025, according to a new report from Accenture (NYSE: ACN).

ABU DHABI, United Arab Emirates; Nov. 8, 2021 – L'Oréal Middle East has selected Accenture (NYSE: ACN) to help the beauty group across the Gulf Cooperation Council (GCC) use data and advanced technologies to deliver a more authentic and human-centered consumer experience across its brands. 

ARLINGTON, Va.; Nov. 4, 2021 – Accenture Federal Services, a subsidiary of Accenture (NYSE: ACN), has been named the 2021 Greater Washington Government Contractor of the Year in the over $300 million category. The award was presented at the 19th annual Greater Washington Government Contractor Awards™ ceremony, the premier event recognizing outstanding leadership, innovation, and overall commitment to excellence within the region’s government contracting community.

GLASGOW; Nov. 3, 2021 – As more than 200 countries gathered at COP26 commit to greater greenhouse gas emissions reductions, there is an urgent need to deliver on these pledges. To help the global economy reach near net-zero emissions by mid-century, the World Economic Forum in collaboration with Accenture and the Electric Power Research Institute (EPRI), is launching a new initiative, “Transitioning Industrial Clusters Towards Net Zero.”