The Urgency for Carbon Management - Amazon S3 · 2015-02-23 · Carbon Management is the process of understanding how and where an organisation’s commercial activities generate

The Urgency for Carbon Management

Evaluating the Business Impact

of Australia’s New Climate

Change Legislation

1.1 National Greenhouse Emission

Reporting System (NGER) Overview

1.2 Who needs to report?

1.3 What do companies need to report on?

1.4 What if you don’t report?

1.5 How is this related to the Australian

Emissions Trading Scheme (AETS)?

© 2008 Supply Chain Consulting. All Rights Reserved.

Contents

Introduction

Government Action1.

Cost of late Adoption2.

Customer & Stakeholder Demands3.

Corporate Social Responsibility (CSR) 4.

Conclusion: Carbon Management is good for business

About Supply Chain Consulting

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The Urgency for Carbon ManagementEvaluating the Impact of Australia’s New Climate Change Legislation

Page 2


Carbon Management is the process of understanding

how and where an organisation’s commercial

activities generate greenhouse gas emissions (GHG),

in order to then minimise these emissions in an

ongoing and financially sustainable way.

It extends from both internal activities to the

consumption of an organisation’s products, and

ultimately is about incorporating an understanding

of carbon data into strategic corporate decision

making.

Proactive Carbon Management provides:

legislation compliance ◼

reduction in operational costs ◼

streamlined operations ◼

improved asset utilisation ◼

the ability to meet growing community and ◼

consumer demands to meet corporate

social responsibilities ◼

lowering negative impact on the global ◼

environment.

At a national and global level, climate change has

come to the fore as a key environmental sustainability

issue. Many governments are taking steps to reduce

GHG emissions through national policies including the

introduction of mandatory emissions trading programs,

voluntary programs, carbon or energy taxes, and

regulations and standards on energy effi ciency

and emissions.

As a result, today’s organisations must understand the

GHG risks, to ensure long-term success in a competitive

business environment, and to be prepared for future

national or regional regulations.

This document identifi es the key business requirements

in implementing carbon management for the Australian

National Greenhouse and Energy Reporting (NGER) Act

2007 – set to come into effect July 1, 2008. It also explains

why carbon management is a critical undertaking for

businesses by answering key executive questions:

How can effective carbon management ◼

increase profi t?

What premium will you have to pay to address ◼

climate change if you do not make the deadline for

NGER reporting?

Are your customers and stakeholders demanding ◼

to know what action you are taking to measure and

reduce your GHG emissions?

Does your corporate social responsibility (CSR) ◼

policy include a carbon reduction strategy?

There is clear evidence to suggest that early adoption of carbon management best practices

makes excellent commercial sense for any industry.


Introduction

Page 3


1.1 National Greenhouse and Energy

Reporting System (NGERS) Overview

To streamline GHG emission and energy reporting and to

comply with The Greenhouse Gas Protocol1, the Australian

Government has introduced The National Greenhouse

and Energy Reporting Act 2007 (NGER). This will establish

the legislative framework for a national greenhouse and

energy reporting system2.

Under the Act it will be mandatory for controlling

corporations to register and report if they emit greenhouse

gases, produce energy, or consume energy at or above

specifi ed GHG emission thresholds per fi nancial year,

starting 1 July 2008.

The Act provides a workbook, the National Greenhouse

Accounting (NGA) Factors and Guidelines3, which provides

methods for calculating GHG emissions from the energy,

industrial process and waste sectors.

The NGERS has positive outcomes for business,

communities and government by:

Cutting red tape by reducing the number of reports ◼

to government, and eliminating duplication across

existing schemes

Providing robust data as a foundation for the cap ◼

and trade Australian Emissions Trading Scheme

(AETS), being introduced in 2010

Facilitating reporting of abatement and offsets prior ◼

to AETS. Making public information on company

greenhouse and energy performance

Creating a single online entry point for reporting ◼

based on carbon management systems, and

International reporting to ensure Australia’s ◼

international obligations are met.

1.2 Who needs to report?

From 1 July 2008, corporations meeting phased threshold

requirements, shown in Figure 1, will need to accurately

quantify their annual GHG emissions, energy consumption

and energy production based the NGA workbook.

