Is there any activity that does not generate greenhouse gas (GHG) emissions?
I believe it is safe to say that all products, processes, people and organizations generate GHGs directly or indirectly in our daily living. These are gases that trap heat in the atmosphere (thereby making our planet warmer).
These GHGs include:
- : This GHG is mostly generated and released into the atmosphere when you and I burn fossil fuels (coal, natural gas, and oil).
- : This is emitted largely during agricultural and industrial activities as well as combustion of fossil fuels just as carbon dioxide.
- : From the production and transport of coal, natural gas, and oil, methane is generated. Other useful (I say useful because these are renewable energy goldmines) sources of methane are livestock farming and decay of organic waste in landfills.
- : The other three GHGs are Hydrofluorocarbons, perfluorocarbons, sulfur hexafluoride (SF ) otherwise classified as Fluorinated gases. These are synthetic, powerful greenhouse gases that are emitted from a variety of industrial processes. These gases are typically emitted in smaller quantities than other GHGs, but because they are potent greenhouse gases, they are sometimes referred to as High Global Warming Potential gases (“High GWP gases”)
SOURCE: US Environmental Protection Agency.
Greenhouse gas (GHG) emissions are one of the key sustainability performance indicators that are most requested by stakeholders. In calculating and reducing your carbon footprint, various groups have been influential in defining how we should manage and report our GHG. One of such groups is the GHG protocol which has recorded numerous successes including the establishment of three categories of emissions (Scope 1, Scope 2, Scope 3).
Truth be told, there is a “control” and “influence” dichotomy that we need to understand as well. The whole idea of the separation of GHG emissions into scopes is designed to avoid ‘double-counting’ of emissions, and is also intended to help you categorize GHGs into those that you can control (e.g. Scope 1) versus those that you can influence (e.g. Scope 3).
Scope 1 are also referred to as Direct GHG, and are defined as ‘emissions from sources that are owned or controlled by your organization’, such as:
- Stationary Combustion: from the combustion of fossil fuels (e.g. natural gas, fuel oil, propane, etc.) for comfort heating or other industrial applications
- Mobile Combustion: from the combustion of fossil fuels (e.g. gasoline, diesel) used in the operation of vehicles or other forms of mobile transportation
- Process Emissions: emissions released during the manufacturing process in specific industry sectors (e.g. cement, iron and steel, ammonia)
- Fugitive Emissions: unintentional release of GHG from sources including refrigerant systems and natural gas distribution
It is important to state here that for the majority of organizations, the stationary and mobile combustion sources of Scope 1 GHG will be the most relevant.
Scope 2 are also referred to as Energy Indirect GHG, and are defined as ‘emissions from the consumption of purchased electricity, steam, or other sources of energy (e.g. chilled water) generated upstream from the organization’.
Scope 3 are also referred to as Other Indirect GHG, and are defined as ‘emissions that are a consequence of the operations of an organization, but are not directly owned or controlled by the organization’. Scope 3 includes a number of different sources of GHG including employee commuting, business travel, third-party distribution and logistics, production of purchased goods, emissions from the use of sold products, and several more. Based on data from many companies that have conducted comprehensive assessments of their Scope 3 emissions, it is evident that Scope 3 GHG are by far the largest component of most organizations’ carbon footprint.
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In recent times, we have seen numerous announcements of corporate carbon neutrality targets. Organisations are now setting carbon-reduction goals and targets in line with their sustainability commitments to mitigating climate change.
As a core necessity, climate change strategy is critical to businesses, government and industry. In implementing effective climate change mitigation measures, the ability to differentiate between real and false claims of carbon neutrality is also very critical.
What I have seen is that stakeholders are beginning to express their cynicism and doubt, leading to increased pressure on organizations to maintain trust in their efforts to manage and reduce greenhouse gas emissions.
As there are various frameworks to support commitments towards corporate environmental performance, the quality and ambition of these targets vary greatly. Some organisations align with GRI, CDP, GHG protocol etc..
To highlight best practice approaches as well as benefits of committing to science-based targets, SPHERA is hosting a webinar to expantiate on what is needed for a serious and holistic carbon neutrality announcement. The webinar will address approaches for navigating the complexity of your entire value chain.
Date: March 4, 2020
Time: 4pm (CET), 3pm (GMT)
Dr. Linda Kannenberg, Supply Chain Account Manager, CDP Europe
Stefan Premer, Sustainability Consultant, Sphera
What you will learn:
- An overview of the challenges in the variations for understanding and defining carbon neutrality
- What it means to commit to a Science-Based Target for a serious carbon neutral announcement
- Value Chain considerations, from scope I to scope III, requiring a holistic supply chain assessment
- Challenges and approaches to gaining reliable, product and process-specific insights from suppliers.
