An Unplanned Trajectory
Towards Impact
The trajectory into sustainability often appears deliberate, a conscious pivot towards a burgeoning field. Yet, for Rakesh Sharma, the journey commenced not through a strategic blueprint but through the meticulous work of an electronics engineer. His initial professional focus lay deep within the realm of component design. Here, amidst circuits and schematics, he encountered the subtle yet pervasive world of compliance activities. These were the essential requirements, the specific taggings and labels, necessary for electronic products to enter the market. Though initially perceived as a regulatory detail, this early engagement inadvertently connected him to environmental considerations. Was the nascent seed of environmental consciousness sown in the very mechanics of manufacturing and compliance protocols?
Sharma's path took an unforeseen turn when a new project propelled him into direct engagement with environmental regulations. He immersed himself in directives such as Reach and RoHS, governing hazardous chemicals whose presence in components could negatively "impact human and other living creatures". His task involved identifying and rectifying components containing these prohibited substances. This delve into chemical aspects, a domain explicitly "not part of my education", was a path he willingly embraced. The intricate interplay between component behavior and environmental considerations began to solidify a nascent interest. He recognized the implications of seemingly small material choices for the broader biosphere.
A significant shift in his understanding occurred in 2019, intensifying during the global re-evaluation prompted by the COVID-19 pandemic. Before this period, Sharma was "completely unaware of the sustainability and carbon emissions". The pandemic, however, offered a new lens through which to observe global shifts. "Sustainability," he noted, had rapidly become a pervasive "buzzword", universally applicable across diverse sectors, from electronics to transportation. He recognized a "huge exposure" and, critically, realized he had already navigated "half of the portion… in my past career" unknowingly. This ignited self-awareness became the catalyst for reframing his existing expertise within this burgeoning, vital field.
Presented with multiple career options, Sharma strategically chose sustainability. His background in environmental compliance for electronics provided a clear, custom-fit advantage. He sought to understand the driving force behind major corporations like Microsoft and Google setting ambitious carbon reduction and water neutrality targets for 2030. Mid-scale companies' increasing adoption of sustainability and eco-design principles affirmed the field's immense potential. This evolving landscape confirmed that his technical acumen could directly contribute to a critical global imperative, where his skill set was indispensable.
"Sustainability was not in the picture.
Even I was not aware of sustainability until before COVID."
From Components to Carbon
Through his work in component compliance, Sharma's unexpected entry into environmental considerations provided a potent foundation for environmental quantification. A pervasive challenge in this evolving field is clear: "Getting proper data is very tough". Sharma bypassed everyday data acquisition struggles. He meticulously sourced information directly from manufacturing plants. This hands-on approach involved personally weighing components and scrutinizing assembly processes. As he emphasizes, such granular collection, documenting everything from individual component mass for carbon emission evaluation to energy consumption and transportation modes, forms the bedrock of Life Cycle Analysis (LCA). According to him, LCA is fundamentally "a pure technical work in sustainability".
Numerical precision is paramount in LCA. Unlike broader, qualitative ESG aspects, LCA "only talk[s] with the numbers". The market compels this quantification. An electronic product for global sale requires specific certifications, like PP Eco-design. Buyers compare manufacturer quotes, factoring in "carbon embodied" or "carbon emission" data. The product with the lowest carbon footprint can be a decisive purchasing factor. This illustrates apparent market demand driving environmental impact quantification. Does this reliance on reported numbers reflect environmental reality, or are inherent assumptions still too pervasive?
LCA's practical application extends beyond mere reporting. Sharma's work transcends simply "capturing the carbon". It is "more into how you can rectify, like how you can change or upgrade your system to reduce carbon". By inputting collected data into specialized LCA tools, he identifies "hotspots" in a product's lifecycle where high carbon emissions occur. This detailed analysis generates actionable recommendations. Examples include selecting alternative, less carbon-intensive materials or optimizing supplier locations to reduce transportation emissions. Such insights directly translate environmental data into tangible operational and design improvements, impacting a product's environmental footprint.
Access to specialized LCA tools, however, presents a significant systemic barrier. These platforms are "very costly" and "not affordable" for individuals or academic institutions, therefore requiring specific security protocols. Sharma suggests that aspiring LCA professionals gain practical experience by securing roles and working directly with those using these tools. Readily available open-source learning materials are scarce. His expertise stemmed from direct tool training and persistent questioning of vendors. This points to a critical bottleneck: applied expertise necessitates access to proprietary, expensive platforms, raising questions about democratizing crucial skills.
"Getting proper data is very tough."
"I think it has to be on a hybrid model, and I think it. That will be the way forward."
The Business Imperativ
Integrating sustainability metrics into core business strategy is a recent, yet critical, development. Rakesh Sharma observes a shift in how companies approach sustainability. His previous organization engaged in sustainability due to "market demands", needing certifications like PP Eco-design to remain competitive in global sales. In stark contrast, his current role at Microsoft reveals a different ethos. Here, sustainability aligns with "set target[s] of 2030" and "dedicated rules and goals". This indicates a progression from reactive compliance to proactive, long-term strategic integration. When does sustainability evolve from a market requirement to an internal business driver?
