EA: Based on your experience at Worley and working with clients across infrastructure projects, what are the key challenges companies face in developing decarbonization and sustainability strategies that also create competitive advantage? What approaches have you seen work best?

Neera Chawla: Decarbonization and sustainability strategies are most effective when embedded into an organization’s corporate strategy and capital planning process. These initiatives often require upfront investment while the gains tend to be recognized through a longer term period. To support informed decision-making, organizations can use a value-based decision framework that incorporates the total lifecycle cost of a project. This includes development of decarbonization roadmaps which allow organizations to strategically plan reduction of Scope 1 and 2 emissions aligned with business operations, policy and investment to meet corporate climate goals. Co-investment partnerships or qualifying for public incentives can also aid in de-risking larger projects. Furthermore, industry is faced with the technology readiness of decarbonization pathways. Several of the solutions in the market today have yet to reach scale. Starting with pilot plant projects that demonstrate returns and scalability while studying other pathways may hedge against uncertainty and manage long-term risks. 

Understanding the overall emissions of a project also means taking a closer look at Scope 3 emissions since projects typically rely on a global supply chain. This makes it critical to understand and obtain accurate emissions data from suppliers which can be challenging if there are data gaps or measurement challenges. Organizations that partner across the value chain to develop joint low carbon solutions or adopt digital tools that provide emissions tracking have better chances of achieving credible Scope 3 emissions data.

Lastly, regulatory uncertainty can be difficult to navigate as it varies by region and policies continue to evolve with respect to carbon pricing, clean energy tax credits and mandates for disclosure. Companies that align early on disclosures, develop scenario-based strategies on varying future regulatory conditions, or participate in industry alliances to shape future regulation gain a greater competitive advantage.

EA: What are the most effective ways for businesses to integrate circularity across the product lifecycle, from design to end-of-life? And what are the biggest hurdles to making circularity a reality at scale?

Neera Chawla: The concept of circularity is based on an economic system designed to minimize waste, pollution and emissions to optimize resources. Unlike the traditional linear model, circularity highlights a regenerative approach as products and resources are kept in use for as long as possible through strategies such as reusing, repairing, remanufacturing and recycling. The route a product can take at end of life depends on a variety of factors, including the type of material being recycled, type of product being generated and constraints around cost, carbon footprint and logistics.

The effectiveness of circularity begins with sourcing recycled materials through to the recovery of materials at end of life. Additionally, having access to low carbon materials can link circularity to emission targets. Challenges exist in a variety of forms including high costs, supply chain complexity with limited availability of quality recycled materials or a lack of circular design in existing assets. Recycling processes can be energy intensive, providing the need to balance circularity objectives against carbon reduction goals. Market drivers and emerging policies will continue to drive momentum for circularity in tandem with carbon mitigation.

EA: From your perspective, what are the key levers organizations can pull to reduce greenhouse gas emissions across multiple functions and the supply chain? Where do you see the greatest opportunities for impact?

Neera Chawla: Greenhouse gas emissions are generated throughout the value chain – beginning with the supply chain, through to energy use in operations and across logistics and transport. Emissions associated with the supply chain can often represent a significant portion of a company’s carbon footprint. As such, maintaining supplier emission targets and prioritizing low carbon or circular materials is crucial. Seeking energy efficiency measures to reduce overall energy usage can result in dual benefits of cost and carbon reduction. Additionally, opting for low emission or electric fleets, consolidating shipments or optimal route implementation through an advanced logistics platform can provide further benefits.

EA: How is the transition from fossil fuels to low- or no-carbon energy supply technologies evolving, and what role does Worley play in helping businesses navigate this shift? What are the main challenges slowing progress and how are these being tackled?

Neera Chawla: The global energy transition continues to evolve in a complex and phased manner.

Challenges include the electrification of end-use sectors generating a demand for lower carbon power and companies seeking ways to decarbonize their assets through carbon capture and fuel switching. Additionally, many are looking at scaling decarbonization technologies such as direct air capture and grid-scale battery storage. Navigating these challenges while also prioritizing energy security, reliability and profitability can be complex.

Worley is committed to advancing sustainable transformations and supporting businesses to understand and develop measures for reductions in their overall carbon footprint. We offer value in end-to-end delivery from feasibility studies right through to engineering, procurement and construction. We provide integrated advisory services which support strategy development and decarbonization roadmaps as well as project development for lower-carbon technologies such as hydrogen, CCUS, offshore wind, low carbon fuels and asset optimization and repurposing. We are accelerating the transition to lower-carbon energy while helping to provide the energy, chemicals and resources needed today.

We continue to work with customers to address challenges across the energy transition. This means leveraging our global footprint with a localized delivery model to navigate regulatory frameworks, enhance our customers’ supply chain understanding and develop solutions while maintaining reliability.

EA: How can digital tools and data analytics be leveraged to advance product sustainability and improve process efficiencies? What innovations are you seeing that are making the biggest impact?

Neera Chawla: Digital tools and data analytics are transforming how industries manage sustainability and operational performance. Emissions monitoring platforms, energy optimization systems and asset performance programs help teams reduce emissions in real time—while using the same data to meet reporting requirements with greater accuracy. By aligning corporate systems with operational systems through tools like real-time digital twins and AI-driven analytics, businesses can connect emissions reduction at site level with the standards and disclosures expected at the corporate level. Lifecycle assessment (LCA) tools bring transparency to carbon intensity, enabling more precise benchmarking, compliance and stakeholder reporting. In doing so, digital solutions turn operational data into both performance improvements and credible emissions insights.