Need any help, please contact:
Stefan Premer – Sustainability Consultant (Sphera)
In a bid to having strategic sustainability plans and programmes, a C-suite position within an organization is pertinent. This personnel would be saddled with the task of being in charge of all “sustainability” programmes across the various functions of the Organisation. It could be an added responsibility to an existing role (for small firms) or a new position with this responsibility (in large corporations).
Normally these responsibilities may rest with the facility manager or HSE manager, who has provided cost effective resource and environmental control as part of the basic services necessary for the company to function. However, as sustainability initiatives have expanded beyond the facility — so has the importance of the position to what is now a C-level executive role.
Organization normally have lots of chiefs — whether it’s chief executive officer (CEO), chief financial officer (CFO), chief operating officer (COO) — to indicate positions of senior responsibility for large areas of the organizations’ day-to-day and strategic operations. However, some organizations that are making an explicit commitment to more sustainable business practices have not yet granted the same seniority to the person in charge of those sustainability initiatives. For many organizations, sustainability is seen as being part of other strategic responsibilities such as compliance or environmental health and safety, corporate affairs, marketing, community relations, which precludes the creation of an entirely separate division.
It is our view that organisations that say and do all the right things about sustainability see the need to support sustainability initiatives with a formal high-level position.
Some alternate titles referring to the person in charge of sustainability are:
Director, VP, EVP, or SVP of Sustainability
Environmental policy manager
Director of environment, energy, & safety
Director of social & environmental responsibility
Social & environmental sustainability manager
Chief of environmental health and safety
Certified sustainability administrator
This position would allow for more firm commitments, disclosures and sustainability reports as to how the company is meeting those commitments. If organisations plan to incorporate sustainable business practices as a core value, then someone should be made responsible and accountable (and rewarded when goals are met/exceeded).
“The best way to predict the future is to design it……”
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Over the years as a management systems implementer, I have witnessed management reviews to be one of the most important contributions from top management to an effective EMS. Due to the emphasis on leadership in the new environmental management standard, Leadership is now expected to be more involved in the setup of the EMS, its measurement as well as improvement. This always gives rise to better and more realistic policies, targets and objectives for the implementing organisation.
In my humble opinion, I am in agreement with ISO’s stand that the periodic review of the systems in place provides an opportunity for top management to:
ADVISERA (a renowed online consultation centre) is organising a webinar to show you how to prepare, execute, and follow up on a management review with particular emphasis on ISO 14001:2015
Register for this webinar to learn about:
- Seeing management review as a process
- Preparing management review inputs
- Performing the management review and making decisions
- Preparing management review outputs
- Getting rid of some typical management review myths
What you will receive:
- Training delivered by Carlos Pereira da Cruz, one of the leading experts in ISO 14001
- Download of presentation deck
- Access to webinar recording
This training is designed for professionals with little or no experience in ISO 14001, and in management reviews, including:
- Management representatives
- Anyone interested in Environmental Management Systems
About the training:
This live, interactive online training (via webinar) is designed to enable you to walk away with knowledge on how to get the most out of ISO 14001 management reviews in order to identify tangible improvement opportunities. This course offers compelling content, a downloadable presentation deck, and live engagement with an expert consultant with whom you can discuss how to resolve your specific implementation issues. You will experience the training right from your desk, eliminating travel costs and minimizing lost time away from your office.
Presented by: Carlos Pereira da Cruz
Carlos Pereira da Cruz is the author of several books on ISO 14001, ISO 9001, strategy, and the balanced scorecard. He has more than 30 years of experience both as an external auditor and as a consultant and trainer. In his consulting career, he works with clients from both the manufacturing and service provision industries.
He has an MSc in Chemical Engineering, and is the holder of the following certificates: ISO 14001 Lead Auditor and ISO 9001 Lead Auditor.
It’s 2020 and it’s officially the Decade of Action!
True to WeForGood community’s mission to bring people together to act on causes they care about, the organisation is launching the 10,000 Actions For Good Campaign a.k.a 10k Actions.
This campaign aims to push for an eruption of actions geared towards achieving the Sustainable Development Goals (2030 SDGs) in Africa by rewarding and incentivizing change makers. This will be driven through partnerships – Goal 17 – with a key focus to leave no one behind.
Participants are invited to be a part of 10k Actions by signing up at weforgood.org to join our community. If your organisation will like to learn more and partner, please reach out – hello at weforgood.org
Follow WeForGood Internationalto stay tuned for updates!
