As the Coalition Government promises to tear out large sections of the rulebook and relax targets in an attempt to ease the strain on struggling UK businesses, it is tempting to conclude that environmental sustainability initiatives can be put on a backburner. In crisis mode, the country and its commercial entities surely have more pressing concerns?
Keeping the lights on remains one of them and this demands that organisations can continue to balance their books. Evidence has shown that there is a direct correlation between energy efficiency and cost efficiency for a business. As a result, the attention paid to carbon emissions monitoring and management is no longer something that is automatically handed over to corporate social responsibility and marketing teams.
At more astute companies, the discipline is now firmly on the radar of the finance department. If international pledges and government targets around global warming have done anything positive for businesses, it is to encourage them to measure and gain an appreciation for just how much wastage goes on in companies – and how much this is costing them.
The following white paper assesses the current landscape for carbon emission monitoring, exploring not only companies’ regulatory responsibilities for behaving in a more environmentally sustainable way but also how, through systematic, integrated measuring and reporting, they can substantially reduce their internal costs at a time when energy prices and other business costs are escalating at a punishing rate.
To find out more about our carbon accounting solutions please contact us on 01582 714 810.
Eric Carlson on the Triple Bottom Line - People, Planet, Profit at the Green IT Economic Summit. Tysons Corner, Fairfax, VA, Earth Day - April 22, 2010.
Other speakers that day included Forrester, Marriott, British Telecom, Emerald Technology Ventures, and Microsoft.
Responsible Corporate Engagement on Climate Change PolicySustainable Brands
These slides were presented at the Sustainable Brands London 2013 Conference, to view the associated video or listen to the audio of the presentation please visit www.sustainablebrands.com/digital_learning/solutions/responsible-corporate-engagement-climate-change-policy
Presentation given on November 17 to Canadian Business for Responsibility Members in Webinar. Focusing on highlights of 2011 and what to consider in 2012 in the field of corporate responsibility.
It we are to achieve our CO2 reduction targets by 2020 we must empower households to reduce their emissions through a behaviour change programme such as the Low Carbon Diet.
Michael Garvin
President of Renewable Energy Network for Aggregated and Intregrative Systems (RENAIS)
Advisor to the University of Iowa Executive MBA program
RENAIS LLC assists in identifying emerging "disruptive technologies" in the transportation and energy sectors. The company links research/development with investment and the stable equipment with market demand by setting production on a domestic and international platform. The company is currently involved in alternative fuel cars/trucks, thermal fuel cells and high efficiency alternative fuel generator sets.
Eric Carlson on the Triple Bottom Line - People, Planet, Profit at the Green IT Economic Summit. Tysons Corner, Fairfax, VA, Earth Day - April 22, 2010.
Other speakers that day included Forrester, Marriott, British Telecom, Emerald Technology Ventures, and Microsoft.
Responsible Corporate Engagement on Climate Change PolicySustainable Brands
These slides were presented at the Sustainable Brands London 2013 Conference, to view the associated video or listen to the audio of the presentation please visit www.sustainablebrands.com/digital_learning/solutions/responsible-corporate-engagement-climate-change-policy
Presentation given on November 17 to Canadian Business for Responsibility Members in Webinar. Focusing on highlights of 2011 and what to consider in 2012 in the field of corporate responsibility.
It we are to achieve our CO2 reduction targets by 2020 we must empower households to reduce their emissions through a behaviour change programme such as the Low Carbon Diet.
Michael Garvin
President of Renewable Energy Network for Aggregated and Intregrative Systems (RENAIS)
Advisor to the University of Iowa Executive MBA program
RENAIS LLC assists in identifying emerging "disruptive technologies" in the transportation and energy sectors. The company links research/development with investment and the stable equipment with market demand by setting production on a domestic and international platform. The company is currently involved in alternative fuel cars/trucks, thermal fuel cells and high efficiency alternative fuel generator sets.
Module: EThICS 039.BC02E.07_LCPP_Conc & Princ_LCC & Effectiv
Topic: LIFE CYCLE OF PROJECTS AND PRODUCTS
Subject: Concepts and Principles of Life Cycle Cost (LCC) and Effectiveness
Scope:
PURPOSES OF THE MODULE
INTRODUCTION
Acronyms
Motivations for LCC and Effectiveness
Standards for LCC
BASIC CONCEPTS OF LCC
Elements of Life Cycle:
Life Cycle
Fig. 1: Model of Life Cycle of Projects and Products
Fig. 2: Initial Steps of RDI of Systems and Products
Acronyms of RDI
Elements of Life Cycle Cost:
Cost Driver
Cost Profile
CBS – Cost Breakdown Structure
Recurrent Costs
Non-Recurrent Costs
Fig. 3: Elements of Life Cycle Costs
LCC – Life Cycle Cost
Life Cycle Costing
TLC - Through-Life Cost
WLC - Whole-Life Cost
WLCC - Whole-Life Cycle Costing
TCO – Total Cost of Ownership
TCA – Total Cost of Acquisition
COO – Total Cost Of Operations
LAC - Life Acquisition Cost
LOC - Life Ownership Cost
LLC - Life Loss Cost
LCCA – Life Cycle Cost Analysis
CONCEPTS OF EFFECTIVENESS
Elements of Effectiveness
Effectiveness Analysis
System Effectiveness
Fig. 4: FOM - Factors Of Merit
MOE - Measure Of Effectiveness
Operational Effectiveness
Elements of Operational Effectiveness
Operational Suitability
MOS - Measure Of Suitability
Operational Availability
Operational Utility
Cost Effectiveness
CONCEPTS OF PERFORMANCE
Elements of Performance
Performance
System Performance
Level of Performance
Categories of Performance
Objective Performance
Subjective Performance
System Attributes
Attributes of Operational Performance
Physical Attributes
Functional Attributes
MOP - Measures Of Performance
MODELS OF LCC
Fig. 5: Summary Vision of Total Costs of the Life Cycle
Model of the Composition of the LCC
Fig. 6: The (In)Visibility of the Total Costs
Fig. 7: The Proportions of the Elements of the LCC
Considerations about R&D Methods, Costs and Assurance
Fig. 8: Elementary Cycle of Project Validation and Assurance
Fig. 9: The Impact on Costs Due to Method Change
Fig. 10: The Impact of Changes of |Method on Costs
Fig. 11: The Balance of Factors of Cost-Effectiveness
Fig. 12: The Factors of Effectiveness and the Costs of the Systems
APPENDICES
References
EThICS Engineering - Services and Areas of Action
How to build a Key Performance Indicator (KPI) - Consider Elevator ManagementAxel Marrocco
What exactly is a KPI. This lesson was developed to help consider how to evaluate the effectiveness of a problem / solution proposal. Elevator Management is used, since it provides a topic almost all can relate with. The focus is not to development an understanding of Critical Success Factors, but to concentrate on elements necessary in constructing a Key Performance Indicator (KPI) of a proposal's effectiveness.
