It is not possible to define a credible reduction plan without first:

1. Quantifying corporate GHG emissions through a Corporate Carbon Footprint and without having identified hotspots and main impact drivers;

2. Defining GHG reduction targets, if possible in line with the latest scientific indications (Science-Based Targets)

 

In fact the quantification of emissions defines the point of departure (baseline or base-year), whereas the targets define the point of arrival meaning by how much and by when the company must reduce its emissions, also taking into account the possible growth of its business over time.

 

Once these essential steps have been taken, the company can begin to develop the decarbonisation plan, provided it is an iterative process subject to continuous improvement. A reduction plan may contain various elements, such as:

• Specific reduction targets, consistent with the main targets, but focusing on specific processes, activities or products;

• Scenario studies in order to identify the most promising reduction solutions;

• Description of the actions to be undertaken directly;

• Description of any indirect interventions (which, for example, would mean the involvement and activation of the company’s suppliers);

• Timescale and deadlines by which said actions need to be implemented;

• Which functions within the company are accountable for their implementation;

• KPIs (key performance indicators) to be monitored in order to assess progress.

 

Building an effective decarbonisation plan requires the active and continuous contribution of the entire company and all corporate functions.

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