All On Partnerships for Energy Access (‘All On’) was established by Shell as an
independent impact investing fund to work with partners to increase access to
commercial energy products and services for the under-served and un-served offgrid markets in Nigeria, with a special focus on the Niger Delta.
All On builds value-driven local and international partnerships to help scale business
models. All On seeks both financial returns and social impact – to provide and/or
improve access-to-energy for millions of households and SMEs.
If you would like to learn more about All On, please visit website: https://www.allon.com/
The All On Hub Manager is a senior level position with overall responsibility for the
All On Hub. This responsibility involves setting up and running the All On Hub which
is a facility to support the development of a pipeline of investable, scalable and
sustainable off-grid energy businesses in Nigeria, and creating the ecosystem to
nurture growth of the clean energy sector. You will be responsible for the strategic
direction, management and operations of the Hub.
In this interesting and challenging role, you will make an impact by helping the Hub supported energy access businesses effectively address their gaps and challenges
and prepare them for scaling.
LOCATION: Lagos, Nigeria.
1. Hub management:
a. Oversee the strategy, planning, and operations of the Hub;
b. Drive the execution of the Hub’s three-year operational plan according to
delivery timeline and budget;
c. Build and lead the Hub team comprised of 3 direct reports;
d. Coordinate with the All On Investment, Policy & Partnerships and
Communication teams to maximize organizational synergy;
2. Business support:
i. Lead quarterly business reviews of all Hub businesses;
ii. Manage the contract and support services provided by the multidiscipline professional service firms, including finance, HR, commercial,
communications, and other functional areas;
iii. Develop and manage (with support from Legal) agreements with the
Hub supported businesses with respect to confidentiality, Intellectual
Property protection etc.;
i. Manage the relationships with selected incubation hubs and review
performance against targets;
ii. Participate in the selection process for ideation stage businesses;
iii. Identify and coordinate broader support opportunities for the selected
i. Oversee the execution of the annual All On/USADF Challenge;
ii. Provide structured support to businesses selected through the Challenge;
d. Growth and Market Entry:
i. Promote the services of the Hub;
ii. Build network to identify potential candidates;
iii. Manage the application process;
iv. Provide structured support to selected businesses;
v. Manage the Hub shared working space;
3. Grant management:
a. Serve as main point of contact with donor;
b. Provide all required reporting on grant progress and performance;
c. Maintain dialogue on potential topics of interest and opportunities for joint
promotion of the All On Hub with the donor;
4. External focus:
a. Engage with other donors and investors to leverage their existing support
offerings for Hub supported businesses;
b. Accountable for the development and delivery of the quarterly market update
sessions for the Hub supported businesses;
c. Lead team in the preparation and delivery of quarterly investment readiness
d. Manage with support from the All On Communications team the creation and
promotion of the strategic narrative for the Hub supported businesses as
e. Maintain an externally informed perspective and commercial mindset on
business opportunities and challenges and prioritize activities that deliver value
for the All On Hub supported businesses
• Stakeholder management, influencing and relationship building skills
• Harness creativity of others and self to generate new approaches to solve highest
• Ability to solve a wide range of problems and issues arising in early stage businesses
without being a subject-matter expert
• Getting work done through others
• Manage & support decision making with incomplete data or ambiguity at times
• Understand the sources of value (how businesses make money)
• Advanced written and oral communication skills,
What we need from you:
• First degree in business administration, accounting, finance, mathematics, strategy,
communications, or economics from a reputable tertiary institution. Advanced degree
• 5-10 years of Incubation hub management, investment management, consulting or
Big 4 experience beneficial
• Prior incubation and/or acceleration hub or startup experience extremely beneficial
• Experience in the energy access sector including working within an energy company –
specifically businesses delivering decentralized renewable energy solutions (e.g. solar
home systems and mini-grids) would be beneficial
• Track record of leadership and consistently delivering high-impact business value
• Passion for closing the energy access gap in Nigeria and dedication to providing support to the businesses that will lead this objective
• Advanced written and oral presentation skills with well laid out, easily understood
analysis and presentations
• High capacity to understand supported businesses’ immediate and long-term needs,
with focus on delivering innovative solutions
• High energy style, flexible and adaptive, with the ability to work well in a fast-paced
• Stakeholder engagement and relationship building skills which are used to achieve
results by influencing and motivating others
• Articulately communicate information and adapts effectively to the audience.
Communicate with clarity and confidence
• Experience of working in or with small businesses Nigeria
What we offer you:
• At All On we’re committed to investing in career development, providing a platform
from which suitable candidates can deliver, create substantial impact, and advance
professionally with a fast-growing organization.
