(9월 WEF) Circularity is no longer only an environmental priority. Its strategic importance is increasingly driven by economic competitiveness, growth, resilience and resource security amid supply-chain volatility and geopolitical tensions that expose the vulnerabilities of linear production models. This shift is reflected in the 2026 Circularity for Competitiveness and Resilience Executive Survey by the World Economic Forum and Bain & Company: 80% of executives say circularity matters to their business today, expected to rise to 94% within three years. For most companies, the question has shifted from why circularity matters to how to scale it. Yet a persistent gap remains between ambition and execution, with progress constrained by cost, operational complexity, limited visibility and fragmented ecosystems. The Resilience-to-Growth Circularity Playbook for Industrial Solutions and Manufacturing offers a practical path forward. Developed by the Sectoral Taskforce within the World Economic Forum’s Circular Economy Transformation initiative, it sets out a three-step framework: quantify risk exposure; codify high-value circular moves; and amplify through key enablers. Together, these steps will help leaders translate circularity ambitions into action and durable competitive advantage 출처: https://www.weforum.org/publications/the-resilience-to-growth-circularity-playbook-for-industrial-solutions-and-manufacturing/ 첨부파일: https://reports.weforum.org/docs/WEF_The_Resilience_to_Growth_Circularity_Playbook_for_Industrial_Solutions_and_Manufacturing_2026.pdf

(9월 IEA) Global liquefied natural gas (LNG) supply has grown faster than overall natural gas demand in recent years. Around 580 billion cubic metres (bcm) of natural gas were exported as LNG in 2025, equivalent to about 13% of global natural gas consumption. LNG’s share of the gas market is set to increase further, with a wave of new projects coming online over the next several years. Previous International Energy Agency (IEA) analysis found that greenhouse gas (GHG) emissions from extracting, processing and transporting natural gas through pipelines, and as LNG, are globally on average around 11.5 grammes of carbon dioxide equivalent per megajoule (g CO2-eq/MJ). Given that about 55 g CO2/MJ are emitted when natural gas is combusted, extracting natural gas and bringing it to consumers represents nearly 17% of its life‑cycle emissions. There is a broad range of emissions from extracting, processing and transporting natural gas. Due to the high energy requirements to liquefy and transport gas over long distances, LNG tends to have higher emissions than natural gas produced close to where it is consumed. Emissions from gas transported by pipeline also vary widely, often in proportion to the distances involved. Several importing countries are increasing their efforts to assess the emissions intensity of oil and gas imports through different approaches, such as the EU Methane Emissions Reduction Regulation (EU MER) and the Coalition for LNG Emissions Abatement toward Net-zero (CLEAN). Producer-side measurement and reporting frameworks such as the Oil and Gas Methane Partnership (OGMP 2.0) are bringing greater visibility and structure to emissions tracking. Reporting and availability of natural gas value chain emissions data have increased significantly in recent years, but estimates remain highly uncertain. Building on previous IEA work looking at GHG emissions from all sources of natural gas, at the LNG Producer Consumer Conference (LNGPCC) 2024, the Japanese Ministry of Economy, Trade and Industry (METI) and the IEA launched a two-year work programme to look in detail at emissions from LNG supply and abatement options. An interim report was published in 2025, with this final version prepared to inform dialogue at LNGPCC 2026. This report provides estimates of emissions from LNG supply in 2025, based on the latest and best available production data and estimates from scientific studies and measurement campaigns. 출처: https://www.iea.org/reports/assessing-emissions-from-lng-supply-and-abatement-options 첨부파일: https://iea.blob.core.windows.net/assets/692d6770-69e0-4473-b61c-c048679fb6f1/AssessingEmissionsfromLNGsupplyandAbatementOptions.pdf

