"Delta’s leading position in the ESG field is driven by the core values of the company, and it has been at the forefront of the industry for a long time since the company was founded!" At the beginning of the interview, Dylan Li, supervisor of Delta’s ESG Consulting Office, shared his observations with the interview team and explained the background of the department’s establishment.

In recent years, Delta has transformed from an ODM to a brand and solution provider, closely aligning with global sustainable development goals, focusing on energy optimization and energy management, and continuously expanding its broader range of sustainability solutions in various domains. In the industry, Delta’s achievements in energy efficientand sustainability have been widely recognized. While sharing valuable experiences, the initial intention of establishing the ESG Consulting Office was to transform these values into methodology driven consulting services and further integrate them with ESG digital platforms and sustainability solutions from Delta business groups.

Organizational planning corresponding to development goals and introducing international talent
"I want to first talk about the organizational design when planning this unit, which corresponds to my short, medium, and long-term ideas." Since the establishment of the department, Dylan has carefully analyzed the current market situation, as well as Delta’s internal and external domain expertise and advantages, corresponding to the department’s development goals, and established five functional organizations: First is the ESG Domain Expert Team. Dylan observed that the sustainable consulting services in the market are already quite prosperous, but each company specializes in different topics, and the services they can provide to customers vary in depth and breadth. In contrast, Delta has started early and implemented deeply in many sustainable topics such as net-zero strategy, RE100, internal carbon pricing, supply chain management, Scope 3 value chain reduction, and green product design. Therefore, the goal of the ESG Domain Expert Team is to export Delta’s profound and highly value-added sustainable activity experiences and issues to meet the diverse needs of various corporate clients.

The second function is the PM & Digital Team. In the process of transforming into a solution provider, Delta deeply understands that professional services and system integration are indispensable. To achieve industry commercial value and scalable solution integration implementation, Dylan believes that the design of the business service model framework must be based on digital platforms and tools, especially for services like Scope 3 green supply chain and product carbon footprint that require a vast amount of data integration. He specifically shared the current operation of the team, "We use various software and cloud tools such as AI, automation, and online collaboration. I hope my team can achieve full digitalization and platformization in both internal daily work and external project delivery."

The third function is “Business Design Team” and which is to design internal professional domain issues into scalable business models from the perspective of business consulting services. Delta has accumulated a very rich and deep knowledge base. How to design a complete framework and template through methodology and then convert it into methodology driven services with frameworks is the primary task of the Business Design Team.

The fourth function comes from Delta’s existing organization, the Energy Management Specialist Team. Sustainability is a business-driven issue. Whether starting from regulatory guidance, reports, disclosures, etc., it ultimately needs to fall into specific actions or technical solutions. For example, Delta’s renewable energy introduction and energy-saving and emission reduction planning can become an important communication interface directly connected with business group engineering teams through the professional knowledge and experience of the EMS team.

The last function is the Business Architect. This team needs to have rich industry experience to truly understand the market, partners, and customers’ ecosystems. "If we don’t have this experience, many last-mile implementations are built upon too many business assumptions, and the uncertainty is very high." Dylan pointed out that this organizational function can help the team significantly shorten the the business discovery cycle time and mitigate the gap between the real customer demands with the service and solution offering design. And at the same time take the market competition and ecosystem partner landscape into a full consideration during business design.

The ESG Consulting Office has grown from 3-4 people at the beginning to about 15 people now. Dylan hopes the team can grow steadily and cohesively. Recently, with the emerging demand for ESG the talent searching in this domain is also very competitivetalent searching. When the office was first set up, the team was even worried about recruitment, but Delta’s outstanding ESG performance in our segment with outstanding leading practice, many top ESG and energy experts from around the world have shown great interest in Delta’s ongoing digital solution integration, giving Dylan confidence in the department’s growth.
Daily Meeting with Delta’s ESG Consulting Office Team.

Starting from ESG Cosulting Business Design andaiming at further global market expansion
The ESG Consulting Office has been established for less than three months, and Dylan has already set clear phased goals. The team is currently in the "Business Design Phase," which is expected to run for about six months. Next, it will enter the "Market Validation Phase" and the subsequent "Market Expansion Phase."

In the Business Design Phase, the primary task is to develop an ESG consulting services pathway. When providing consulting services, the team with be based this pathway to determine the important activities, process and solution alongside enterprises ESG value chain. At the same time, it can also be used to assess Delta’s advantages in ESG-related domain topics and the interoperability and business relevance with existing business group sustainability solutions in order to design a more holistic, end to end and differentiated ESG service offering.

He expects to enter the "Market Validation Phase" in 2025 starting from few selected lighthouse projects and defining what success-look-like for later future global expansion. The ultimate goal of the team is to scale the market-validated ESG consulting service business model globally, entering the "Market Expansion Phase." Therefore, it is also necessary to cultivate talents with global market expansion capabilities to ensure the understanding of the market from different regions and the scalability and supports are being well seeded during the design phase.

Utilizing consulting value services and implementing modular business models
"The challenge of consulting work is to start from business strategy, break down complex problems layer by layer, and implement solutions at the operational level, ensuring a full understanding of underlying systems, tools, and processes to avoid designing flashy but impractical solutions." With rich consulting service experience, Dylan emphasized the possible blind spots and principles of consulting work.

In addition, the team also uses the consulting service methodology - Composable Business Model to organize business modules in important issues. Dylan used Delta’s SBTi as an example. In the implementation process, attention needs to be paid to policies, internal organizational structure and role responsibilities, tools to be applied, etc. Each issue needs to be broken down, constructed, and organized, then transformed into a modular and systematic business model.

At the end of the interview, Dylan reiterated the importance of understanding the market demands and ecosystems in each region. Currently, the ESG Consulting Office is still in the early stages of the Business Design Phase, with the development focus centered on Taiwan. In the future, in addition to hoping to attract local industry experts from various regions, it is also necessary to develop relevant ecosystem partner programs according to market characteristics and themes, grasp the latest trends in global sustainability, and provide solutions and services that better align with market needs, achieving global market expansion.

Dylan (third from the right) with ESG Consulting Office team.