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July/August
2008
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The Low Carbon Board Report provides a monthly analysis on key issues facing directors as they adapt their companies for the emerging low carbon economy.
In this issue:
A Helping Hand For Business - The CBI Climate Change
Board
The London 2012 Olympics - Swifter, Higher, Stronger,
Cleaner
Learning To Change
Greening The Mean Machine
Interview with Joe Kwasnik, National Grid
A Helping Hand For Business
- The CBI Climate Change Board
The CBI's Climate Change Task Force launched its report Climate Change: Everyone's Business in November 2007 setting out the need for the UK to invest now to tackle climate change, allowing us to benefit from a low carbon economy in the future.
Less than a year on and the picture may seem very different. Oil prices have increased significantly, nearing $150 a barrel, and the economy has slowed, leading to talk of recession. You might think that businesses would be thinking again about tackling climate change. However, high oil prices have focused attention on energy efficiency and could give an indication as to the market effect of a price for carbon in the future. The cost curve analysis by McKinsey for the CBI report showed that there are many abatement technologies which could be taken up at a net economic benefit to the UK and the current economic climate only makes the case stronger.
Understanding how individual technologies can contribute to the UK reducing its carbon emissions and the scale and speed of uptake needed is key to ensuring that we are on course to meet our long term target of 60% reduction by 2050. The CBI report identified four key areas for potential additional abatement: buildings, energy, transport and industrial processes. These are the areas where we will be concentrating our efforts initially to make sure that the UK is prepared to invest in the technologies and skills required to deliver carbon reduction.
A new source of support and guidance
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"The Climate Change Board member companies have already committed to bettering the Government's own targets…and we will be looking to export good practice…to a wide range of UK businesses." |
Businesses are looking to identify their own quick wins, but many will need help in understanding how to get there. Providing leadership for UK businesses on climate change is why the CBI has committed to taking forward the report recommendations in a comprehensive work programme to be overseen by a Climate Change Board, chaired by Ben Verwaayen. The work programme will not only make sure that suitable policies are in place to prepare the UK for a low carbon future and the effects of climate change, but will also establish a framework for helping businesses to reduce their own carbon emissions.
The companies which sit on the Climate Change Board have already made a range of commitments to reduce their carbon emissions, but we are looking to make it easier for other companies to follow suit. Establishing a suitable framework for corporate carbon reporting will be crucial, and we see this as best achieved outside the Climate Change Bill. We will be looking to build on initiatives such as the Carbon Trust Standard to make sure that reporting delivers for both business and Government. Reporting is the first step for companies to understand their carbon footprint and to prioritise their means of reducing it.
Two areas for significant abatement potential for companies will be in relation to cars and buildings. The Climate Change Board member companies have already committed to bettering the Government's own targets in these areas and we will be looking to export good practice in these areas to a wide range of UK businesses. We will also be helping companies to engage their employees in reducing their own carbon footprint and to bring forward low carbon products and services to help the consumer at large.
Collaboration is the cornerstone
The role of Government is important to support business by providing direction, appropriate fiscal incentives and a suitable regulatory environment. Public procurement, for example, is an effective means of pulling new technologies through to commercialisation. Many innovative businesses are frustrated at the lack of clarity of the environmental objectives of public procurers and at high levels of risk aversion which prohibit the uptake of new technologies, especially in highly regulated sectors. Fiscal measures are also important in directing how companies invest in low carbon initiatives. We will be looking at the current system in more detail to make recommendations as to how the system could perform better.
Regulation is also a key driver for business, but where it is poorly designed or implemented it can also act as a barrier. Understanding what businesses need from regulation and identifying overlapping or conflicting regulatory objectives is important for gearing the UK up to meet national and international climate change commitments. The cornerstone is enabling a realistic price for carbon to drive low carbon investment and the current means for moving towards this is through the EU Emissions Trading Scheme (ETS). ETS can deliver certainty for business and emissions reductions, but only if it is able to recognise where genuine competitiveness issues exist and to function within an international carbon market. The CBI has been fully engaged in discussions on Phase III of the ETS, but we are conscious of the need to put this in the context of an international agreement on climate change.
Finally, although we are focused on moving the UK towards a low carbon economy, we are also mindful of the implications for business of changes to the UK climate including more extreme weather events. Last year's floods showed the damage that can occur to homes, businesses and infrastructure and we need to understand how to plan for and mitigate this in the future.