(6월 WEF) Now in its 14th edition, the Top 10 Emerging Technologies of 2026 report identifies the scientific advances approaching the moment when they are ready to change the world. Technologies are selected for their novelty, development progress and potential impact, through a rigorous process drawing on the expertise of world-leading scientists, technologists and innovation leaders. Published in collaboration with Frontiers, the 2026 edition features 10 technologies spanning energy, materials, health and computing, already moving from research into real-world deployment. For each technology, the report examines the science, the breakthroughs bringing it within reach and why this is the moment to pay attention. A strategic outlook developed with the Dubai Future Foundation then explores the conditions, investments and decisions needed to bring it to scale responsibly. Taken together, they illuminate where the frontier is moving, the breakthroughs that could define the decade ahead and what it will take to navigate them well. 출처: https://www.weforum.org/publications/top-10-emerging-technologies-of-2026/ 첨부파일: https://reports.weforum.org/docs/WEF_Top_10_Emerging_Technologies_Report_2026.pdf

(7월 WBCSD) Ask a company today whether it understands its physical climate risks, and the answer is almost always yes. Ask whether it’s built anything to actually manage them, and the room gets quieter. That gap ran through nearly every one of the 27 conversations behind this year’s Member Insights Report: Board support is growing. Turning it into budget and implementation is the next step Three years ago, the conversation looked different. When we interviewed members for our 2023 Member Insights Report, securing senior leadership buy-in was consistently identified as one of the biggest barriers to advancing climate adaptation. This year, that barrier appears to be easing: 52% of interviewed companies said board-level support for adaptation is now in place. But support hasn’t always translated into commitment at the next level: Only a third of companies have set, or are setting, formal adaptation goals, and none yet have a dedicated adaptation budget, though a third are working toward one. Many companies are already implementing adaptation solutions. For some, this is happening through a group-wide, consolidated plan; but for many others, it’s still ad hoc or site-specific, driven locally rather than centrally coordinated. Several companies also described adaptation happening quietly, without being tied to any formal strategy. Monitoring and evaluation lags furthest behind, and this isn’t unique to WBCSD members: S&P Global Ratings’ analysis of 70 European investment-grade companies in climate-sensitive sectors found the same gap, with monitoring & evaluation and metrics & targets both averaging 0% maturity across their sample. Adaptation is spreading across business functions Sustainability teams are no longer the primary drivers of this work. Local sites and business units, alongside risk and business continuity teams, operations, R&D, supply chain, and finance, are increasingly playing important roles. That breadth is a sign adaptation is maturing, but it also raises a question companies are still working out: as more teams get a stake in adaptation, who owns it, and how should it integrate into existing business processes? Three needs, echoed across sectors Leading and lagging companies appeared across every sector we spoke with. Across sectors and company sizes, the same three needs came up repeatedly: Measuring the value of adaptation. Without credible, shared methodologies for quantifying resilience benefits, it’s hard to build the business case that unlocks investment. Embedding adaptation into governance. Companies want clearer structures for ownership, and better ways to fold adaptation into planning processes that already exist, rather than running it as a parallel effort. Collective, system-level resilience. Even a well-adapted company remains exposed if key areas beyond its fenceline (its suppliers, infrastructure, or surrounding communities) remain vulnerable. Many interviewees made the same point: individual resilience only goes so far if the systems around a business haven’t adapted too. Addressing this will require coordinated action across value chains and with peers, public partners, and other stakeholders. Where this leads These insights into practical blockers standing between companies and building resilience are already shaping WBCSD’s work focused on adapting to physical risks. Particularly through Open Sesame, a joint initiative with the Federation of European Risk Management Associations (FERMA), WBCSD aims to build a unified framework for financing climate adaptation and resilience. Working on consistent climate exposure modelling, credible measurement of risk-reduction from adaptation measures, and clearer frameworks for evaluating resilience investments. This is one example of the direction WBCSD’s work is heading: working with businesses to quantify the value of adaptation, embed it more deeply into decision-making and governance, and act decisively to reduce their risk exposure. Many companies are ready to scale their adaptation action. The next step is turning that recognition into measurable, funded, and coordinated action. This is where we see the real progress in the years ahead being made. 출처: https://www.wbcsd.org/resources/most-companies-are-already-assessing-their-physical-risks-but-why-is-implementation-still-a-challenge/ 첨부파일: https://www.wbcsd.org/resources/most-companies-are-already-assessing-their-physical-risks-but-why-is-implementation-still-a-challenge/