n recent months the media has been
whipping up a storm over how a carbon
tax will send us all into poverty. The view
has been that a carbon tax is yet another
lever for the government to pull to grab
more revenue and everyone and every
business is going to suffer from a price
being put on carbon.
Here are some realities:
• Australia has commitments under
the UN to reduce national greenhouse
gas emissions;
• Australia won’t be leading the world if it
introduces a carbon tax. Many countries
have already implemented a tax or
scheme for putting a price on carbon;
• A critical issue for businesses will be
keeping a competitive advantage in a
new tax regime.
The bottom line is that a carbon price
will be another risk for businesses to
manage. BUT in some instances, a price
on carbon will provide an opportunity,
both in forcing businesses to review and
update their operations to become more
efficient, and in providing new industries
and products to service a new carbon
regime. How can your business take
advantage of these opportunities?
In this article, I propose that SME leaders
(if they haven’t already) ought to consider
getting a view of how carbon flows
through their business. This will enable
an understanding of how a carbon price
is likely to impact your balance sheet.
"Exploring the Economics of Carbon Credits: Costs, Benefits, and Market Trends"greengeneindore
In the fight against global warming, carbon credits have become crucial in the economic toolbox. These credits are traded on the international market and show a measurable decrease in greenhouse gas emissions. Examining the economics of carbon credits reveals a complicated relationship between expenses, advantages, and changing consumer preferences.
The idea of carbon pricing is at the center of the carbon credit concept. Carbon credits provide each ton of carbon dioxide equivalent (CO2e) emissions with a price tag, that encourages both individuals and companies to lessen their carbon footprint. This method of incentives functions via both voluntary marketplaces and regulatory systems.
The initial investment needed to put emission reduction schemes into action is one of the main expenses related to carbon credits. These projects, which can include installing carbon capture devices, energy efficiency measures, or renewable energy systems, can have high upfront expenditures. On the other hand, these investments may pay off in the long run by lowering operating costs, improving brand recognition, and opening up new markets.
Furthermore, carbon credits offer advantages that go beyond simple environmental benefits. They also stimulate investment in sustainable technology and innovation, which helps to build a low-carbon economy. Businesses can also profit from carbon credits by selling the extra credits they receive from reducing their emissions.
The carbon credit market has seen several significant changes and movements recently. One such development is the rising popularity of voluntary carbon offsetting, fueled by consumer demand for eco-friendly goods and services and corporate sustainability programs. Due to the increase in demand, platforms and certification standards that make it easier to trade voluntary credits are emerging.
The dynamics of the carbon credit market are also being shaped by regulatory developments, such as the introduction of cap-and-trade programs and carbon pricing schemes. By attaching a cost to carbon emissions, these laws encourage businesses to invest in greener technologies and emission-target-compliant methods.
In conclusion, examining the economics of carbon credits highlights their significance as a key tool in the battle against climate change. The advantages they provide in terms of environmental management, economic growth, and market prospects make them an appealing instrument for achieving sustainability goals, even though they have costs associated with investment and compliance.
Every business that pollutes the environment excessively needs carbon credits, and greenGENE plays an important role in this regard. It is an organization that encourages people to plant and care for trees. To help with this cause, greenGENE provides a QR code that you can use to maintain information about your trees and act accordingly. The organization also rewards those who plant a tree or support the campaign in any form.
A proposal for an advertising agency to consider how to differentiate itself in the market, set a standard in environmental awareness and conservation.
Business guide on carbon emission redution and sustainabilityBarney Loehnis
Guide on how businesses can reduce their carbon footprint, with a focus on Asia and Hong Kong, but broadly relevant for any global brand.
The guide was developed by contributions from Cathay Pacific, HSBC, Hang Seng, Hang Lung, Hong Kong Land, OSBC, Bank of East Asia (BEA), Aegis, MTR Corporation, Sino Group, Standard Chartered, Gammon Hong Kong Electric, China Light and Power (CLP), OOCL, PCCW, DTZ, Town Gas and Swire Pacific
Energy & Sustainability Goal-Setting: A Guide To 7 Top Third Party StandardsLeon Pulman
Recent research finds that organizations have more success on energy and sustainability initiatives when they set public goals. But with so many options available, how do you determine which goals will drive the greatest value for your organization? And against what criteria should you assess them?
Our goals primer eBook summarizes the top global, third-party benchmarking standards and recommends how to choose the right one to accelerate your energy and sustainability ambitions.
Sustainability goal setting guide to 7 top third party standardsJackson Seng
Recent research finds that organizations have more success on energy and sustainability initiatives when they set public goals. But with so many options available, how do you determine which goals will drive the greatest value for your organization? And against what criteria should you assess them?
