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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
The Urgency for Carbon Management
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.
© 2008 Supply Chain Consulting. All Rights Reserved.
Introduction
Page 3
The Urgency for Carbon Management
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
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 4
The Urgency for Carbon Management
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.
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 5
The Urgency for Carbon Management
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
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 6
The Urgency for Carbon Management
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
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 7
The Urgency for Carbon Management
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
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 8
The Urgency for Carbon Management
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.
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 9
The Urgency for Carbon Management
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)
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 10
The Urgency for Carbon Management
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
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 11
The Urgency for Carbon Management
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.
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 12
The Urgency for Carbon Management
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
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 13
The Urgency for Carbon Management
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
© 2008 Supply Chain Consulting. All Rights Reserved.
Page 14
The Urgency for Carbon Management
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✔✔✔
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Page 15
The Urgency for Carbon Management
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