Sharma emphasizes that numbers are the lingua franca of serious engagement for corporations. He notes that unless financial figures are attached to sustainability efforts, "the world's corporations will take you seriously." Investors, for instance, are increasingly scrutinizing climate risk as an investment risk, echoing statements from major corporate funds. This financial imperative pushes companies to quantify their environmental impacts, making sustainability measurable in terms that decision-makers understand. The transition from qualitative goals to quantitative metrics fundamentally shifts the conversation.
However, the path to comprehensive sustainability remains fraught with challenges for many Indian companies. Sharma points out a pervasive "problem of... resources to measure the things going on inside their... premises". Many lack the capacity "to measure emissions", "how to report it", or "what documents to keep when it comes to assurance". This deficiency extends to a talent gap, particularly a previous scarcity of "sustainability professionals". These gaps prevent many from accurately assessing their environmental footprint and effectively designing strategies to reduce it.
Despite these hurdles, Sharma notes a positive trend. The situation has "improved". Companies now increasingly recognize the need for "qualified sustainability professionals" in-house. New regulations like India's Business Responsibility and Sustainability Report (BRSR) compel top companies to provide detailed sustainability reports, driving greater transparency and accountability. This regulatory push, increasing investor scrutiny, and growing public awareness force businesses to move beyond greenwashing. The ultimate goal is authenticity: to "do whatever you have, you know, limited resources to and portray whatever you are doing."
The Value of Expertise
The challenge of implementing sustainability initiatives within corporations often encounters systemic inertia concerning financial priorities. When confronted with a Chief Financial Officer whose focus is inherently driven by quarterly figures, the language of sustainability must evolve. Sharma observes that numbers provide the necessary gravity. Attaching quantifiable metrics to sustainability targets transforms them into recognizable business objectives. For instance, alongside a target to reduce taxes by a certain percentage, an individual could also be tasked with facilitating a specific tonnage of CO2 emissions within a quarter. Integrating environmental performance into key performance indicators (KPIs) or key responsibility areas (KRAs) ensures sustainability becomes a non-negotiable part of financial accountability. It provides decision-makers with concrete data to assess risks and opportunities.
India's approach to implementing sustainability regulations, such as the BRSR, demonstrates a pragmatic balance. Sharma describes a "carrot and stick model". Regulators do not immediately impose stringent checks. At first, they require top companies to publish reports, then gradually introduce assurance requirements for a smaller subset. This phased implementation allows for capacity building. The incentives are significant: companies with BRSR reports gain access to "green bonds, green deposits", opening up broader financial markets. This balanced approach, blending initial flexibility with increasing stringency and clear benefits, contrasts with models that rely solely on punishment or reward. It suggests a strategic understanding that sudden, rigid demands may deter compliance rather than foster it.
A critical observation from Sharma concerns the evolving role of sustainability professionals themselves. Advising senior executives, particularly those with decades more experience, might seem daunting due to a perceived "lack of hierarchical power". However, Sharma posits that influence stems directly from specialized knowledge. Age or position becomes secondary when an individual possesses critical skills. He recounts an instance where a real estate company's emissions were drastically reduced after a consultant, regardless of age, provided accurate methodologies. If last year's emissions were 100, this year's were 4. This demonstrates that expertise commands attention and elicits notes from C-Level Executives when applied effectively.
The demand for qualified sustainability professionals has risen. Sharma noted that companies were "... hunting for sustainability professionals", leading to a "dry market". While initially dependent on "internal persons... half capable", the situation has "improved". He states most companies now have a Chief Sustainability Officer (CSO). This strategic hiring indicates a growing recognition that sustainability is too complex to manage alongside regular business operations. As regulations tighten, companies require in-house expertise to navigate GHG emissions, water usage, waste management, and other myriad branches of ESG. This institutionalization of sustainability leadership clearly indicates its increasing strategic importance within the corporate structure.
"So an investor, as soon as he sees a company like that, will understand that if a company is rated A, it has excellent prospects."
Human Intelligence
and Digital Tools
The rapidly advancing landscape of artificial intelligence poses a question for the future of specialized fields like sustainability. Sharma proposes that AI "can only do what humans can". While AI tools can automate many aspects of sustainability reporting, such as compiling basic company information or calculating emissions once data is inputted, human intervention remains critical. According to Rakesh, determining the correct emission factor for calculations or devising strategies when raw data is unavailable requires human judgment. A computer, he continues, can compute, but it cannot conceptualize missing data points or interpret the nuances of a factory floor where meters may not exist.