Our goals primer eBook summarizes the top global, third-party benchmarking standards and recommends how to choose the right one to accelerate your energy and sustainability ambitions.
Power Forward 2.0: How American Companies Are Setting Clean Energy Targets a...Sustainable Brands
Clean energy has entered the mainstream at the world’s largest corporations. This report, the second in the Power Forward series from Ceres, WWF, Calvert Investments, and David Gardiner and Associates, expands upon the analysis of clean energy and climate targets from the U.S. Fortune 100 to include the full U.S. Fortune 500. The report totals the savings that leading companies are realizing and chronicles the rapidly evolving business practices, financial tools, and policy developments that are catalyzing corporate clean energy adoption and making non-energy companies significant players on the electrical grid.
When it comes to Green IT, businesses have been reactive. Interest in Green IT rises significantly when energy prices increase, and drops just as quickly when prices flatten out. This is typical of the ad-hoc approach taken by most organizations which has led to inconsistent results. This research will help organizations determine:
•Why Green IT is important.
•Examples of Green IT opportunities.
•The state of Green IT today.
•How to implement a successful Green IT program.
In this storyboard, learn how a strategic approach to Green IT and a longer-term commitment to sustainability can positively impact the bottom line.
Unlocking the Potential of Carbon Management Platforms: A Comprehensive GuideCarbon Minus
Explore the intricate world of carbon management platforms with our comprehensive guide. Discover the essential features, uncover the transformative benefits, and delve into the profound business impact of adopting carbon management solutions. Gain insights into how these platforms empower organizations to measure, mitigate, and manage their carbon footprint effectively, paving the way for a sustainable future.
Corporate PPAs provide an opportunity for businesses to commit to using renewable energy, thereby reducing their carbon footprint, improving business sustainability and providing greater energy security and price certainty. For generators and funders in markets where subsidies are being withdrawn, they can be seen as the anchor for projects to be “bankable”.
CDP Global Supply Chain Report 2014: Collaborative Action on Climate RiskSustainable Brands
For the 2014 report, 2868 companies--representing 14% of global industrial emissions--reported carbon data. The findings show that despite 75% of companies identifying current or future risk from climate change, investment in emissions reductions dropped 22% from the previous year and these investments are focusing more on short term returns.
The report revealed that companies that collaborate with supply chain stakeholders are 2x more likely to realize financial return from investments in emissions reductions.
The report also shows the importance of employee engagement. Companies that involve more than 4 functions in supply chain sustainability were 2x more likely to realize emission reductions and 4x more likely to generate monetary savings.
In a recent survey of 250 senior IT & business decision makers by Cloud Industry Forum, 61% expressed concerns over data security in the cloud, despite the fact only 2% have ever experienced a cloud-related security breach. Talk of the cloud and cloud technology has been rife for a long time now, yet there
are still many businesses that subscribe to out-dated
myths, such as data security.
The last few years have seen a marked increase in the
popularity of the cloud but for many it’s another tech
innovation that everyone tells them they need but that they
don’t fully understand. There’s a distinct hype surrounding
discussions on the cloud, but for the most part, they come
across as semi-intelligible fog, full of jargon fi lled techspeak,
with a lack of clarity about the business advantages.
In this whitepaper, we’ll lift the haze around the cloud and take
a straight-forward approach to explore the benefits, making it easy to determine if the cloud is right for you. We’ll clearly state the benefits of using the cloud as well as give an overview of the perceived risks and remove some of the common misconceptions.
Given that most companies are struggling to achieve healthy growth in the current climate, fraudulent activity cannot be tolerated, however minor some of the individual ‘crimes’ being committed appear to be.
While the typical employee misdemeanour may not be on the same scale as those that transpired from the recent MPs’ expenses scandal, the amounts involved soon add up and can present a risk to company profits.
Alarmingly, KPMG uncovered a dramatic increase in the number of cases involving the exploitation of weak internal controls – up to 74% in 2011 from 49% in 2007. This suggests that many organisations are not adequately protecting themselves from losses incurred through employee crime.
It is also likely that the problems are more widespread and costly than these surveys suggest, since many cases of fraud go unreported either because companies are failing to monitor and measure instances of internal crimes, particularly below a certain threshold, or because they prefer to handle any cases that do emerge internally to minimise any negative PR.
If you would like more information on improving internal controls and what a robust, secure finance system should look like please contact us on 01582 714 810.
Now is a very exciting time for charitable fundraising. Not only is economic confidence slowly recovering, there has also been a fundamental change in the way causes are promoted which is having a massive impact on public donations.
Web- and text-based donation platforms, boosted by vast-scale viral promotions over social media, have altered the way people give - and the way not-for-profit (NFP) organisations raise awareness for their activities. What’s so powerful about these more dynamic fundraising opportunities is that they can have a huge and immediate impact, in a way that is both highly targeted, yet with vast reach – and typically for a fraction of the cost of traditional campaigns.
In the third sector, the transition to emerging Web 3.0 opportunities has prompted its own new terminology. Charities and NFPs are now being encouraged to adopt ‘Fundraising 3.0’ strategies – ie new approaches to fundraising based on analyses of donor behaviour.
But how geared up are charities and other NFPs to take full advantage of these new opportunities?
We hope you find this whitepaper useful. To find out more about the technology available to help with Fundraising 3.0 please contact us on 0845 160 6162
One of the fastest ways to derail employee engagement and satisfaction is to make a mistake with payroll. Late salary payments, inaccurate holiday pay and miscalculated benefits can undermine morale and reduce
productivity.
So why do so many business leaders still regard payroll as a routine administrative procedure that is a cost centre? A typical company spends between 50 and 80 percent of its expenditure on payroll, and the costs of
preparing and administering these payments are significant. Despite this, a recent survey found that less
than half of businesses measure the efficiency of their payroll function, and three quarters said that they had no plans to investigate implementing a payroll strategy to reduce costs and add value to their business during the downturn.