Despite the economic downturn, businesses cannot afford to be diverted from the move towards a low carbon economy, as Stern showed delaying action will lead only to increased costs. Putting the UK in pole position to make the most of its technology and skills is vital, and understanding how business can contribute is the mandate of the CBI Climate Change Board.
The CBI's mission is to help create and
sustain the conditions in which businesses in the United Kingdom can
compete and prosper for the benefit of all. It is the premier lobbying
organisation for UK business on national and international issues,
working with the UK government, international legislators and policy-makers
to help UK businesses compete effectively.
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The London
2012 Olympics - Swifter, Higher, Stronger, Cleaner
The 2012 London Olympics will focus the attention of the world on the UK. Staging the event will be an opportunity to show what we are capable of, not just in terms of providing world class sporting facilities, but also in managing the environmental impact and long-term sustainability of the Games.
The Games will also be good for businesses. Contracts worth an estimated £6 billion will be awarded by the Olympic Delivery Authority (ODA) and London Organising Committee of the Olympic and Paralympic Games (LOCOG).
More than any other games before it, the organisers of the 2012 Olympics will be expected to show significant progress in managing its carbon footprint effectively. On top of all the other demands of managing a global event, there is an expectation that this will be the first "Low Carbon Olympics."
Managing the footprint of such a large project has never been attempted before, and because private sector contractors are essential to its success, the 2012 Olympics will provide valuable lessons for organisers of future events, and for the wider private sector, whether directly involved as contractors or not.
Planning a low carbon legacy
"I think we can make quite a strong case for this being groundbreaking, an example for people to follow and something for people to follow," says Shaun McCarthy, chair of the London Olympics Sustainability Commission.
Tasked with being a "critical friend" to the organisers, the Commission reports directly to the Olympic Board, made up of Olympics Minister Tessa Jowell, Mayor of London Boris Johnson, British Olympic Association Chairman Colin Moynihan and London 2012 Organising Committee Chair Sebastian Coe.
As well as encouraging the Board to make bold decisions about the environmental sustainability of the games, the Commission also tries to inject a note of realism, and to ensure that meaningful commitments are made. On taking up his post in late 2006, one of the first tasks McCarthy faced was to curb enthusiasm for slogans such as "Zero Carbon Olympics".
"I argued for a new commitment - to reduce emissions as much as possible. Let's define things and know what we mean. It's been taken onboard, although it took a little time," he says. One of the most significant outcomes of McCarthy's insistence on certainty was the decision to estimate - as accurately as possible - the carbon footprint of the games.
Tricky problems surfaced in the wake of this decision. "What do you include? How do you go about establishing the footprint? One of our tasks was encouraging an approach that looked beyond the emissions created in supplying energy for the games," he says.
No set of standards or guidance exists on how to apply environmental accounting techniques to large-scale public events, the closest model being the International Greenhouse Gas Reporting Protocol. But this was developed with businesses in mind rather than international sporting events with a long-term legacy.
Managing an Olympian footprint
Broadly, the strategy for managing the footprint of the 2012 Olympics is shaped by two key considerations: the environmental impacts, and responsibility for minimising them. This approach enables the organisers to account for core activities such as office use and venue construction, plus a proportion of the footprint from jointly funded activities attributable to the Games. The strategy also takes into account the footprint associated with contributions from partners, and jointly funded activities such as transport infrastructure projects and the Olympic Village, for example.
"We argued for including the emissions embodied in construction and the manufacture of equipment - the stuff that goes into the buildings," McCarthy says. As difficult as this may be, it has prompted contractors to make significant efforts, says McCarthy. "What we're seeing as a result of including embodied carbon is that the concrete industry - for example - has responded really well. The winning concrete suppliers will deliver material which has 50% of the carbon footprint of concrete used for Heathrow Terminal 5," he says.
The result should be an example of good practice that other large-scale construction projects can learn from. Permanent venues will be expected to exceed 2006 Building Regulations for carbon dioxide reductions by at least 15% and achieve a Building Research Establishment Environmental Assessment Method (BREEAM) rating of "excellent".
Energy consumed during the Games will come from renewable sources such as wind turbines where possible, or from Combined Heat and Power (CHP) systems, says McCarthy. Good progress is being made with these aspects, but it's difficult to assess how much improvement has been made over previous events, he says. "The 'business as usual' baseline is difficult. What is the CO2 footprint of a velodrome?" he says.
Stepping up to the mark
Working part-time himself, and with a full-time staff of three plus a team of 11 independent advisors, McCarthy's team does not itself have the resources to carry out all the work needed to ensure these commitments stand up to scrutiny, but he is keen to ensure this happens as far as possible, and that the methods are made public for others to use.