Phase one of the reporting system threshold will

encompass the top carbon emitters, of which many will

be reporting for the fi rst time. Further thresholds will

be phased in, ensuring all companies establish some

level of carbon management system to meet NGER audit

requirements. This will encompass several thousand

Australian companies, reporting for the fi rst time, from

July 2008.

The controlling corporation, whose total group or

individual facilities surpass either the greenhouse gas

emissions, energy use or energy production thresholds,

will have to report as described in Table 1 and 2.

Starting July 2008, companies must register by

31 August and report by 31 October, following the

fi nancial year in which they meet a GHG threshold.

Reported data will be published by the Department of

Climate Change Greenhouse and Energy Data Offi ce

(GEDO)5 by 28 February following each reporting

period. Where data is proven confi dential, a controlling

corporation may apply to report privately.

1. Government Action

Year Corporations

Threshold

Facilities’

Threshold

2008 -

2009

125 kt CO2-e or

using / producing

more than 500TJ

or energy

25 Kt CO2-e

or using /

producing more

than 100 TJ or

energy

2009-

2010

87.5 kt CO2-e or

using / producing

more than 350 TJ

or energy

2010-

2011

50 kt CO2-e or

using / producing

more than 200 TJ

or energy

kt = kilotonnes in CO2 equivalent of greenhouse

gases emitted TJ = terajoules (1012 joules) of energy

consumed or produced

Table 1: NGER GHG Emission and Energy Threshold Timeline

Source: Department of Climate Change4


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1.3 What do companies need to report on?

The NGA workbook defi nes three scopes of emission

categories (Figure 1):

◼ Scope 1 - direct emissions. E.g. fuel combustion and

manufacturing processes.

Scope 2 - indirect emissions from purchased ◼

electricity, steam or heat produced by another

organisation. Note: Scopes 1 and 2 are carefully

defi ned to avoid double counting.

Scope 3 - all other indirect emissions - reporting is ◼

not mandatory. E.g. supplier emissions in creating

raw materials, employee travel to and from work.

The NGER thresholds apply to the combined total of

gross corporation facility emissions for Scope 1 and

Scope 2 emissions. Scope 3 emissions and emission

offsets are not part of the threshold. If a corporation is

participating in the Australian Emission Trading Scheme

(AETS), it will be advantageous to report on Scope 3 as a

company may be able to make signifi cant reductions in

Scope 3 but not in 1 and 2.

Table 2: Reporting Thresholds Example

Figure 1: NGER GHG Protocol Emission Scope 1, 2 & 3

Source: GHG Protocol

Corporation involved in Distribution Kilo Tonnes of

CO2-equivalent2008/ 2009 2009/ 2010 2010/ 2011

Head Offi ce $40K/ month electricity usage 9.5

Trasportation 400 trucks and depot 23

Frozen and Chiller Storage 26

Facility Threshold 25 25 25

CO2-e K Tonne Corporation Threshold 125 87.5 50

Total 58.5

This example contains the Facility and Corporation Thresholds

for the next three years. This distribution company emits 58.5 Kilo

Tonnes of CO2-e, and therefore has to start reporting in 2010.


Page 5


1.5 How is this related to the AETS

From 2010, the Australian Government will put in

place the Australian Emissions Trading Scheme (AETS).

It may create a major new fi nancial market aimed at

achieving environmental obligations through carbon

trading schemes. It will spur progress in carbon

management techniques, capital investment, research

and development. The envisaged ‘cap and trade’ AETS

in its simplest operation will enable companies that

can reduce emissions to trade carbon credits with

companies that cannot reduce emissions. The ultimate

goal of the AETS is to reduce emissions whilst ensuring

continued economic growth (Figure 3).

In deploying the AETS the Australia Government has

indicated the following:

Recognition will be given to companies that ◼

implement carbon management programs that have

already reduced a carbon dioxide equivalent for

immediate trading or credit

Protection will be provided for ◼

trade exposed, emission intensive industries and ◼

For disproportionately affected industries ◼

Emission caps will be based on creditable GHG ◼

emissions and energy consumption reporting

systems

Early adopters of carbon management will become the

front runners in gaining benefi t from the AETS as well as

contributing to carbon emission reduction.