Sharma suggests a hybrid model, blending human intelligence with AI capabilities. This approach capitalizes on AI's strengths in "reporting aspects in many ways", particularly for non-interpretive data entry. The "real human interventions" are required for crucial decisions: "in the calculation of emissions, deciding on the score, on the emission factor". He foresees a collaborative dynamic where AI performs its best at data processing, allowing humans to focus on complex problem-solving and strategic choices. This symbiosis would enhance efficiency without compromising the integrity of insights.
India's future in sustainability is distinct. It grapples with fundamental challenges before confronting more advanced issues. Sharma identifies primary obstacles as "awareness, education, and communication." Companies, particularly beyond the top tier, still lack a foundational understanding of reporting framework purposes and their strategic value. This systemic knowledge gap and communication shortages precede concerns about "greenwashing" or sophisticated data analysis. Until elementary awareness is widespread, advanced sustainability practices will face inherent limitations.
Despite these challenges, Sharma expresses optimism for India's path. The education system's evolution plays a significant role. Access to knowledge has expanded dramatically. He points out that with a "single laptop and Internet connection", individuals can "learn anything". This has fostered a culture of "upskilling along with their work". This access to education and a generational shift in leadership indicate a promising future. This new cohort, driven by acquired knowledge rather than mere seniority, brings "freshness into the system". This evolving dynamic suggests a greater capacity for adapting to and driving sustainability initiatives, making the nation "on the way".
"Leave no stone unturned, because you never know what lies under those stones."
What I learned from Rakesh Sharma
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Technical Precision is a Sustainability Asset: An engineering background, particularly in electronics and manufacturing, provides a unique and indispensable lens for quantifying environmental impact through methods like Life Cycle Analysis (LCA).
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Data Acquisition is a Critical Bottleneck: Sourcing accurate, granular data at the grassroots level remains a significant challenge for comprehensive sustainability reporting and impact assessment, especially in complex supply chains.
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Financial Metrics Drive Corporate Action: Corporations, especially investors, take sustainability seriously when translated into quantifiable financial terms. Numbers become the compelling language for strategic integration.
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Expertise Trumps Hierarchy: In a rapidly evolving field like sustainability, specialized technical knowledge can command significant influence, allowing professionals to drive change even at the executive level.
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Hybrid Approach for Future Sustainability: The future of sustainability solutions lies in a hybrid model that intelligently blends AI's data processing capabilities with human judgment for complex problem-solving and strategic decision-making.
Open Questions
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Question 1: Rakesh Sharma's journey highlights the unexpected entry into sustainability from a technical background. How can educational institutions and industries proactively identify and cultivate latent sustainability potential within traditionally non-environmental disciplines, creating interdisciplinary experts for future challenges?
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Question 2: Sharma emphasizes that precise data is crucial for LCA. However, he also notes challenges in data availability and transparency, particularly in India. How can the regulatory frameworks and industry collaborations evolve to mandate greater data transparency and standardization across diverse supply chains, enabling more accurate quantification and accountability?
Comprehension Challenge: Rakesh Sharma
Philosophy
Rakesh Sharma's journey from electronics engineer to LCA expert underscores the power of quantifiable data in driving sustainability. He highlights that while numbers are crucial for corporate engagement, obtaining accurate data and fostering transparency remain significant hurdles, especially in complex supply chains. This challenge tests the application of his data-centric approach in a scenario where precision is demanded, but foundational data integrity is questionable.
The Scenario
Imagine 'Priya,' a sustainability consultant hired by a mid-sized Indian electronics manufacturer, 'EcoTech,' which supplies components globally. EcoTech has recently committed to ambitious carbon reduction targets to meet increasing demands from European buyers. Priya's mandate is to conduct a comprehensive LCA for EcoTech's flagship product. However, she quickly discovers that while EcoTech collects some operational data, information from their Tier 2 and Tier 3 suppliers (raw material sourcing, minor components) is scarce, inconsistent, or deliberately vague, reflecting a pervasive "lack of transparency". Her internal contact at EcoTech, a long-serving procurement manager, views her data demands as an unnecessary burden, prioritizing supplier relationships over detailed environmental reporting.
Priya needs to deliver a credible LCA report quickly to maintain key international contracts, but without reliable upstream data, her calculations will be based on significant assumptions, risking accusations of "greenwashing." The procurement manager insists that "everything is fine" with current suppliers and fears that demanding more data will disrupt long-standing relationships and increase costs.
The Task
on Rakesh Sharma's insights into data challenges, transparency, and the business imperative of numbers, advise Priya. How should she:
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Prioritize data collection efforts to achieve a credible LCA within limited time and resources, acknowledging the "tough" reality of obtaining granular data.
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Can we engage the resistant procurement manager by translating the LCA's "business imperative" into his language of "time and cost" and long-term market competitiveness, beyond mere compliance?
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Address the "lack of transparency" from Tier 2/3 suppliers without disrupting critical supply chains, perhaps by proposing a phased approach or leveraging industry benchmarks where direct data is unobtainable? Develop a strategic framework for Priya to navigate this data integrity challenge, demonstrating the practical application of Sharma's data-driven philosophy in a real-world business context.