In the UK today, relatively few organisations see payroll as a strategic function, with half of companies handing over full responsibility for payroll to the finance function, with one in five opting to outsource the function completely.
It is about time that the payroll department is recognised as having a vital role to play in helping businesses to survive and thrive in a tough economic climate.
Contact us on 01582 714 810 to find out more about the payroll technology available to help your payroll department become the value driver of the organisation.
Restoring consumer confidence means that supply chains need to work harder to tighten controls, improve visibility across their processes, and provide a joined-up picture of a product’s journey from the field or factory to the customer’s front door.
The following white paper explores the traceability challenges facing organisations as they make, process, distribute and sell products, the reasons they now need to overcome these barriers, how they might approach this, and what they stand to gain as they achieve greater
transparency both throughout their operations and along the supply chain.
In our recent survey of people in more than 100 mid-sized companies, we explored the frustrations of people responsible for processing financial data and also tried to understand the needs of those outside the finance department who rely on financial information. This survey was supported by interviews with consultants working for mid-sized companies, and the input of managers at mid-sized companies via a roundtable discussion.
What became clear is that all is not as it should be. For example, more than 60% of people within finance functions recognise that they need to improve their financial processes and nearly 30% of end users believe that the data they receive is inaccurate, making it difficult to use financial information effectively in their roles. Yet, in many midsized companies, these issues remain unaddressed, either because of a perceived lack of time (63% of finance respondents) and/or a sense that the business is unlikely to act even if better options are identified (29%). That’s set against the small minority (17%) of people within finance departments who believe that a more frequent review of finance processes and technology simply isn’t necessary in the first place.
Our research suggests that the vast majority are right: things could be better. Much better, in fact. The potential benefits of better financial systems range from lower headcount within finance and the avoidance of revenue leakage and improved cash flow, through to better management of all aspects of an organisation.
To find out more about the latest technology can help improve your financial accounting and promote growth within your organisation, please call us on 01582 714810.
Advanced Business Solutions surveyed over 300 UK-based Not-for-Profit (NFP) organisations – charities and membership organisations – to investigate how well they’re managing their membership data.
The results were surprising. According to the report, 96 per cent of NFPs are struggling to manage, decipher and capitalise on the terabytes of data they hold about their members and supporters.
Nearly all NFP organisations are struggling to effectively collect and analyse valuable data which, as a result, threatens to erode hard-won loyalty. It also reveals that 75 per cent of those surveyed don’t have the time, skills or funds to resolve these issues – threatening their long-term success.
We hope you find the report informative. If you want to talk more about how we could help you handle your data in a specialist CRM system please give us a call on 08448 155 640.
We asked over 300 senior finance professionals from across the Public Sector about how they manage their budgets. This infographic shows what the public sector say are the main challenges and what are the most important improvements to the budgeting process.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the what's app number of my personal pi vendor to trade with.
+12349014282
where can I find a legit pi merchant onlineDOT TECH
Yes. This is very easy what you need is a recommendation from someone who has successfully traded pi coins before with a merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi network coins and resell them to Investors looking forward to hold thousands of pi coins before the open mainnet.
I will leave the what'sapp contact of my personal pi merchant to trade with
+12349014282
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the what'sapp information for my personal pi vendor.
+12349014282
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Eco-Innovations and Firm Heterogeneity.Evidence from Italian Family and Nonf...
Making carbon reduction strategies pay
1. Making carbon reduction
strategies pay
Business cost-cutting through intelligent monitoring of energy use
An Advanced Business Solutions white paper
Introduction
As the Coalition Government promises to tear out large sections of the rulebook and relax targets in an
attempt to ease the strain on struggling UK businesses, it is tempting to conclude that environmental
sustainability initiatives can be put on a backburner. In crisis mode, the country and its commercial entities
surely have more pressing concerns?
Keeping the lights on remains one of them and this demands that organisations can continue to balance
their books. Evidence has shown that there is a direct correlation between energy efficiency and cost
efficiency for a business. As a result, the attention paid to carbon emissions monitoring and management
is no longer something that is automatically handed over to corporate social responsibility and marketing
teams.
At more astute companies, the discipline is now firmly on the radar of the finance department. If
international pledges and government targets around global warming have done anything positive for
businesses, it is to encourage them to measure and gain an appreciation for just how much wastage goes
on in companies – and how much this is costing them.
The following white paper assesses the current landscape for carbon emission monitoring, exploring not
only companies’ regulatory responsibilities for behaving in a more environmentally sustainable way but also
how, through systematic, integrated measuring and reporting, they can substantially reduce their internal
costs at a time when energy prices and other business costs are escalating at a punishing rate.
Why bother with carbon reduction?
Although it may not be a company directors’ most pressing priority, carbon reduction is incumbent on
every business, every home and every individual. Not only ethically, but in order that mandatory targets
are met so that companies are not fined and so that the UK does not fall short of the promises it has made
as part of international treaties on climate change.
Meeting targets
Although the Government has other preoccupations at the moment, it has committed to meeting some
onerous targets on curbing carbon emissions in a relatively tight timeframe. The Climate Change Act,
which the UK adopted in 2008, defines a commitment to reduce carbon emissions to 80% below 1990
levels by 2050. This, in turn, has prompted a whole host of Government policies, many of which affect the
majority of UK business – some with significant penalties for non compliance.
