Dr. Holger Rubel leitet die Sektoren Green Energy und Sustainability bei The Boston Consulting Group und ist Kernmitglied der BCG-Praxisgruppen Energy, Industrial Goods und Strategy.
Seit er im Jahr 1997 zu BCG kam, erwarb er profunde Kenntnisse und Erfahrung entlang der Wertschöpfungskette und arbeitete mit einem breiten Spektrum von Interessengruppen zusammen, wie z. B. Anlagenherstellern, OEMs, Projektentwicklern, Versorgungsunternehmen, unabhängigen Energiedienstleistungsunternehmen und Investoren.
Die Arbeit von Holger in den Bereichen Green Energy und Sustainability führte ihn in alle Winkel der Erde, wo er Projekte für Solar- und Windenergie, Energieeffizienz und -speicherung, Biomasse und -kraftstoffe, kohlenstoffbezogene Themen und weitere Bereiche beaufsichtigte und koordinierte.
Bevor er zu BCG kam, war Holger Forschungsassistent bei der Max-Planck-Gesellschaft in Stuttgart.
The environmental, economic, and social costs of food aren’t included in the price. Stakeholders must account for them to limit agriculture’s adverse effects and increase its positive impact.
The movement toward a circular economy could solve many of our current societal challenges, but it’s not going fast enough. The circularity of Germany’s economy is growing by 0.1 percentage points per year—currently reaching a total circularity of 10.4%. Even if the country were to double its efforts, it wouldn’t reach the required circularity of 50–70% to stay within the regenerative capacity of our planet until 2215. By comprehensively implementing circular thinking in the economic system, €140 billion–200 billion in gross value could be added to the German economy—roughly 5% of GDP in 2019. Currently, many companies struggle to integrate circular solutions holistically. CIRCelligence by BCG is a strategic approach that enables businesses to integrate their circular strategy into their core business strategy in a way that delivers major economic benefits and also maximizes total societal value.
Major shrimp importers are demanding sustainability and traceability. To thrive in the coming decade, producers must change the way they do business.
Nachhaltigkeit in der deutschen Landwirtschaft erfordert große Umbrüche: Umweltkosten von mindestens 90 Milliarden Euro steht eine Bruttowertschöpfung von rund 21 Milliarden gegenüber. Durch nachhaltige Landwirtschaft lassen sich die Kosten um rund ein Drittel reduzieren. Die Verantwortung dafür und den weiteren Umgang mit den Herausforderungen liegt nicht aber nicht nur bei den Landwirten, sondern genauso bei Politik, Gesellschaft und Verbrauchern.
Plastics regeneration technologies such as pyrolysis offer economically viable ways to combat this pressing environmental challenge.
Traditional power companies can no longer ignore the popularity of green energy. M&A is the quickest and most effective approach to entering this market.
Wind power is going mainstream. As the industry matures, it must shift from maximizing megawatts to optimizing the lifetime value of turbines and other assets.
Sustainable farming could be a huge opportunity for agricultural companies—but most haven’t embraced it.
To achieve international climate goals, companies and investors must support green projects. But green projects must be financially attractive to the target investors.
The circular economy rethinks the traditional take-make-dispose economic model and envisions a new approach that is regenerative by design.
