0:00:01.047,0:00:03.171
Lindsay Levin: So Dave,[br]in just a few months,

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you transition into a new role[br]as CEO of consumer retail at Amazon.

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That's a big role.

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How will climate sit[br]as a priority for you,

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given all the other things[br]you'll have on your plate?

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Dave Clark: We've spent[br]much of our end of the summer

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in smoke-filled Seattle,

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unable to enjoy the majestic[br]Pacific Northwest due to all the fires

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that encompassed the West Coast[br]of the US this summer.

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Climate is a very real challenge[br]for all of us, not just at Amazon,

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but in our daily lives at this point.

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And I've been focused on this[br]with the team and with Kara for years now.

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In fact, we've embedded[br]the sustainability teams

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inside of our operations team,

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as opposed to being[br]a separate part of the company,

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because we wanted those teams[br]connected with the groups

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that can actually make change.

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LL: Kara, can you describe[br]a couple of the biggest hurdles you face

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as you work to reduce[br]the carbon footprint

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of a company like Amazon?

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Kara Hurst: One of the really exciting[br]but also complex things about Amazon

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is the diversity[br]of businesses that we're in,

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the range of services and products,

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of industries and different types[br]of buildings and stores

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and fulfillment centers,

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and of course, all of our online[br]infrastructure and business as well.

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And we're committed to reaching[br]net zero emissions.

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I think our size and our scale[br]can actually be a tremendous advantage.

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It forces us to think about[br]our carbon footprint

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throughout all of our businesses,

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our operations, our technologies,[br]our services, our products.

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And at one end,

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we want to power our operations[br]by 100 percent renewable energy by 2025,

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but we're also making sure[br]that when you receive a shipment,

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we're at net zero carbon[br]all the way through those operations.

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And we want to do this[br]in a very Amazonian way.

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So we took a number of years to build[br]what we call "a carbon system of record."

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These are tools that allow us[br]to think about this holistically

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across the company.

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LL: Dave, Amazon has made a pledge,

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you call it "the Climate Pledge,"

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to be net zero across[br]your business by 2040.

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That's 10 years ahead[br]of the Paris Agreement.

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Give us a sense of the scale[br]of transformation that that calls for

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across your operations.

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DC: It's very daunting.

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When we started this process,

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we started from a position of science,

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of digging in and understanding[br]all the inputs of our business,

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what parts of our business create[br]and put carbon into the environment,

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what are the elements,[br]each piece of that process,

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and how do we improve them.

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And as we started looking at that,

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we said, well, how are we going[br]to meet these objectives?

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And it really requires innovation across[br]almost every aspect of the business,

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whether it be in our renewable space,

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whether it be in electrification[br]of our vehicles,

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whether it be in[br]our packaging and processes,

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whether it be working with manufacturers.

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Essentially, the entire span[br]of our supply chain

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is required to modify to meet[br]the objectives of this over time,

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which is why the Climate Pledge[br]was so important.

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LL: Kara, the Climate Pledge[br]is not just about Amazon.

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You're inviting other[br]companies to join you.

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KH: We know with the Climate Pledge[br]we cannot do this alone.

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It's going to take companies,

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but partnership also with governments[br]and communities and individuals

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who will come up with solutions[br]and new technologies.

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We want to engage our full supply chain

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as well as other companies,

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and we're really excited[br]that already 11 major organizations

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have signed on to[br]the Climate Pledge with us.

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We want to accelerate innovation,

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and we've established[br]a two-billion-dollar Climate Pledge Fund

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to invest in these companies

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whose products and solutions[br]will facilitate the transition

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to a low-carbon economy.

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So we know this is[br]a very ambitious challenge,

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but we want to make the greatest impact[br]in the shortest possible timeline,

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and it's exciting to share the complexity[br]about how we think about this at Amazon

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with other companies

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and invite them to come along with us.

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LL: Dave, when[br]a company like Amazon moves,

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it can have a huge impact[br]across supply chains.

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Give us an example or two[br]of how a decision that you've made

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is catalyzing innovation[br]across the sector.

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DC: I can tell you,[br]just the example of Rivian.

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Rivian is the electric[br]vehicle manufacturer

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that is going to build 100,000[br]electric delivery vehicles

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for our delivery fleet.

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When we went out and made this investment,

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the number of new companies[br]that started to spawn

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relative to supporting Rivian,

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to new electric delivery vehicles,

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to even alternative fuels --

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we started getting calls[br]about alternative jet fuel

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the day we put out[br]that announcement on Rivian.

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So as soon as people saw[br]that we were going to invest real capital

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for substantive portions[br]of our operations --

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these aren't hobbies,

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but putting real money[br]into big pieces of our operations --

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it was amazing, the amount of companies[br]that started coming out

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who had an emergent technology here

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or had a great idea and needed help[br]in getting manufacturing started.

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There was just example[br]after example of those.

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LL: Dave, Kara, thank you so much[br]for being with us.

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We wish you every success[br]with the Climate Pledge

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and really can't wait to see the progress[br]you guys are going to make.

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DC: Thank you, it's an honor to be here[br]and be part of such an amazing event.

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KH: Thank you.