Table 3: NGER Penalties

1.4 What if you don’t report?

Penalties up to $220,000 will apply, with additional overdue daily penalties6 (Table 3), with criminal charges for

executive offi cers found to be negligent.

Act

Ref

Act Requirement Penalty

Units(PU)

Penalty

AUS $

PU per

day overdue

Per day

AUS$

12.1 Obligation to apply to register threshold emission or energy 2000 $220 000 100 $11 000

19.2 Emission or Energy Report to be given to Energy Data Offi cer 2000 $220 000 100 $11 000

20.4 Liability of other persons to provide emission or energy information

Individual 400 $44 000 100 $11 000

Organisation 2000 $220 000 100 $11 000

21.4 Reports content relating to greenhouse gas projects 1000 $110 000

22.1 Records to be kept of the activities of the members of a group 1000 $110 000

22.2 Records to be kept of a persons activities

Individual 200 $22 000

Organisation 1000 $110 000

61.3 Authorised offi cer may request persons to answer questions 10 $1 100

69.2 Occupier to provide authorised offi cer with all facilities and assistance 10 $1 100

71.3 Power to request information - compliance 50 $5 500

71.4 Power to request information - misleading information 60 $6 600

73.5 External audits - compliance 1000 $110 000

74.3 External audits - other 250 $27 500

COMPANY B

Cannot reduce emissions below cap by X%

Buys X$ of Carbon Credit

COMPANY A

Reduces emissions below cap by X%

Trades X$ of Carbon Credits

Figure 2: Example AETS Cap and Trade Transaction


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Overseas experience suggests that companies who

respond to climate emission reduction initiatives earlier

than their peers, demonstrate strong leadership with

clear targets to tactically approach and address climate

change issues. This is not just about good corporate

social responsibility; it is about recognising that carbon

management needs to be an integral part of business

strategy. Innovation is a key part of the strategy and

many companies are developing alternative sources of

energy and improved asset utilisation policies.

Comparisons can be made with the preparation

required in the lead-up to the implementation of GST

and the so-called ‘Y2K bug’ in 2000. The difference is that

carbon management will be a business issue for present

and future economies that is far more complex because

the repercussions are more far-reaching. It affects

every part of the environmental, social and economic

landscape and has implications across all activities

within a company’s operation.

With the introduction of NGER, implementation

of carbon management systems must be started

now. Businesses need to allow time to develop the

appropriate skills and capabilities to address their

carbon footprint, beginning with understanding their

internal energy consumption to looking across the

entire supply chains, ultimately incorporating carbon

management into strategic decision making7.

The introduction of an Australian Emissions Trading

Scheme (AETS) represents a considerable impact for

companies with high carbon generation capacity as

represented below in Figure 3.

Given the initial scope for the AETS is to include only

large direct emitters, currently only four industries

(energy, utilities, materials, transportation) would face a

real EBITDA (earnings before interest, taxes, depreciation

and amortisation) impact risk should a carbon price

exceed $15.

Innovative companies within the transportation and

materials sectors that have instigated carbon management

programs stand to gain in trading with the energy and

utility sectors, whilst overall collaboration via the AETS

reduces GHG emissions and energy consumption.

However, the future expansion of the AETS to include

both indirect contributors (GHG Scope 2 and 3) could

have signifi cant fi nancial consequences for sectors

such as real estate, banks, fast moving consumer goods

and retail distribution. Registered voluntary emissions

reductions are more likely to be recognised and taken

into account when the NGER threshold is reached. This

will require reductions to go into effect and participation

in the AETS. Carbon trading can represent a signifi cant

windfall for investors. However, an understanding of a

company’s carbon management capability remains the

most important means of identifying company brand

and reduction in carbon debit exposure.