• All On is a company with shared values. Honesty, integrity and respect for people are
integral to everything we do. The company places the highest possible value on the
diversity of our people and our inclusive approach.
• A chance to make a social difference towards increased access to affordable, reliable
and sustainable energy access in Nigeria.
• Remuneration: Competitive based on experience
• Health care for self and immediate family
• A culture of learning and innovation
• Interaction with industry leaders and forward-thinking people
How to apply:
• Send cover letter & resume to: All-On-Reception@all-on.com
• Subject of mail: Application for All On Manager Position
Application deadline: 13th January 2020
If no response is received by 31st January 2020, kindly consider your application
The globally accepted framework for environmental sustainability – ISO 14001:2015 – has a key change from the 2004 version. The new standard requires top management to demonstrate leadership and commitment to the environmental management system.
Digging deeper, we see that clause 5 of the ISO 14001:2015 is a significant innovation as this clause provides guidance needed by organisations in demonstrating leadership and commitment in relation to the environmental sustainability processes. As this is one of the new clauses in the recent high-level structure of all management systems, this clause cuts across all management systems in all disciplines.
In all honesty, this is a unique opportunity to enhance the environmental sustainability system and place the SUSTAINABILITY role at the center of business.
ISO 14001:2015 defines top management as:
“a person or group of people who directs and controls an organisation at the highest level”.
No longer would a “management rep” need to be appointed and the standard states that top management must take accountability for the “effectiveness of the EMS.”
This key requirement of the environmental sustainability framework sets the tone for the whole management system. It is important to note that if the defined scope of an environmental management system is limited to a particular function or section of the organisation, top management will therefore be those who direct and control that particular function or section.
Early implementers and forward-thinking leaders in organisations that have effective environmental sustainability systems are seen to be performing the following (even beyond the systems audit):
• Demonstrating leadership commitment via accountability and active support,
• Ensuring an environmental policy around material issues is established,
• Integrating environmental objectives with core business strategy,
• Outlining roles, responsibilities, resources and authorities for environmental sustainability processes,
• Promoting process approach, risk-based thinking and ensuring continual improvement.
Top Management can demonstrate leadership commitment by:
• Incorporating an environmental sustainability committee;
• Attending and leading environmental sustainability committee meetings;
• Encourage continual improvement and ensure this culture exists as a result of leadership;
• Publish articles and period newsletters relating to environmental performance and environmental management practices internally within the organisation;
• Encouraging employees and other relevant interested parties in improving environmental performance
• Involvement in internal audits of the environmental systems and processes;
• Allocating adequate budgets for environmental initiatives and training;
• Setting and communicating environmental objectives and intended outcomes of the system.
In conclusion, leadership commitment and visible environmental responsibility from top management are critical for the success of environmental sustainability systems and for the achievement of its intended outcomes.
In simple terms, Environmental Risk can be described as all actual or potential threats to environmental resources. This risk category is largely a result of resource consumption, effluents, emissions, wastes, resource depletion, etc., arising out of an organization’s (and/or individual) activities.
With a focus on organizations, planning is critical to determining environmental risk as well as actions needed to address them.
Organizations should have processes in place to determine environmental risk by understanding;
1. Environmental aspects (interactions with the environment),
2. Compliance obligations, and
3. Needs and expectations of interested parties.
Environmental risks can affect any organizations and its ability to achieve its intended business outcomes.
Common pitfalls in managing environmental risk:
• No control of Environmental aspects: lack of environmental controls can make organizational activities impact negatively on the environment. This also results in business risk due to the apparent mismanagement of resources.
• Non-fulfillment of environmental compliance obligations: Many organizations do not consider compliance until the issuance of a demand notice or fine. Though many environmental fines are insignificant in terms of cost, how about cost of “time wasted”, reputation and court cases?
• Little or no consideration of the views, needs and expectation of interested parties: are you aware of the perception/expectations of your stakeholders on your organizations environmental performance?
• Poor preparation for environmental emergencies: Identification of potential environmental incidences as well as preparedness for emergency is key to managing environmental risk.
Although organizations are at liberty to choose environmental risk management approaches, a robust, credible and reliable environmental management system can support the long-term viability of an organization.
ISO 14001 is the international management system standard for environmental management.
Along with the scope and context of the organization, these risks are inputs that are considered in any environmental management system.
The management system approach to managing environmental risk provides a framework for organizations in a bid to fulfilling compliance obligations, environmental policy commitments and achieving its environmental objectives.