A good source on the latest measures affecting UK businesses is the Carbon Trust (see http://www.
carbontrust.co.uk/Pages/Default.aspx). Its web site sets out guidelines targeted at different sizes and
types of organisations, and highlights the following schemes as having direct impact on UK companies’
energy consumption and carbon production habits:
www.advancedcomputersoftware.com/abs
Version 2.1 0810 Copyright Advanced Business Software and Solutions Limited 2011
White
Paper
January 2012
2. White
Paper
January 2012
• Energy Efficiency Scheme (CRC)
• Building regulations
• Feed-in tariffs (FITs)
• The EU Emissions Trading Scheme
• Climate Change Agreements/Climate Change Levy
• Renewable Energy Strategy
Full details can be found in appendix 1
Most recently, the Government has introduced the Greening Government ICT strategy. Again designed to
feed into the UK’s overarching environmental targets, the scheme is intended specifically to minimise the
impact of the UK Government on the environment through the way it uses IT, with a series of targets set
out over the next three years. The strategy covers all central and local government offices.
The particular importance of this individual development is that it highlights the positive contribution IT can
make to reducing carbon emissions, particularly around exploiting ICT for the reduction of travel and use
of paper, and encouraging behavioural changes within Government in support of greener working practices.
As the Government is a major user of ICT, it must play a key role in driving change and set an example for
other organisations, in the private sector.
Corporate social responsibility & brand perception
Setting an example is another strong motivator for organisations to get their houses in order
environmentally. Corporate social responsibility commitments demand it, and companies owe it to their
shareholders, staff and customers to do the right thing. In a business-to-business environment, it could
affect who an organisation is able to trade with – a large powerful customer may veto or sanction suppliers
based on their documented carbon performance if their own commitments to the environment dictate this.
In numerous situations, a company with strong green credentials can expect to have an easier time – as an
employer trying to attract the best talent, as a supplier trying to win new business in a difficult economic
climate, and in broader PR terms.
Greener is leaner: Cutting carbon also means cutting costs
From a purely commercial perspective, the real driver for businesses to ‘go green’ is the parallel
opportunities for significantly reducing operating costs through a measured reduction in wasteful practices.
Any cut in travel, electricity use, paper distribution and inefficient IT practices should automatically
translate into money added to the bottom line. The cynical could look to the hotel industry, which ‘in the
interests of the environment’ asks guests to think twice before putting towels out to be laundered, or
banks and utility companies that are pulling out all the stops to get customers to switch on online rather
than paper billing. Such practices may indeed be part of a commitment to environmentally responsible
business management, yet coincidentally such measures also reduce the associated workload and conserve
the organisation’s resources (power use, processing and distribution costs, etc).
Similarly, if a business reduces its carbon footprint by being more frugal in the way it manages its lighting,
travel, IT data centre, it is not only able to tick sustainability boxes with all that means for good PR and
compliance with targets, it is simultaneously delivering cost-efficiency wins for the board.
The latest calculations by the Carbon Trust indicate that organisations across the public and private sectors
could save £700 million a year on energy simply by using their lighting more efficiently (source: http://
3. White
Paper
January 2012
www.greenwisebusiness.co.uk/news/700m-in-energy-savings-to-be-made-on-lighting-says-carbon-trust-
2871.aspx).
The Trust, which claims that even low-cost measures such as switching lights off and adjusting basic
controls and settings could add up to savings of up to £350 million a year, has just published a guide
advising on cost-effective measures to address the wastage, including lighting refurbishment and sensor-based
controls. Depending on the type of organisation, individual premises can expect to save anything
between 20-50% of their annual lighting costs by taking a more intelligent approach to associated power
consumption.
Taking action
So why aren’t more organisations proactive about making the requisite changes? Predominantly this is due
to a lack of prioritisation: companies just aren’t making the time to (a) explore the potential and (b) plan
and implement the necessary measures. Believing this requires resources and budget they cannot readily
allocate to the initiative, many companies never quite get round to making a start.
This is unfortunate, especially given that there is a wealth of advice, help and ‘friendly’ funding available to
encourage companies to implement green strategies. And, once organisations start measuring their carbon
emissions, giving them an idea of the scope for dual savings, the business case takes care of itself.
Defra notes that all businesses can save money by using resources such as water, energy and raw
materials more efficiently. It estimates that 2% of UK business profits per year may be lost through
inefficient use of resources and that UK businesses could save around £23bn per year by making simple
changes to use resources more efficiently and help protect the environment and natural environment. The
call to action on its website is quite clear: “Businesses that don’t use resources more efficiently will miss
out on potential commercial opportunities and will lose out as prices for scarce commodities rise.”
Sources of financial help
Of such perceived importance are greener businesses to the UK’s ability to meet its carbon reduction
targets that the Government and its partners are offering a series of incentives for organisations willing to
meet them half way. Although current austerity measures have resulted in a curbing of grants, new funding
schemes are emerging which range from energy-efficiency loans, to grants encouraging greener forms of
transport.
One scheme is the so-called Green Deal, due to launch in October 2012, providing a number of sweeteners
designed to encourage businesses and households out of their environmental apathy. A further £200
million of funding has now been earmarked for the initiative, which is a measure of how committed the
Government is to reducing global warming despite brutal budget cuts.
The Green Deal will give building owners access to loans for loft and cavity wall insulation, lagging and
other energy-efficiency measures. One of the terms of the scheme is that repayments - made via a
surcharge on energy bills - are never more than the savings realised.
In the meantime, the Carbon Trust offers leases, loans and other financing options from £1,000 upwards -
with no maximum - to all types of organisations. Again, payments are calculated to ensure they are offset
by the anticipated energy savings. (Visit http://www.carbontrust.co.uk/cut-carbon-reduce-costs/products-services/
financing/business-financing/pages/finance-overview.aspx.)
If businesses are able to finance their own initiatives, the same principle applies – any money invested
will be returned to them with dividends because of the long-term savings associated with less wasteful
practices.
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Measuring and reporting on emissions
Although they will have a good indication from the experiences of similar companies, organisations won’t
know how much they themselves could save until they start monitoring their energy consumption and
carbon output. Those qualifying as big carbon producers will be obliged to measure and report on this
anyway, but this is a discipline that all companies should adopt as an extension of their general business
performance accounting and reporting – never more so than now because of soaring energy prices.