2. Cost of late Adoption

Figure 3: Carbon Cost Exposure per Industry Group

Source: RepuTex 2007


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The public and corporation stakeholders are increasingly

calling for greater corporate disclosure of GHG

information. They are interested in the actions companies

are taking and how the companies are positioned relative

to their competitors. A growing number of companies are

preparing stakeholder reports containing information on

GHG emissions. Public reporting, via voluntary programs

and the NGER Act, strengthens relationships with other

stakeholders. The Carbon Disclosure Project8 (CDP) was

formed in 2000 in response to the growing recognition

of the need for public dialogue around climate change,

supported by quality data. As an independent not-for-

profi t organisation, it aims to create a lasting relationship

between shareholders and corporations regarding

shareholder value and commercial operations in the

context of climate change.

Over 8 years CDP has become the gold standard for

carbon disclosure methodology and process – with

the CDP website the largest repository of corporate

greenhouse gas emissions data in the world.

In 2007, the CDP surveyed 1,300 of the world’s largest

companies by market capitalisation, including 76 ASX100

listed companies. This was an increase of 19 per cent

from the previous year in participation by Australian

businesses, showing a marked increase in awareness of

climate change locally.

This is indicative of a broader trend in Australia,

highlighted by the introduction of the NGER Act and

refl ected in a 520 per cent increase in climate change

media coverage9 over the past 18 months.

However, despite this trend, Figure 4 below shows only 17

per cent of companies have a detailed understanding and

systems in place to monitor emissions. Many companies

have either no data or little confi dence in the GHG data

they do produce (Figure 5).

The CDP survey identifi ed categories of risk associated

with climate change:

Regulatory – Cost of government regulatory ◼

compliance

Reputation – Cost of lost market due to competitor ◼

advantage. Over 50 per cent of CDP respondents

indicated that changing consumer attitude and

demand for climate friendly products or services

was the most serious risk followed by regulatory

compliance

Physical – Cost of damage to infrastructure due to ◼

environmental changes

Litigation – Cost of legal actions due to ignoring ◼

climate change.

3. Customer & Stakeholder Demands

Figure 5: Confidence in GHG Emission DataFigure 4: CDP 2007 ASX100 Response10


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Heightened consumer awareness will increase risk

to companies across all industry sectors. European

consumers are increasingly demanding green labelled

products. Producers are advertising aggressively

concerning food miles, which poses a major consideration

for Australian organisations exporting to Europe11. In

line with consumer sentiment, retailers are also playing

a major role in pushing carbon friendly practices, with

major UK supermarket chains actively promoting low

emission products. During the last year, UK retailers

have indicated intent to provide consumers with carbon

footprint information in a variety of forms12. And, in

Australia, a major retailer and the Australian Food &

Grocery Council (AFGC)13 have entered into a study to

explore the impact of carbon footprinting and life cycle

assessment (LCA) in the food and grocery industry. AFGC

Chief Executive Dick Wells has stated that it is vital that

the food, beverage and grocery industry engages with all

stakeholders in a properly informed debate.

“We have been monitoring developments in the UK on

carbon footprinting and food miles, and it is time for

Australian manufacturers and retailers to thoroughly

investigate the implications for our business. This jointly-

funded study will look at the international experience and

its relevance to the Australian market. We will explore the

costs and benefi ts of carbon labelling to see whether it could

provide a consistent, transparent and easily understood

measure of climate impact across different products.”

Australian investors are seeking to understand the

potential impacts on sales, revenues and company

strategies to mitigate or take advantage of the shifting

climate change awareness in the consumer market.

Considering that a carbon reduction initiative can lead

to operational cost benefi ts, together with customer and

stakeholder demand, the argument is compelling for

corporations to invest in carbon management systems

and services.


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The pressure on business to play a role in social issues is

continuing to grow14,15.

Of any social issue, the climate change debate has had

the most signifi cant impact in escalating the importance

of CSR. The growing body of scientifi c evidence, amplifi ed

through credible communicators – particularly Al Gore16,

and the Stern Review on climate change17 – has led to a

number of CEOs reviewing how radically they will need

to change. And an unprecedented high number are

concluding that the answer is a great deal more profound

than they could ever have imagined.

