Global engineering and IT conglomerate Hitachi is committed to making the “decarbonization of society” a reality. Through its sustainable business practices and its public-private partnerships, it acts as a catalyst for climate action from the inside out.

Hitachi and 51·çÁ÷believe in bringing profit and planet together. As Alistair Dormer, chief environmental officer and executive vice president of Hitachi Ltd., says, “Decarbonization is good for the environment and good for business.”

Utilizing technology solutions to address climate change, Hitachi shows how digitalization and the decarbonization of society can coexist by taking the following steps.

Empowering Employees as Sustainability Ambassadors

Hitachi empowers its employees to step up as sustainability ambassadors and embody its philosophy of “powering good.” Employees across all levels of the organization are encouraged to deliver sustainability value through business activities and as global citizens. Hitachi uses digital e-learning tools to promote greater environmental awareness and has a specialized group training on environmental risks and compliance once a year. It is also integrating sustainability into executive key performance indicators, providing financial and sustainability performance links to motivate employees to take actionable steps to mitigate climate change.

Decarbonizing Core Operations

In 2021, Hitachi pledged to be carbon neutral in its operations by 2030, as part of its . To reach this ambition, Hitachi uses solar, wind, and other forms of renewable energy at many of its business sites. Nine of its sites across the United States, Europe, and Japan have completely transitioned to using 100% renewable energy. Its rail business in Italy installed solar panels on its factory roof, which is expected to save the site in energy costs, illustrating firsthand that companies can see financial returns on environmental investments. Through these types of transformative changes, Hitachi is closing the gap to reaching its carbon neutral ambitions.

Creating Accountability across the Value Chain

In addition to going green in its own operations, Hitachi pledged to achieve carbon neutrality across its entire value chain by 2050. Business leaders at Hitachi recognize that to advance its bold vision to decarbonize society, it must extend its influence beyond the boundaries of its own business processes. As a lead manufacturer in the transportation industry, Hitachi aims to make sustainable transportation options more extensive and accessible. By reimagining transportation, Hitachi hopes to digitalize the future of transport and simultaneously improve the whole passenger journey while making the environment a top priority.

Scaling with Ecosystem Partners

Hitachi has developed an expansive ecosystem of multi-stakeholder partners to advance its sustainability objectives and has been a key customer of 51·çÁ÷for over 25 years. Today, Hitachi runs a large majority of its enterprise resource planning (ERP) systems on 51·çÁ÷software and is transitioning to . To further Hitachi’s sustainability strategy, it recently held several sustainability workshops for various global business units with SAP.

“Digital transformation plays a fundamental role in the realization of Hitachi’s ambitious climate goals,” shares Dormer. “Hitachi’s long-standing partnership with 51·çÁ÷continues to advance our sustainability efforts and sets us up today to be a profitable and sustainable business tomorrow.”

Hitachi also firmly believes that the public and private sector must collaborate to achieve long-lasting change and cooperates closely with governments and key intergovernmental institutions to tackle climate change together. Hitachi joined the UN Race to Zero campaign and was the first Japanese company to serve as a principal partner of COP26, the recent climate change conference in Glasgow.

Recently, Hitachi worked on an Office of Gas and Electricity Markets (Ofgem) funded innovation project to develop the UK’s electric vehicle (EV) infrastructure through digital innovation. Working with a consortium of partners, it created a system to collect and analyze data from vehicles and the network of charging stations to optimize EV charging in the most efficient way. By sharing best practices and engaging in capacity building activities, Hitachi not only sets a strong example but also enables other actors to realize their sustainability ambitions.

Finally, Hitachi is investing over over a three-year period on research and development of high-efficiency products, energy management systems, and hydrogen-related technologies to help unlock digital innovation to achieve a decarbonized society. This research will be beneficial not only to Hitachi, but also to other cities, governments, and companies looking to reduce emissions and make a positive impact on the environment.

As a front-runner in the sustainability space, Hitachi offers a powerful example of how organizations can accelerate climate action from the inside out. Hitachi empowers and educates its employees and leverages the power and reach of digital technologies to accelerate its progress towards its Sustainability 2030 plan. 51·çÁ÷is proud to work with Hitachi and to showcase the innovative ways in which our customers are taking concrete actions towards tackling climate change and working with other global players. We are all in this together.

To learn more about SAP’s sustainability initiatives, visit .