The good news is that carbon emissions information is being included increasingly on invoices and
statements, making it easier for companies to collate, analyse and report on this data without having to fix
monitoring technology to individual electronic devices or meters to wall sockets.
Forecasting, budgeting & targets
The most logical and effective way of measuring and managing carbon emissions is to integrate the process
into organisations’ standard financial reporting systems. For all of the reasons outlined above, carbon
accounting should no longer be thought of as a discrete activity. To have maximum benefit to the business,
the information being collated needs to be considered for its impact on costs and budgets – not just for
carbon reporting compliance purposes.
For optimum insight and impact, any carbon accounting solution should feed into the company’s core
financial system, which means choosing a solution that has been designed to integrate with other business
software in this way – perhaps being a specialist module within a broader accounting software suite. Many
large organisations that have been obliged to measure carbon emissions for some time have found that the
software they are using limits their scope for broader cost and budgeting analysis using the carbon-based
data.
Given that electricity and gas bills and the like already contain carbon emissions data, the purchase
ledger is one of the best places to monitor associated findings and cost implications. A fully functional
and integrated carbon management module, incorporated within an accounting software suite that has
been updated to recognise and extract CO2 data, will be able to extract or calculate carbon emissions and
associated cost data from ALL accounting transactions.
When it is processing expenses claims, for example, it will automatically assign CO2 statistics relating to
car mileage, calculated according to the particular vehicle used and the type of fuel it uses.
This, in turn, makes it much easier to forecast future CO2 emissions, and assess how changes in company
behaviour will affect them – and with what impact on business costs. If car mileage is found to be a
significant contributor to the company’s emissions, managers can explore the likely difference made by a
change of vehicle, or the deployment of video conferencing as a replacement for some meetings. Similarly,
an organisation can calculate the likely payback if introducing a more efficient and intelligent lighting
system throughout its buildings. In this way, companies can begin to determine more reliably whether
CO2 reduction targets are achievable, whether planned measures will go far enough and how much the
reduction could save the business in real terms.
Crucially, business managers will be able to drill down into the data too, to identify which departments emit
the most carbon or practise the most wasteful habits, making teams and individuals more accountable.
Specific functionality to look for
A carbon accounting software system should enable an organisation to:
• Enter relevant data, or extract this from other accounting systems
• Convert data into carbon equivalents
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• Budget for future use
• Compare actual usage with budgets
• Produce summary and detailed reporting
It should be possible for specific document types (including purchase invoices, journals and cashbook
payments) to be flagged as relevant to carbon reporting, and default types and categories stored against
GL expense codes, project activity codes and resources. Carbon data should be entered at line level for
documents by selecting an emission type and category, and the values recorded in the units defined
accordingly. These values will then be converted into carbon equivalent values and stored, at a transaction
and summary level.
The actual carbon values entered in this way can then be viewed in standard reports and enquiries within
both General Ledger and Project Costing to:
• Establish emission types/categories
• Identify documents for carbon entry
• Establish budgets
• Enable reports & enquiries, for example:
• Carbon formats within summary & detail reports
• New balance types in summary balances report
• Carbon actuals and budgets on all screens
• Facilitate EDR reporting (GL/PJ/CA)
Bringing about reductions
Once organisations have a greater handle on their main sources of emissions and the associated
opportunities for CO2 reduction and cost-cutting, they can begin to take action - by implementing more
environmentally sustainable technologies, systems and processes, and by encouraging changes in
employee behaviour.
The biggest gains are typically possible through the following areas (see also Sources & Resources section
below for links to numerous articles and sources of advice on ‘quick wins’ for businesses):
• Lighting - Compact fluorescent lamps (CFL) offer reduced energy usage and a longer rated
life compared to traditional incandescent bulbs, while LED lamps consume between 1 and 3 watts,
potentially yielding a 94.5% saving. An LED lamp should last around 12 years.
• Changing the culture - Careless or lazy staff are a company’s biggest enemy when it comes to
trying to reduce carbon emissions. Leaving lights or monitors on, or printing every document, may
seem inconsequential to the individual, but soon add up to costly wastage if half of the office is doing it.
Initiatives should be led from the top, and best practices actively encouraged.
• Open the blinds - Avoid artificial lighting as much as possible. It’s healthier, cleaner and cheaper
to let natural light in. If an employee works in a dark corner, equip them with a lamp rather than turn
on all the lights on. To avoid wasteful practice, use automatic sensors to turn lights off when no-one
needs them.
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• Digitise - Avoid paper wherever possible, reducing printing and distribution costs, consuming less
power and ensuring that content can be found easily because it’s all stored centrally and can be called
up on any screen. Banking, invoicing, HR communications and newsletters, even payslips, can all be
managed online now. It’s good for the environment, costs a lot less than managing paper, and is much
easier to administer, track and manage for all concerned (encouraging greater personal accountability
and information self-service). Storing paper is fraught with risk in any case: documents can be easily
lost, and are vulnerable to fires and flooding, etc. They also take up a lot of physical space which could
be put to better use.
• Heating/air-conditioning - Turn the heating down or, if it’s hot, open a window. Adjusting the
thermostat by just one degree can cut a company’s heating bill by around 8% a year, according to The
Carbon Trust. Ideally, the thermostat should be no higher than 19 degrees.
Carbon reduction technologies
For organisation-wide carbon reductions, organisations should consider investing in technologies that
replace high carbon emitting processes with more energy-efficient solutions. In addition to more efficient
insulation, heating and lighting systems, the following solutions offer the double benefit of carbon and cost
reduction:
Document management systems
Most organisations are trying to reduce their dependency on paper because it is inefficient in almost
every conceivable way. The finance and HR departments are typically among the biggest generators and
receivers of paper, between them handling contract, invoices, purchase orders, statements and CVs.