The Economist Intelligence Unit in 2006/2007 conducted

a survey of 634 global business executives resulting in

a report called ‘A Change in the Climate’ 18. It found that

European and Asia Pacifi c companies are ahead of the

curve in addressing carbon emissions and revealed that

companies want government regulations to shape how

they progress.

When Asia Pacifi c corporation executives were asked

about incorporating carbon management in a CSR

strategy, the key fi ndings found were as follows:

Business is not keeping up with the changing public ◼

mood. Less than 10 per cent of executives admit

that their organisations monitor their overall carbon

footprint and just 18 per cent have a carbon reduction

plan in place. Although these numbers look set to

rise rapidly, nearly one-half of fi rms have no intention

of implementing carbon reduction plans within the

next three years. So, companies seeking competitive

advantage will need to start adopting carbon

management best practices.

Business is reacting to reputation risk, not exploiting ◼

business opportunities.

Companies do not expect the costs to be high. ◼

Businesses engaged in carbon reduction are spending

only about 0.6 per cent of their operating expenses

in this area. By 2010, more than half expect to either

have no costs or else result in a net positive impact.

Companies starting out on carbon reduction face a ◼

steep learning curve.

Government has a crucial role to play. Government ◼

regulation is the single largest factor in shaping how

companies address carbon issues.

4. Corporate Social Responsibility (CSR)


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From a regulatory, commercial and broader corporate

social responsibility perspective, carbon management

is both necessary for business and good for business.

Compiling a comprehensive GHG inventory improves a

corporation’s understanding of its emissions profi le and

any potential GHG liability or exposure. GHG exposure

is increasingly becoming a strategic management

level issue. This is in light of heightened scrutiny by

CSR strategies and the emergence of environmental

regulations and policies designed to reduce GHG

emissions, such as the Australian Government’s NGER Act.

In the context of regulations, GHG emissions result in

increased upstream costs and reduced downstream

sales, even if the corporation itself is not directly subject

to regulations. Thus, investors may view signifi cant

indirect emissions of a corporation’s operations as

potential liabilities. A limited focus on emissions from a

corporation’s own operations may miss major GHG risks

and opportunities, and leaves the corporation open to

potential legislation penalties.

However, accounting for emissions effectively provides for a

range of bottom line impacting opportunities. This drive for

decreased emissions can lead to improved asset utilisation,

increased materials and energy effi ciency, and the

development of new products and services that reduce the

GHG impacts of customers or suppliers. This then reduces

operational cost and differentiates the organisation in an

increasingly environmentally conscious community.

As described in Figure 6, companies contributing to the

Carbon Disclosure Report 200719 (CDP5) identifi ed a broad

range of opportunities resulting from climate change.

The major opportunities focused on increased demand

for existing or new products with low emissions, less

embodied energy and assisting external trade to reduce

indirect emissions, energy or water.

From various industry perspectives, the evidence gathered

by the Stern Review20 and the International Carbon

Disclosure Group (CDG) leads to a simple conclusion:

The benefi ts of strong, early action considerably outweigh

the costs. Whether at a micro-level with effi ciencies

achieved via energy conservation in a warehouse, or

through to macro-level strategic benefi ts achieved

through social cost supply chain network optimisation.

An overall reduction in GHG emission, via credible carbon

management, creates a WIN/WIN strategy as business

and environment benefi t from the adoption of green

innovation policies.

Conclusion: Carbon Management is good for business

Figure 6: Key GHG Opportunities Identified by CDP5 Respondents.

Source: Carbon Disclosure Report 2007


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In summary the major benefi ts achieved by carbon

management include:

Improved bottom line – gain effi ciency through ◼

optimal performance in operational assets and

decrease costs through reduced energy consumption

Regulatory compliance – avoid potential taxes and ◼

penalties and achievet of regulatory margins

Carbon trading – benefi t from carbon credits or ◼

reduce exposure to carbon debits

Green innovation – emit less GHG in order to be ◼

morally responsive to social issues surrounding

excessive emissions

Brand positioning – build a positive reputation ◼

platform to communicate to consumers and

stakeholders. Consumer-driven organisations can

leverage their green initiatives to their customers,

whether they sell directly to consumers or to

manufacturers who use their products to make other

products for consumers

Streamline GHG emission reporting process: ◼

Set up a reporting template to generate reports ◼

for the NGER Act

Report consistently across all facilities and ◼

locations and compare individual locations

Reduce labour cost of GHG data collection ◼

through automatic data gathering

Carbon network optimisation – utilise existing ◼

and ongoing assets optimally to reduce GHG

emissions and:

Improve inventory management

Increase customer satisfaction

Increase revenue growth

Reduce supply chain costs.