Vivek Bapat is senior vice president of Purpose and Sustainability Marketing at SAP.

From its earliest days as a pilot project on Kickstarter,ĚýĚýpositioned itself as a challenger brand by identifying sustainability as the core differentiator. This would help it appeal to an emerging class of consumers who were increasingly environmentally, economically, and socially conscious.

But putting this differentiation into practice is easier said than done. It required a revolutionary approach in the entire shoe-making value chain. This could help ensure a superior product that delivered on sought-after attributes such as quality, comfort, fit, reliability, and price, yet made fully with eco-friendly practices.

Allbirds co-founders and co-CEOs Tim Brown and Joey Zwillinger both like to say, “Mother nature made us do it.” Brown was an all-star athlete and footballer from New Zealand that was familiar with the unique qualities of merino wool. Zwillinger was an engineer and an expert in renewables – both unlikely entrepreneurs but with a clear vision.

Less than a year after officially launching, Allbirds became a certified B Corporation, dedicated from its inception to making the most sustainable footwear possible while actively working to minimize its environmental impact. The California-based company crafts running shoes, and now even apparel and accessories, using planet-friendly natural materials such as merino wool and eucalyptus tree fibers ­– forsaking the synthetic materials commonly used in competing products.

Innovating a quality running shoe that is comfortable to wear and treads lightly on the planet has made Allbirds something of a runaway success. In its first two years, the company sold more than one million pairs of its green sneakers and expanded its e-commerce operations into brick-and-mortar stores.

Today, several factories feed into Allbirds’ nine distribution centers around the world, which supply its 25 physical retail stores, with the potential to reach 2.5 billion customers through digital commerce. To ensure that consumers can gain full visibility into the environmental impact across the supply chain, the company labels every product it makes with its individual carbon footprint, holding themselves accountable to their mantra to “create better things in a better way.”

This kind of rapid success requires a strategic and thoughtful approach to managing the complexity of building a socially responsible global supply value chain. Allbirds confronts the challenge head on by developing meaningful, multi-year relationships with its suppliers to ensure ethical and humane manufacturing practices and demanding full transparency into its partners’ supply chains. This safeguards social responsibility across sourcing and procurement.

With a long-term outlook from the beginning, Allbirds’ founders made the decision early on to invest in a single software platform. Allbirds wanted to invest in an enterprise resource planning (ERP) system that could help the company manage the entirety of its business in the present and continue to do so as it evolved and grew, all while keeping its commitment to sustainability at the forefront.

“We were really deliberate in making technology investments that would scale with our business,” said Zwillinger. “We needed to recognize how customers want to be served and offer an immersive cross-channel experience on mobile, Web, and in the store. To do this, we needed robust and connected real-time digital technologies, giving us visibility into our inventory. We also needed to personalize that experience for our customers, whether it’s online, pick-up in store, or ship-from-store, as well as be able to merchandize our products in a personalized way on our digital platforms.”

Meeting these wide-ranging needs and more, Allbirds adopted as the foundational business infrastructure to help underpin its fast-growing business, track its inventory in real time, and trim waste.

In addition to supporting sales growth, managing marketing, and engaging customers through social media, Allbirds relies on 51·çÁ÷solutions to help it achieve specific business goals. This includes creating one financial system of record for all transactions throughout its global operations and embracing new cloud technologies to help it become a more diverse, capable, and responsible global employer.

And with connected technologies across its operations, Allbirds can calculate and monitor its carbon footprint from design and delivery to supporting ongoing innovation to deliver new products and services that delight customers everywhere.

By avoiding shortcuts and sticking to its values, Allbirds’ success story shows that what’s good for the planet is also good for business.

Vivek Bapat is part of Purpose and Sustainability Marketing at SAP.
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What’s worse is that this model also contributes to more than two-thirds of global greenhouse emissions, creating a vicious cycle of economic, social, and environmental inequality.

If we are to create a sustainable future, we must effect massive change.

Imagine a future that looks greener, cleaner, and more equal than the world we live in today. A world of zero emissions, zero waste, and zero inequality.

At SAP, we dare to not just dream about this aspiration, but to power the technology and innovation that is required to activate this bold vision into reality. Technology that can enable businesses to fundamentally rethink how they manage their carbon footprints, design new business processes that create opportunity rather than generate waste, and provide the transparency and regulatory compliance to hold ourselves accountable to the highest standards of economic, social, and environmental governance.

