Emissions Management Process - Stage 2: Emissions Reduction

Calculating the carbon footprint is vital, but it has limited value without using the information to take action to reduce emissions, and therefore cut costs. To maximise benefits of the carbon footprint, a systemised approach to emissions management is needed. Such approaches have achieved significant savings for many organisations.

CarbonGroup provides services to organisations to enable them to gain full value from their investment in a carbon footprint.

The effective management of emissions is an ongoing five stage process:

1. ANALYSE THE CARBON FOOTPRINT RESULTS AND IDENTIFY ACTIONS

Each activity included in the GHG inventory should be assessed to determine whether there is potential for improved efficiency. Of course, businesses are always looking at ways to improve efficiency, but the emissions management process provides a means for regular review in a systemised way.

This systematic approach focuses on identifying no cost, low cost and investment actions, and establishing their likely effectiveness; in essence conducting a financial and emissions focused cost/benefit analysis.

There are many no cost and low cost actions which improve resource and energy efficiency, and their introduction is recommended for all businesses (link to Quick Wins). However, key to their successful introduction is visible senior management backing and staff engagement, as these actions tend to involve behavioural change.

Clearly actions involving significant financial outlay, such as the purchase of more efficient equipment or vehicles, will need to be considered within established financial planning processes, including a full cost/benefit analysis. However, increasing energy costs, together with the increasing demand from customers for visible action by businesses, enhance the benefits side of the equation.

2. SET OBJECTIVES AND REDUCTION TARGETS

Once the actions, and their potential effect on efficiency, have been identified, then realistic reduction targets should be set.

Targets can be set at both the absolute (whole organisation) level and relative (performance indicator) levels; however given the dynamic nature of companies, performance level targets are most relevant, such as emissions per unit of output, or per staff member. The challenge, as in most target setting, lies in setting targets which are specific, measurable, achievable, realistic and time-bound.

3. PRODUCE AND IMPLEMENT AN ACTION PLAN

A systemised approach to the implementation of actions, including a documented action plan, is strongly recommended. This helps to ensure that there is sufficient planning, provides focus to the activity, and demonstrates to staff that the activity is being taken seriously. The latter is particularly important for the actions requiring behavioural change from staff.

The action plan should include the agreed targets, the approach to ongoing monitoring, and how results will be communicated to staff.

When implementing the changes, senior management must be seen to be backing the programme of change. Involving staff, for example by establishing an implementation team with interested staff from key areas, is another important success factor.

4. MONITOR RESULTS (INCLUDING REPEAT CARBON FOOTPRINT MEASUREMENT)

Regular monitoring and reporting of progress against the targets is important to ensure potential benefits are realised. This is especially the case for the actions requiring behavioural change, when visible, and frequent, displays of progress help to motivate staff.

Longer-term progress can be assessed by comparing the overall footprint results (absolute and relative) on a year-by-year basis.

5. REPEAT STEPS 1 TO 4

NEXT: Stage 3 - Offsetting»