A leading public transportation provider in Luxembourg wanted to maintain its leadership position in the market through communicating its CSR strategy. Its CSR strategy would involve a carbon reduction plan for the company’s activities and touring operator services. To devise the carbon reduction plan, it needed an assessment of its greenhouse gas (GHG) emissions.
We began by conducting an inventory of emissions using the Bilan Carbone® methodology - a GHG emissions accounting method developed by ADEME (Agence de l'Environnement et de la Maîtrise de l'Énergie or Environment and Energy Management Agency). We conducted an analysis of the results and a feasibility study of different GHG reduction strategies.
Our team then developed and implemented both an emissions follow-up tool, and a tool to assess the emissions generated by the client’s operations. We also provided guidance and training for using these tools.
Our GHG assessment allowed the client to track its emissions annually, and share these publically. Internally, it was able to measure its energy savings, and efficiency and technological improvements in terms of emissions reductions.
The Client was the first in the domestic market to adopt the Bilan Carbone® methodology. This, and the fact that it demonstrated its commitment to being carbon efficient and addressing climate change, has helped differentiate it from its competition.
A leading UK supermarket chain wanted a holistic view of how future environmental legislation, policy and voluntary initiatives would affect its business up till 2020.
The client was interested particularly in understanding the potential cost to its operations and supply chain so it could develop a sustainability strategy and an investment programme for its stores.
We developed a set of road maps of existing, proposed and possible legislative developments and voluntary initiatives (at EU and UK level) affecting the business.
The areas covered were legislation and trends impacting property and operations, including underlying energy costs, carbon emissions, water use, packaging and waste. We also mapped out developments affecting its products (such as carbon labelling) and its supply chain (such as sustainable palm oil).
We then supported the client in selecting issues for cost modelling. This involved helping it develop a framework to understand available data so it could analyse the cost impacts and assess confidence in the output produced.
The results revealed a complex web of:
We concluded that the future cost and complexity of the regulation, particularly around energy, would call for a drastic increase of management time in implementing its stores' investment programme.
The client is now using our work to develop an ambitious sustainability plan, which includes setting a long-term carbon reduction target.
Following a Board governance review, a leading Malaysian telecommunications company sought to develop a corporate responsibility (CR) strategy and framework. This would be driven by Malaysian requirements under the regulator's CR dimensions – community, environment, workplace and marketplace. The project was strongly supported by an engaged CEO who was committed to ‘doing it right’.
Our first step was to benchmark local and international companies to identify the material focus areas for the telecommunications industry as well as local needs. We followed this up with stakeholder discussions to gather feedback on material sustainability focus areas and to get a sense of the direction the industry would move to.
The resulting CR strategy we developed was supported by several strategic measures to monitor progress and success, and included the evolution of sustainability reporting for the company. We also trained its people on sustainability and good reporting practices.
Its new sustainability initiatives were well coordinated so that it improved the impact of the company’s CR investments. The company's CR programme was realigned so that its processes were more robust and greater assurance was felt. The client developed its first standalone CR report which included its CR framework and long-term roadmap for reporting.
The company also committed to a stakeholder management programme, where it provided key CR performance indicators and quarterly updates to the Board in its CR report.
While also committing to a stakeholder management programme, the company also provided corporate responsibility key performance indicators and quarterly updates to the Board in its following corporate responsibility report.