Inspired by the notion that sustainable businesses can effectively lead the way to this ambition, we are launching a new series, Chasing Zero.

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Chasing Zero will feature executive thought leadership and provide unique points of view and insights into sustainability-related transformation from some of the most forward-thinking companies in the world. It will highlight best practices from the global 51·çÁ÷ecosystem of leading thinkers and academics, as well as customers and partners.

To learn more, visit . There you can fill out a submission form to share how your company is also chasing Zero.

• Watch the .
• Engage in the conversation by following #ChasingZero and #SAP4Good.

Together, let’s start “chasing zero” to enable a better tomorrow.

Vivek Bapat is senior vice president of Purpose and Sustainability Marketing at SAP.

If we fast forward to 2050, an additional 2 billion more people on this planet will need to be fed, requiring us to roughly double our food production. If left unchecked, the devastating and long-reaching effects of food insecurity will become even more critical.

As the world’s largest sector, accounting forĚýĚýand employingĚý, the food industry can be a significant catalyst for change.ĚýCollaborative, multi-sector efforts to implement new policies, processes, and incentives that provide equitable access to a healthy diet can significantly improve well-being and quality of life.

Last month, I participated in on behalf of SAP, hosted by the United Nations (UN) World Food Program. This thoughtful discussion with senior leaders — Tony Miliken, chief procurement and sustainability officer, AB InBev; Rebecca Marmot, chief sustainability, Unilever; and Ute Klamert, assistant executive director, World Food Program — focused on the challenges and opportunities of coming together to help solve the burgeoning food insecurity crisis and create a sustainable and healthy future for all.

Globally, 51·çÁ÷customers run incredibly complex supply chains to . Traditional supply chains designed for scale and operational efficiency have faced massive disruption in the face of COVID-19. Consumer preference changes due to job losses and shrinking paychecks, displacement of access points, closing of borders, lack of economic assistance to local farmers, labor shortages, and upheaval in logistics and freight have created a need for these supply chains to be redesigned for speed and resilience. This hyper localizationĚýof global supply chains presents new opportunities for innovation.

While from farm to fork, food is the centerpiece of the supply chain, data is its close cousin. When we can use data to effectively gain more insights, reshape business processes across networks, and improve sustainability without compromising on quality, we can effectively serve the new demand and supply equation.

Impactful examples of this approach include the , which emerged out of the program and connects the needs of non-governmental organizations, social enterprises, and businesses to provide better and faster services in times of crisis. Additionally, , a child health and wellness nonprofit, combines the power of 51·çÁ÷technology and GENYOUth’s network of schools to connect families to local resources and help ensure the distribution and delivery of nutritious meals during COVID-19. And Ellsworth Foods continued to service an increasing stay-at-home market through a quick expansion of operations and two, new, no-touch delivery options with 51·çÁ÷Business One.

Food represents a fundamental human need but it also plays a personal and cultural role in each of our lives. Without enough access to healthy food, we cannot live to our fullest potential. Sustainable and secure access to proper nutrition precedes the ability to pursue educational opportunities, make economic gains, and drive progress toward equality for all.

We should begin to see food as not only essential to our survival, but critical to solving many of the systemic global issues we face related to inequality, employment, and climate change. In the famous words of John F. Kennedy, “The war against hunger is truly mankind’s war of liberation.”

Vivek Bapat is senior vice president of Purpose and Brand Experience at SAP.
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is impacted by mental health challenges. Even before the crisis hit, a by SAP, Qualtrics, and Mind Share Partners, published in the Harvard Business Review, found that close to 50 percent of millennials and 75 percent of Gen Zers have left jobs for mental health reasons.

The current state of the world and its adverse impact on mental health poses an even greater risk to employee well-being and performance. A conducted by SAP, Qualtrics, and Thrive Global found that more than 70 percent of employees feel less productive and over 85 percent expect increased distraction to negatively impact their work. Companies cannot afford to ignore these sentiments.

As work from anywhere becomes the norm and digital turns into the new social, leaders must find new ways to proactively nurture positive human connections and social interactions among co-workers. Previously, when physical gatherings were not quite as threatening, these types of exchanges tended to occur spontaneously.

