2024减少范围3排放的10个实际步骤报告（英）

10PRActIcAlStEPstOREDucE ScOPE3EMIssIOns Managingsustainability,regardlessofitsmaturityandcomplexity,isadauntingtask.Keytoachievingthisisovercomingchallengesrelatedtoscope3emissions,whichaccountfor70-80%ofacompany’sgreenhousegas(GHG)emissions.However,becausescope3emissionsoccurthroughoutacompany’svaluechain —fromthetransportationofgoodstotheuseofsoldproductsandthedisposalofwaste—accuratelytrackingthemprovestobedifficult. Trackingandmanagingscope3emissionshasbecomenecessaryforenterprisesdespiteperceivedcostbarriersandinvestorcomplacence.Theircomplexnatureanddependencyonexternaldatafurthercomplicatethetask.Withlimitedguidanceandhighexpectations,enterprisesfindthemselvesnavigatinguntestedwaterswithmanyquestionsonhowtoeffectivelymanagescope3emissions. Thispaperpresentsastrategicframeworktoalignemissionreductiongoalswithacohesiveimplementationstrategy,focusingonscope3emissions. THEIMPORTAncEOF TAcklIngScOPE3EMISSIOnS 1.Dataavailabilityandquality:Companiesoftenrelyondatafromsuppliersandotherthirdparties,whichcancomefromdisparatesourcesandbegatheredatinconsistentintervals.Thisdatamaybeincomplete,inaccurateorfailtocapturetherequiredmetrics. 2.Complexity:Calculatingscope3emissionscanbecomplexduetothevarietyofactivitiesandsourcesinvolved.Thismakesitchallengingtoidentifyandtrackallemissionsovertime. 3.Lackofstandardization:Withnosinglestandardforcalculatingscope3emissions,itcanbedifficulttocompareemissionsofdifferentcompanies. 4.Resourceconstraints:Measuringandmanagingscope3emissionscanbearesource-intensiveprocess,makingitachallengeforcompanieswithlimitedresources. 5.Engagementwithvaluechainpartners:Engagingwiththethousandsofpartnersinvolvedinacompany’supstreamanddownstreamoperationsisadauntingtaskwithouttested,goal-orientedframeworks.Itiscrucialtocarefullyselecttheright partnerstoensureeffectivemanagementofscope3emissions,eventhoughtheseemissionsarebeyondthefirm’sdirectcontrol. THEMEASURE-AcTIOn-REPORTFRAMEWORk Scope3emissionsareindirectemissionsthatoccurinacompany’svaluechain,suchasemissionsfromthe transportationofgoods,theuseofsoldproductsandthedisposalofwaste. Whilescope1and2emissionshavebeenlargelyaddressed,astudydonebyGEP1incollaborationwithNorthCarolinaStateUniversityrevealedthatonlyaquarterofenterprisesareprioritizingthereductionofscope3emissions.Manycompaniesoverlooktheirpartners,suppliersandthebroadersupplychainecosystem,hinderingtheirabilitytomakeimpactfulgains. Managingscope3emissionshashistoricallybeenchallengingonmultiplefronts: Despitetheaforementionedchallenges,itisimportantforcompaniestomeasureandmanagetheirscope3emissions.GEPhasdevelopeda10-stepemissionsmanagementprocessacross3fundamentalbucketsofmeasure,actionandreporttohelpenterprisesintheirdecarbonizationjourney.Thisframeworkisbolsteredbyhistoricalandforward-lookingforecastdataforscenariomodellingandstrategybuilding. TheMeasure-Action-Reportframeworkempowerscompaniestosmoothlyintegratetheircurrentinternaldatasystems,externalsupplierfootprintandbusinessoperationalmodel.Thisfacilitatesthestrategicformulationofaplantoundertakeasustainabilitytransformationwithoutimpactingoperations. THETEnSTEPSASSOcIATEDWITHTHEMEASURE,AcTIOnAnDREPORTFRAMEWORk: 1 2 EmissionsAssessment •Guidedemissioncomputation •EmissionFactor(EF)database •Supplier/ProductEFvisibility •Trackandtraceemissionimpactontargets 3 Emissions Maturity Criticality SupplierSegmentation •SupplierESGmaturityassessment •SegmentationframeworkbasedonemissionsESGmaturityandcriticality HotspotIdentification •Emissionanalytics •Emissiondashboardstoidentifyhotspots 4 EmissionsBreakdown •Product/Servicevaluechainanalysis •Lifecycleassessment •Carbonfactorassessmentforinfluenceableservices 5 6 ReductionPotential •Abatementleverdatabaseapplicableacrossthevaluechain •Impactassessmentframeworks 7 TargetSetting •Scenariomodelling •Autoreportinganddisclosures •Finalizedecarbonizationtargets •Defineprioritiesbasedontargetsandcriticalities 9 SupplierEngagement •Prioritizedengagementwaveplan •Incentive/Disincentiveframework •Updatecontractsandrestructuresupplierrelationshipmanagement(SRM)programs CostBenefitAnalysis •Costassessmentframeworkofabatementlevers •MarginalAbatementCostCurve(MACC)tohelpwithdecision-making 8 InternalEngagement •ProcurementtransformationtoolkitswithESGfocus •Changemanagementandcommunicationframeworks •AlignTVO(TotalValueofOwnership)andsavingsmethodology 10 InternalEngagement •SRMengagements •Projectmanagementandreportingtools Thismethodologyenablescompaniestocreatecustomizedabatementleversforvariousspendingcategoriestheymanage,suchaslogisticsandwarehousing,specialtychemicals,andothers.Italsofacilitatestheinitiationofsuppliercollaboration,selectionorsubstitutionasneeded. Acrucialaspectofmanagingscope3emissionsistheimplementationandgovernanceofanactionplan.Thisplanensuresthatacompany’sprioritiesareachievedandmaintainedbyexecutingactionsagainstsettargetsandtimelines.Itinvolvestrackingsupplierprogressthroughkeyperformanceindicators(KPIs)andservicelevelagre