At the 30th Conference of the Parties (COP30) to the United Nations Framework Convention on Climate Change (UNFCCC) in Belém, Brazil, a discussion was held with Zhai Yongping, Senior Advisor at Tencent’s Strategic Development Department and former Chief Energy Specialist at the Asian Development Bank.

Zhai emphasized that energy transition is not merely a cost burden but a significant opportunity for corporate growth, viewed through short-, medium-, and long-term lenses. The key to seizing this opportunity lies in defining a company’s role—whether as an energy consumer, a technology provider, or both.

Take TENCENT as an example. As a major tech firm, its data centers are energy-intensive facilities. The priority is to balance green power sourcing with cost competitiveness while maximizing energy efficiency. Traditionally, energy security, affordability, and environmental protection formed an "impossible triangle." However, Zhai noted that digital advancements have resolved this dilemma: renewable energy, combined with storage and microgrid technologies, ensures stable supply and economic viability, making green power both sustainable and affordable. Thus, even as consumers, companies can gain a competitive edge in the transition.

As technology providers, opportunities expand further. TENCENT’s digital and AI capabilities can deeply empower sectors like construction, transportation, and steel, driving energy efficiency. This not only delivers technological solutions but also unlocks strategic growth. Zhai highlighted that the current energy transition and low-carbon development present a business potential surpassing even the internet boom two decades ago—which birthed giants like TENCENT. With AI’s rapid adoption, the scale and depth of this transition are unprecedented, urging firms to act decisively.

To fully capitalize on these opportunities, Zhai stressed two critical factors. First, defining "green" standards. International criteria are tightening: from annual green power averages to hourly real-time matching, ensuring consumption aligns with renewable generation. As a member of the Greenhouse Gas Protocol (GHGP) Steering Committee, Zhai is involved in updating these standards, which may soon include spatial traceability. Companies must proactively adopt stricter guidelines to stay competitive.

Second, talent shortages persist. Despite AI’s proliferation, many firms lack in-house expertise. The solution lies in cultivating interdisciplinary professionals versed in both industry knowledge and AI—even tech leaders like TENCENT must deepen sector-specific understanding. Only with such talent can digitalization truly accelerate green transformation.

In summary, Zhai concluded that positioning, standards, and talent are the three pillars for corporate energy transition. Under this framework, companies must tailor strategies to convert these opportunities into sustainable advantages.