As an optimist, I believe that there is a silver lining to the existential, historic hardships we all face. There is a generational opportunity to create a better future by prioritizing a new style of leadership, one that fosters and creates a culture of kindness in the workplace to safeguard against declining mental health.

It has already been scientifically proven that . What if we used the idea of kindness as a contagion in a positive way to fight against the negative physical and mental contagion caused by the virus?Ěý

How Kindness Fosters Workforce Happiness

Kindness is associated with friendliness, generosity, compassion, and benevolence. Yet these gentle words fail to recognize the strength and interpersonal skills of those who practice kindness toward others and themselves. Kindness is the superhuman capability we all have. It is free, easily accessible, and unlimited. Kindness does not always mean being in service of others; it can also mean being kind to yourself. Even a simple, small act of kindness has the exponential power to change the world and significantly improve our emotional and physical well-being.

To reinforce our commitment and dedication to leading with kindness, 51·çÁ÷is participating in the third annual , hosted by , Lady Gaga’s . The campaign, which runs from September 1 to 21, invites academic, corporate, and non-profit organizations, as well as individuals, to participate in daily acts of kindness and contribute toward .

By engaging in an intentional act of kindness every day for 21 days, the #BeKind21 campaign encourages participants to make kindness a habit, commit to compassion, and foster genuine connection. It empowers people to treat kindness as a verb and take conscious action to uplift the spirits of those around them.

Throughout the campaign, we will share our calendar with 21 daily suggestions for how to practice kindness. Have a virtual lunch date with a friend, get someone to laugh out loud, or send a kind note to a loved one. Start your day by journaling three things that you are grateful for. Take time for yourself and read an inspiring article or some pages from your favorite book. Treat yourself to some downtime with a meditation experience. Play an active role in expressing compassion for yourself and others.

These acts of kindness will live on and will inspire others to do the same.

#LifeatSAP

At SAP, we are committed to building a . As leaders, we can model transparency and treat vulnerability as a strength. Starting a meeting by simply asking how colleagues are doing or thanking colleagues for their work creates a sense of connection, particularly in a virtual workplace, where it is easy to feel distant. By sharing our own challenges, we can open the door for others to share their mental health concerns and provide a path toward accessing resources to address them.

Technology can be an ally in augmenting culture and making it more tangible. One such example is a new application developed to facilitate human interaction and alleviate loneliness and isolation felt by many 51·çÁ÷employees. The via video chat for virtual lunch dates and hosted a virtual barbeque for 1,700 employees complete with a butcher, recipes, and step-by-step instructions. Virtual fireside chats, online wine tastings, and film screenings have also provided opportunities for employees to connect. These types of activities can significantly improve the health and well-being of employees and provide a space to practice kindness and to osupport fellow colleagues.

Take Action

Join us in destigmatizing mental health and spreading the contagion of kindness in the workplace and the world, starting with the people we interact with every day.

Pledge to .

Vivek Bapat is the senior vice president and head of Purpose and Brand Experience at SAP.

The dire, existential urgency of the COVID-19 pandemic has cast a long shadow over our once open and seemingly prosperous society. We have had to close borders and shut down businesses, schools, and social centers – separating people physically, economically, and socially.

Within a matter of days, predictable customer demand evaporated, global supply chains designed for up-to-the-minute efficiencies floundered, remote work became the new model for employment (for those fortunate enough to still be employed), and a vast ecosystem of once-thriving large and small businesses struggled to stay viable or simply maintain continuity.

While the world was transfixed on the pandemic and its aftereffects, long-standing inequities in our societies were inflamed by recent events in the U.S., culminating in global public demonstrations against systemic racial injustice and hate, and opening the door for deeper and much-needed action on diversity and inclusion.

Separately, the climate crisis has drawn the attention of in light of new evidence that we are not doing nearly enough to rescue our planet. In May, scientists recorded the in the atmosphere over the last 3 million years, despite reduced emissions from travel and commerce during COVID-19 lockdowns.

Meanwhile, as the world’s population continues to grow at a blistering pace and digitalization, automation, and artificial intelligence (AI) disrupt major industries, over half of employers say they still cannot find the talent they are looking for – .

At first glance, the historic events of 2020 may seem random and disparate, or an unfortunate confluence of circumstances beyond our control. But if you subscribe to the theory of the and look more closely, you might begin to see some of the ways that the sources of the climate crisis, inequality, and health are interconnected.