By reducing the amount of paper that is produced and circulated, using document management and
imaging systems, organisations can substantially reduce their carbon emissions. This is because cutting the
printing, distribution and storage of paper reduces the use of power-consuming, heat-generating printers
and photocopiers, not to mention the need for carbon-generating transport as documents are sent out
by post or courier. Demonstrable ROI for document management solutions tend to have a relatively swift
payback on the initial investment.
Electronic procurement
Procuring goods and services can prove an especially paper-intensive activity, which is driving
organisations to manage the process electronically. A number of technologies can be used to automate
the different stages of the procurement cycle, from electronic purchase requisition solutions to invoice
authorisation and electronic payment technologies. As well as reducing the paper usage levels these
systems also free up time by automating time consuming manual processes.
Electronic payslips
Organisations also need to consider how they communicate with their people. Payslips, for example, are
often printed out and posted to staff on a monthly, even weekly basis. This is not only costly, but is energy
consuming, sometimes occupying office printers for days on end. According to independent research,
the production of a single paper payslip emits 2.8 grams of CO2. Electronic payslip technology enables
payslips to be produced electronically and emailed out to all staff automatically, removing the need for the
production and postage of paper payslips.
Self-service solutions
Online information portals and e-forms provide a further means of interacting with staff more efficiently
and eco-consciously. Here, authorised managers and employees are able to serve themselves more readily,
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by checking their records, applying for holidays, tracking the process of applications, or updating their own
details – such as bank account information or a change of address. Again, this is a powerful example of
paper-based procedures being replaced with less carbon emitting automated processes, and delivering cost
reduction and enhanced efficiency in a number of other areas.
For the best results, companies should develop a clear strategy and assign managers to driving positive
change through a structured programme of actions which is reviewed regularly. A proposed structure for
such initiatives is provided on the web site of carbon management consultancy, Carbon Footprint: (see
http://www.carbonfootprint.com/businesssolutions.html).
Three examples of good carbon and cost efficiency in action are set out below.
A case in point (1): Changeworks
Changeworks is a Scottish environmental charity, providing innovative services and businesses in energy
and waste prevention.
Given the organisation’s remit, Changeworks prides itself on following best practice when it comes to
carbon and cost efficiency. To this end, it uses a comprehensive, integrated software suite which looks after
financial management, electronic procurement and human capital management, and includes self-service
functionality.
Changeworks sought a flexible system to improve organisation-wide efficiency because it has staff located
in remote locations such as the Highlands and Scottish islands who need to quickly access and distribute
comprehensive financial information wherever they are. By streamlining invoice authorisation and expenses
processes and approving everything electronically, the charity is now able to significantly reduce paper
consumption and carbon emissions, supporting its green agenda.
In HR, Changeworks can now easily store, update, retrieve and process employee information with
automated functionality that replaces manual processes and spreadsheets. Not only does this give
managers real-time staff information, but employees can now serve themselves by directly accessing and
updating HR information such as annual leave requests and personal data.
A case in point (2): Cornwall College
Cornwall College is the third largest further and higher education college in the UK, serving 45,000
students. It has implemented a financial management system with integrated budgeting, forecasting and
planning functionality. This is cutting the time taken to budget and forecast, and enables the electronic
circulation of over 100,000 documents.
Document imaging functionality combined with integrated workflow functionality will enable the paperless
circulation, approval and storage of business documents, largely eliminating the College’s reliance on paper
across eight sites.
A case in point (3): The Royal Parks
The Royal Parks (TRP) is an executive government agency responsible for administering and maintaining
London’s Royal Parks. It chose to implement a financial management system with integrated electronic
document imaging and workflow functionality to replace time-consuming paper-based procurement
processes and improve the visibility of financial information. The system will also give the agency tighter
control over its project management costs. HR self-service and workflow functionality are also part of TRP’s
plans.
The new software will enable staff to raise purchase orders and approve purchase invoices remotely,
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eliminating inefficient paper-based processes. Budget holders will also be able to electronically create,
circulate and access financial reports directly from the system, creating a paperless office while maintaining
high levels of visibility of key financial details. Crucially, reporting will be improved, both in terms of speed
and the availability of information that is produced. This will make it easier for non-finance staff to drill
down and understand comprehensive financial data without requiring further clarification, and free up the
finance team’s time.
Further plans include adding in a budgeting and forecasting system to enable users to easily enter, process
and view financial data directly from the desktop in real time, replacing the time-consuming manual
consolidation of spreadsheets.
The carbon clincher
In each of these examples, the potential to further introduce carbon accounting, management and
reporting into the mix would enable substantial additional benefits. This would add a further dimension
through which these organisations would be able to drive down costs and promote new internal efficiencies
- while boosting their environmental credentials and complying with government targets around carbon
reporting and performance improvements.
Any organisation refreshing or expanding their existing accounting systems would be wise to consider this
valuable additional functionality.
Summary
The days of organisations’ environmental policy being led by the marketing department are long gone.
The economy may be in the red, but this should not detract from the green agenda. The Government still
has strict targets to hit, and cannot hope to meet them without the full cooperation of the UK’s public and
private sectors.
To maximise the results of any environmental sustainability initiative, an organisation’s Board needs to
drive the agenda from the top down. A critical success factor will be ensuring that waste – and successful
waste reduction – is measured. Also, that the organisation’s culture and practices change in conjunction
with the new strategy and any corresponding investments in ‘green’ technology – whether new lighting
systems, low-energy computer equipment, employee self-service, e-procurement or e-payslip software.
Combing environmental sustainability programmes with an internal efficiency drive is the best way to make
a green strategy pay. But if that isn’t enough to persuade organisations of the value in carbon reduction
initiatives, consider the penalties for companies that drag their feet. It is generally accepted that it is only
a matter of time before all UK organisations will be required to comply with carbon measurement and
reduction schemes, or else risk fines and poor public ratings, so inertia is a risky state to maintain.