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Financially, carbon management systems achieve

benefi ts in many ways. RepuTex21, an investment

research and consulting fi rm, research shows a

correlation between a company’s carbon economy

preparedness and its stock market performance

(Figure 7) as follows:

Positive carbon valuation ranking companies are ◼

outperforming both low valued stocks and local

ASX benchmarks

The Climate Change Growth Index, consisting of ◼

positively valued stocks, has outperformed the

S&P and ASX 300 Index by 11.37 per cent over the

last three years ending 12 November 2007, and

11.96 per cent year to date

Climate change is a signifi cant opportunity for ◼

corporate and investment communities

Value and performance vary across industries, in ◼

particular due to exposure to risk, and

Out performance is indicative of stocks maximising ◼

exposure and taking advantage of carbon

opportunities.

The regulatory and fi nancial incentives for carbon

management are clear – carbon management is a

fi nancially sustainable and smart move for progressive

businesses, and a move they must take in an

increasingly regulated Australian environment.

With the introduction of the NGER Act requirements

from July 1 2008, businesses need to begin

implementing carbon management practices now.

And, beyond the signifi cance at a discrete

organisational level, this move to ‘going green’ is one

important step closer to an environmentally sustainable

and progressive future for Australia.

October 2006: First Carbon A. Disclosure Project in Australia

October 2006: Al Gore’s ‘An B. Inconvenient Truth’ released

November 2006: release of the C. Stern Review

December 2006: PM announces D. joint Task Group on Emmissions

Trading

Feb2007: First Volume of IPCC 4 E. report on climate change

May 2007: PM Task Group reports F. fi ndings

June 2007: PM announces G. the likely introduction of an

emissionstrading scheme.

A B C

D

E

F G

LEADERS VS LAGGARDS: YEAR 1 CARBON PERFORMANCE

Figure 7: Overall ASX100 Leaders vs Laggards Year 1 Carbon

Performance. Source: RepuTex


Page 13


References

The Greenhouse Gas Protocol, A Corporate Accounting 1. and Reporting Standard: www.ghgprotocol.org

Department of Climate Change: 2. www.climatechange.gov.au/reportingThe Department of Climate Change: www.greenhouse.gov.au/workbook/index.html

Department of Climate Change NGER Act Fact Sheet: 3. www.climatechange.gov.au/reporting/publications/pubs/nger-fs.pdf

Department of Climate Change, NGER Act Fact Sheet:4. www.climatechange.gov.au/reporting/publications/pubs/nger-fs.pdf

Department of Climate Change Greenhouse: 5. www.climatechange.gov.au/reporting

Australia Government, Attorney General Department, 6. National Greenhouse Emissions Reporting Act 2007: www.comlaw.gov.au/ComLaw/Legislation/Act1.nsf/0/8BFE5E5B013EF8A3CA25736A00128DE9?OpenDocument

Energetics, Welcome to the Climate Economy: http://7. www.energetics.com.au/

CDP5 Australia and NZ Report 2007: 8. www.cdproject.net

Factiva: http://factiva.com/ 9.