The Circular Economy and Climate Change

COVID-19 exposed the lack of resiliency in our supply chains. More thanĚý and add to the fragility and enormous waste generated through overconsumption. to fix these system-wide issues.

The circular economy addresses many of these imbalances by incorporating the reusability of products flowing through the supply chain to reduce problems of waste and pollution. This revolutionary approach to integrating sustainability from the beginning of product development has built around participating nodes of the chain.

Implementing these sustainable solutions has the potential to unlock in economic growth while promotingĚý, reducing carbon emissions by , and reducing waste by 90 percent – all of which ultimately help addressĚý: climate change.

Innovators Rise in Times of Crisis

The United Nations (UN) recently announced a toward achieving the 17 Sustainable Development Goals (SDGs), igniting an accelerated push to find solutions to the world’s biggest challenges by 2030. While some skeptics might argue that economic progress has papered over many of these deep fault lines, . In order to help rescue the planet and create a more peaceful, inclusive society, leading with purpose has never been more important and necessary than it is today.

However, because these problems are complex, interconnected, and transnational, no single entity can solve these problems alone. It takes a network of engaged communities coming together to co-innovate sustainable solutions to these social, economic, and environmental challenges. This is where 51·çÁ÷can help.

51·çÁ÷is committed to its purpose to help the world run better and improve people’s lives. As a company, we are uniquely positioned to lead in co-innovating new technology solutions to these global issues with our 450,000 customers, partners, social enterprises, governments, entrepreneurs, and thought leaders within the 51·çÁ÷Purpose Network program. With 77 percent of financial transactions touching an 51·çÁ÷system, we represent the heartbeat of business.

In addition to our to COVID-19, we are proud to share the , who have led in of our time – whether helping procure ventilators, fostering remote employee well-being, sourcing hospital beds, pivoting production lines, or supporting local communities. Through it all, they have shown that the core of what 51·çÁ÷delivers – running the world’s most critical business processes to help build an intelligent enterprise – has never been more essential.

SAPPHIRE NOW Converge: Purpose and Sustainability

During , premiere broadcasts on will start June 15, as experts are profiled on their views about these global challenges.

Cristianne Close, the global market practice leader at the (WWF) will focus on sustainable development and market access strategies with leading global businesses to develop inclusive value chains that support sustainable supply and demand. In a special 51·çÁ÷broadcast, she will shine a light on the intersection of business, technology, and sustainability to explore new ways businesses can respond to climate change, sustainable land use, and the COVID-19 crisis. This topic is too big for any one company to take on alone, she says. Find out how you can be part of the solution during this premiere. .

A second digital broadcast will explore the untapped potential of the circular economy. Today only into the economy, a percentage that is actually decreasing each year. Experts Susanne Stormer, chief sustainability advisor and vice president at Novo Nordisk, and Daniel Schmid, chief sustainability officer at SAP, will discuss how businesses can take a holistic approach to balancing the environment, society, and economic sustainability to create business value for both people and the planet. .

Stay informed on how these mission-critical topics impact business and society on the new platform. Join this global community of purpose-driven leaders and social changemakers to engage in a collaborative movement aimed at the challenges and opportunities that create positive economic, environmental, and social impact. Curated on-demand sessions provide inspiring examples of how organizations innovate with purpose to improve people’s lives by using 51·çÁ÷software and services.

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Vivek Bapat is senior vice president and head of Purpose and Brand Experience at SAP.

Unlike many other disruptions we have weathered through in the past, this is an existential threat to the way we work, live, and play. Every well-crafted business strategy playbook has been temporarily paused as leaders respond to the urgency of the moment, which is to take care of the health and well-being of their people.

As the world pivots quickly to the new normal, a completely different culture of work is evolving. Social distancing is the new anti-viral, requiring each one of us to do our part in preventing further spread. And with social distancing, remote work is the new norm.

As people come to terms with this new reality in their work and life environments, we are likely to drive an accelerated adoption of entirely new behaviors and technologies, many of which will be here to stay post-crisis.

Not too long ago, in 2018, The Bureau of Labor Statistics estimated , while the Organization for Economic Co-operation & Development (OECD) estimated . Enterprises that may have emphasized employee co-location as a driver of success in the past are now left to quickly figure out how to manage business continuity, employee engagement and health, and customer success. Despite basic productivity tools such as Slack and Teams or video collaboration tools such as Zoom, enterprises worldwide are still struggling in how to navigate the “new normal.”