In the public sector, which is rapidly taking the lead on climate change because of the imperative of the
Government to lead from the front, the results speak for themselves about what’s possible. Over the past
eight years, the Carbon Trust has helped over 2,500 public sector bodies cut 12 million tonnes of CO2 and
save £426 million (net of project costs) through projects that typically pay back in less than five years
(source: Carbon Trust, November 2011: http://www.carbontrust.co.uk/news/news/press-centre/2011/
Pages/public-sector-carbon-targets.aspx).
Based on projects currently in the pipeline, the Trust has identified a further £2bn in potential cost savings
and 80 million tonnes in potential carbon reductions. To date, carbon management projects have included
292 local authorities, 102 NHS Trusts, 17 central government organisations and 110 higher education
institutions.
Private businesses could learn a lot from such initiatives.
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Sources & resources:
Carbon Trust: Why save carbon? http://www.carbontrust.co.uk/cut-carbon-reduce-costs/reasons/why-save-
carbon/pages/why-save-carbon.aspx
UK SMEs losing £7.7bn a year through energy inefficiency (article): http://www.inspiresme.co.uk/
news/green/uk-smes-losing-%C2%A37-7bn-a-year-through-energy-ineffi-06679/
Carbon reduction commitment http://www.carbontrust.co.uk/policy-legislation/business-public-sector/
pages/carbon-reduction-commitment.aspx
CRC requirements: http://www.decc.gov.uk/en/content/cms/emissions/crc_efficiency/crc_efficiency.aspx
Defra advice and details of potential savings: http://www.defra.gov.uk/environment/economy/
business-efficiency/
101 Ways UK Small Businesses Can Save Energy And Lower Their Costs (source: GreenWise):
http://www.greenwisebusiness.co.uk/news/101-ways-uk-small-businesses-can-save-energy-and-lower-their-
costs-2841.aspx
Five easy ways to cut your business energy bill (article): http://www.inspiresme.co.uk/green/
carbon-reporting/five-easy-ways-to-cut-your-business-energy-bill/
Details of available incentives for business sustainability initiatives (source: GreenWise): http://
www.greenwisebusiness.co.uk/resources/green-grants-and-funding-16.aspx
Carbon Trust finance for green initiatives: http://www.carbontrust.co.uk/cut-carbon-reduce-costs/
products-services/financing/business-financing/pages/finance-overview.aspx & http://www.carbontrust.
co.uk/cut-carbon-reduce-costs/products-services/financing/Pages/financing.aspx
Details of Advanced Business Software’s carbon accounting software: http://www.
advancedcomputersoftware.com/abs/news/carbon-accounting.php
Where to look for carbon efficiency gains (Guardian article, July 2011): http://www.guardian.
co.uk/sustainable-business/carbon-efficient-offices-energy-savings
The low carbon workplace: http://www.lowcarbonworkplace.com/
How to cut carbon emissions from business buildings (source: Business Link): http://www.
businesslink.gov.uk/bdotg/action/detail?itemId=1080445942&type=RESOURCES
Office equipment and energy efficiency: http://www.businesslink.gov.uk/bdotg/action/detail?itemId=1
086891850&type=RESOURCES
5 ways a company can reduce its carbon footprint: http://www.howto-guidebook.com/4119/5-ways-a-
company-can-reduce-its-carbon-footprint
A proposed Energy Performance Programme (source Carbon Footprint, a carbon management
consultancy): http://www.carbonfootprint.com/businesssolutions.html
Changeworks case study: http://www.advancedcomputersoftware.com/abs/news/changeworks-implements-
coa-solutions.php
Cornwall College case study: http://www.advancedcomputersoftware.com/abs/news/cornwall-college.
php
The Royal Parks case study: http://www.advancedcomputersoftware.com/abs/news/royal-parks-
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finance-system.php
Appendix 1: The latest measures affecting UK businesses is the
Carbon Trust see http://www.carbontrust.co.uk/Pages/Default.aspx).
Energy Efficiency Scheme (CRC) - Effective as of 2010, this currently applies only to organisations
consuming more than 6,000 MWh of electricity in 2008 (equivalent to an annual electricity bill of about
£500,000). These organisations must purchase and surrender allowances each year to cover their CO2
emissions. More details can be found at http://www.carbontrust.co.uk/policy-legislation/business-public-sector/
pages/carbon-reduction-commitment.aspx. Although this does not apply directly to smaller
and mid-sized organisations at present, it is likely to be only a matter of time before requirements are
broadened.
Building regulations - Because buildings are responsible for 40% of UK emissions, the Government has
taken measures to ensure that new-build premises meet stringent environmental sustainability and energy
efficiency criteria (all new commercial buildings must be carbon neutral by 2019), while mandatory energy
certificates ensure that a building’s energy performance is measured consistently and objectively. All
commercial buildings now require an Energy Performance Certificate (EPC) by law when built, sold or put
up for rent.
Feed-in tariffs (FITs) - These provide a financial incentive for businesses to make use of small-scale
renewable technologies. Small-scale low carbon electricity generators receive payment for electricity
produced and for the excess exported to the grid.
Energy-intensive industries, meanwhile, have other commitments they must meet, complying with:
The EU Emissions Trading Scheme - This puts a cap on the CO2 emitted by business and creates a
market and price for carbon allowances.
Climate Change Agreements/Climate Change Levy - This applies a tax on energy bills across the
business and public sector to encourage energy efficiency.
Renewable Energy Strategy - This sets out how the UK aims to increase the amount of energy it gets
from renewable sources to 15% by 2020.
Further information and advice can be found on the Defra web site at http://www.defra.gov.uk/
environment/economy/business-efficiency/.
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