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Global crises, like the COVID-19 pandemic and the Russian war against Ukraine, are temporarily
masking the possibility that mankind may not be able to limit global warming to 1.5°C or even to 2°C.1 What seems to
be a concern at first sight could actually be a starting point for more
action initiated by companies as opposed to it being enforced by country legislations. Companies in competition with each other cannot just increase prices – they need to significantly improve
productivity in order to balance out the negative effects of broken supply chains, inflation and high energy costs that result from these crises.2 Energy saving measures and decarbonization can therefore become one of the main drivers for improved productivity, while indirectly fighting global warming.
Seeing the crisis as a challenge and an opportunity to outperform competition, companies can start their decarbonization journey
with the clear target to be in
a better overall position after decarbonization. This approach requires information about energy consumption and carbon emissions in order to determine the powerful
and verifiable countermeasures. A corporate carbon footprint needs to be developed, a strategy run
and reported on. With a clever
approach, these efforts can be
kept affordable. Decarbonization measures will pay off – to the benefit of the company and society.
There are plenty of statistics about
CO2 emissions globally e.g., country emissions and regional
distribution, timelines with yearly amounts or accumulated views.3
When it comes to statistics about companies, you might find high-polluting industries or values for certain companies only4 but not
a holistic view on companies and their carbon emissions.
What you can get out of it:
- Strategy to set up the CCF.
- System landscape considerations.
- Availability of emission factors.
- Yearly calculation of the CCF.
- Yearly CCF report with reduction measures and verification of reduction targets.
- Efforts to set up a CCF.