At SAP, our purpose is to help the world run better and improve people’s lives. Now more than ever before, we know we need to find solutions together, as part of a global purpose network, an ecosystem of customers, partners, influencers, non-profits, government institutions, and agencies.

The worst of times calls for the best in all of us. In that spirit, we are incredibly privileged to collaborate with an ecosystem of business-to-business (B2B) startup partners through the SAP.iO program. By virtue of being digitally native, managing a distributed workforce has always been their de-facto way of conducting business.

Here, we share some of their best practices, solutions, and thought leadership — ranging from daily execution to employee engagement to customer management and success. This list is by no means exhaustive and will continue to grow over the coming weeks as more startups demonstrate their distinctive solutions that can help businesses survive the downturn, but also set them up to thrive during the upturn.

provides visibility to internal employee capacity, supporting short-term secondments for companies with multiple locations within a geographical boundary — for example, Paris. Customers like hotel chains and convenience store chains have been actively using Andjaro to re-allocate employees, such as store clerks, so customers’ needs can be met even in cities undergoing lockdowns.

The platform connects employees to on-demand professional coaching in the key moments that define the employee experience. Bravely has leveraged its experience in the current environment.

enables shippers more accurate delivery forecasts and exception management, at a SKU level, in multi-modal container-based transport. Brands trust the platform to drive efficiency and help eliminate waste in global logistics and international freight transportation. Clearmetal has been active in publishing thought leadership to help companies through the crisis.

facilitates growth in-management capability and organizational health through passive data acquisition and analysis of employee feedback. Cultivate recently published research on important manager behaviors for . In addition, the company is allowing new customers to pilot Cultivate for free for the rest of 2020 with no user limits, and is also bearing the associated costs of installation, setup, and training to accelerate customer onboarding.

enables employees to recognize and commend each other where “work lives” in manners aligned to company values, subsequently analyzing and building increased employee engagement.

provides a mobile microlearning platform that facilitates creation and delivery of the right amount of content at the right time in order to maximize learning and retention. Gnowbe is currently helping enterprises create a seamless digital learning journey as employees continue to build skills and learn, including free, immediately relevant multi-language courses in and .

is a startup tackling hunger by connecting sources of surplus food with those in need, such as food banks. To help communities in need at this time, Goodr has introduced , including an emergency one-time pick-up request option for businesses looking to donate surplus food to a local non-profit, as well as opportunities to sponsor deliveries to those who are less fortunate.

The well-being and performance platform leverages behavioral psychology, neuroscience, and artificial intelligence (AI) to support and improve employee health and wellness. The company’s provides curated resources for individuals, managers, teams, and senior leaders.

Ěýoffers a psychometric-based talent acquisition and management platform approach to providing organizations with the data they need to acquire and manage talent. Plum enables organizations to prepare for the future of work by helping ensure the right talent are in the right roles, in a bias-free manner.

is a leading platform for real-time on-demand digital incentives, payouts, and rewards due to eGift cards. In the current environment, companies such as retailers and brands are using WeGift to reward their customers and consumers and to keep and maintain their loyalties and relationships.

curates virtual teams of contingent creative and marketing experts on the fly to deliver quality marketing content on time and at scale, in a cost-effective manner. From day 1one Wethos has operated in a virtual manner — the company has no offices — and is sharing its best practices on remote work, including , , , and .

During a crisis, communication is king. Companies that choose to embrace innovative ways of working, communicating, and engaging their employees, customers, and partners can quickly create distinctive advantages that will sustain for years to come.

We’ll profile many of the SAP.iO startups on 51·çÁ÷Purpose Network Live, a virtual event platform that brings together our global purpose network to unlock the power of co-innovation at scale. The events will feature sharing of thought leadership, bold new approaches, and inspiring stories on how both startups and the rest of the 51·çÁ÷ecosystem are activating products, programs, partnerships, and global communities to support relief efforts for COVID-19 and accelerate solutions to urgent world challenges.

Ram Jambunathan is senior vice president and head of Corporate Strategy at 51·çÁ÷and managing director of SAP.iO.
Vivek Bapat is senior vice president of Purpose and Brand Experience at SAP.