PWC, Carbon Countdown: 10. www.pwn.com/extweb/incpressrelease.nsf/

Australia - Reducing the meat and livestock industry’s 11. environmental footprint: www.accessmylibrary.com/coms2/summary_0286-33032989_ITM

Harpers, The Green Debate: www.harpers.co.uk/green_12. debate/

Australian Food & Grocery Council, New Study Explores 13. Carbon Foot printing of Food and Groceries: www.afgc.org.au/index.cfm?id=607

Mallen Baker, CSR – 2007 – A Review of The Year: 14. www.mallenbaker.net/csr/index.html/

A Change in the Climate: Is business going green? 15. A report from the Economist Intelligence Unit, commissioned by the UK Trade & Investment Department, May 2007

Al Gore, ‘An Inconvenient Truth’:16. www.climatecrisis.net/

. Sir Nicholas Stern, The Stern Review on Climate Change 17. 2006: www.hm-treasury.gov.uk/independent_reviews/stern_review_economics_climate_change/sternreview_index.cfm

A Change in the Climate: Is business going green? 18. A report from the Economist Intelligence Unit, commissioned by the UK Trade & Investment Department, May 2007

Carbon Disclosure Report, CDP Australia/New Zealand 19. 2007 Report: www.cdproject.net/cdp5reports.asp

Stern Review: www.hm-treasury.gov.uk/independent_20. reviews/stern_review_economics_climate_change/stern_review_report.cfm

Reputex, Climate Change Eroding ASX200 Value: http://21. www.reputex.com.au/

Glossary of Abbreviations

ABARE Australian Bureau of Agriculture and Resource

Economics

ABS Australian Bureau of Statistics

AETS Australian emissions trading scheme

AFGC Australian Food & Grocery Council

AGO Australian greenhouse offi ce

ANZSIC Australian and New Zealand Standard Industrial

Classifi cation

BOD Biological oxygen demand

CDP Carbon disclosure project

CO2-e Carbon dioxide equivalent

CDP Carbon Disclosure Project

COAG Council of Australian Governments

COD Chemical oxygen demand

CSR Corporate Social Responsibility

DCC Department of Climate change (Senator Penny Wong)

DEFRA UK department of environment, food and rural affairs

EBITDA Earnings before interest, taxes, depreciation and

amortisation

EEO Energy Effi ciencies Opportunities program

EEZ Exclusive economic zone

EF Emissions factors

FTC Fuel Tax Credit

GCP Greenhouse challenge program

GHG Greenhouse Gases

GEDO Greenhouse and Energy Data Offi cer

GHD Protocol: Greenhouse gas protocol

GEMI Global environmental management initiative

GICS Global Industry Classifi cation Standard

GWP Global warming potential

HFC Hydrofl uorocarbon

IPCC Intergovernmental Panel on Climate Change

Kt kilotonnes

LCA Life Cycle Assessment

NETT National emissions trading taskforce

NGA National Greenhouse Accounts

NGER National greenhouse energy reporting

NGERS National greenhouse energy reporting system

NGO Non Government Organisation

TJ terajoules (1012

joules)

UNFCCC United Nations framework convention on climate

change

WBCSD World business council for sustainable development

WRI World resource institute


Page 14


About Supply Chain Consulting

Supply Chain Consulting is a global provider of enterprise software solutions and services. Founded in Sydney,

Australia in 1998, Supply Chain Consulting has grown organically and through acquisition, and today has over 300

customers, 450 professionals and offi ces located around the world. Supply Chain Consulting delivers innovative

business software solutions to meet the needs of today’s enterprises and the environment in which they operate.

Our product portfolio includes SLIM™ qualifi ed SAP All-in-One solutions, Viewlocity™ supply chain visibility and

optimisation software and CarbonView™, the world’s leading proactive carbon management solution.

About CarbonView™

CarbonView™ enables organisations to be socially responsible with an edge in the new carbon economy; an

end-to-end solution for proactive carbon management.

CarbonView™ is the only software solution in the world that enables organisations to calculate their carbon

footprint, monitor their footprint in real time and use intelligent algorithms to optimise fi nancial objectives

with ecological objectives. It follows a world’s fi rst 5-step model for achieving bottom line benefi ts in a carbon

constrained economy, the so-called Carbon Management Maturity Model.

The Basics

Company Level

Process Level

Product Level

Optimised Level

Valu

e

Carbon Performance ManagementReal-time Carbon FootprintingCarbon Data Management Platform

Carbon Management Maturity

12

3

4

5✔✔✔


Page 15


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The Urgency for Carbon Management - Amazon S3 · 2015-02-23 · Carbon Management is the process of understanding how and where an organisation’s commercial activities generate