"As far as possible we also want to include estimates of the transport emissions from the spectators and officials attending the games," he says. This will be made somewhat easier by a decision taken early in the project. "There will be no vehicular access for spectators - the only vehicles allowed access will be for spectators who are disabled, officials and competitors, says McCarthy.
"TFL [Transport For London] is doing a lot. There is a whole lot of work going on with a sustainable transport forum, involving TFL, Network Rail among others," he says.
The organisers have been working with Cenex - the UK's Centre of Excellence for low carbon and fuel cell technologies - to model exhaust emissions for all the vehicles required including light goods vehicles and buses and coaches. The emissions for all these vehicles will be determined later in 2008 when automotive and fuel partners have been identified.
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"As well as encouraging the Board to make bold decisions about the environmental sustainability of the games, the Commission also tries to inject a note of realism, and to ensure that meaningful commitments are made." |
There are activities associated with the 2012 Games which are not funded by London 2012, but over which the organisers may be able to exert some degree of control or take responsibility for some of the resulting footprint. This includes the work of client groups such as sponsors, media and spectators. Finally, a decision about the role of offsetting has yet to be agreed on.
"Yes it is complex, but we have to step
up to the mark," McCarthy says in summary. Of all the difficulties
he has encountered, finding a way through the complexity created by
so many partners and the cultural differences between them has been
a major challenge for his team. "The main thing for us has been
to stick to the programme. A bit of courage is involved," he
says.
Key points:
• How would independent scrutiny and advice
benefit our low carbon strategy?
• What efforts are we making to engage our stakeholders?
• What can we learn from the 2012 Olympics?
Note: Due to a typographical error, an earlier version of this article identified the chair of the London Olympics Sustainability Commission as Shaun Woodward. The chair of the London Olympics Sustainability Commission is in fact Shaun McCarthy. Sincere apologies for any confusion this may have caused.
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The need to respond to climate change has encouraged many large companies to appoint a senior figure to lead their low carbon strategy. In some organisations this will be a director who already leads on CSR and so has some knowledge of sustainability issues. But for many, the low carbon agenda will be new territory with its own specific challenges, and training and guidance will be desirable.
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"People are asking how sustainability can be implemented throughout an organisation, built into its DNA. People want to know how you benchmark and measure progress, what kind of tools you might want to use." |
"We see the real challenges for companies on two separate levels. For executives there is a need for them to think further, wider and deeper in developing a strategic approach to climate change. Then there is a need for operational expertise in implementing the strategy," says Stephanie Draper, who directs the business programme at Forum For The Future.
The organisation provides executive training days that typically include a session with an inspirational speaker such as Jonathan Porritt. Bespoke training is also available for particular organisations, helping them to develop or implement a strategy for sustainability. This may combine structured learning with practical coaching. "Our approach is never to open people's minds without also giving them something to do," she says.
Helping people to understand the basics of the science of climate change and the technology for reducing emissions is relatively straightforward, she says. "We're well served on technology, and quite good on the science of climate change, but behaviour change is hard," she says. Many organisations have experience of trying to change behaviour as part of transformation, but climate change is different. "Most attempts at transformation have a beginning and an end, with milestones in between. Responding to climate change can't be just an initiative. It's also a lot about values and how people think - their hearts and minds," she says.
Skills and standards
Working with many companies operating in the developing world, TwentyFifty provides advice on strategy, and mentoring. TwentyFifty is seeing requirements on business leaders for skills that weren't expected even a few years ago, says Luke Wilde. "A good example of this came out of discussions we had with a mining company," he says. "Typically a manager or director will be technically very competent, but increasingly if they are to operate in a developing country they must be able to interface with other parts of society - NGOs, and politicians at both a national and local level." Just as important is communicating effectively with people in one's own company or a partner organisation, says Wilde.
A key element in ensuring a carbon reduction programme is on the right track, and in communicating progress to a wider audience is reporting. AccountAbility is an important source of help and guidance in this area. AccountAbility trains people to use the AA1000 Assurance Standard, which supplements the work of the Global Reporting Initiative on disclosing a company's record on sustainability. The Standard is used to check that all the areas of performance relevant to stakeholders are included, that the information provided is complete and accurate, and that a company has responded properly to stakeholders' concerns and interests.
The organisation also offers training and advisory services, aiming to help companies develop effective approaches to accountability and sustainable development that are part of a strategy for success, rather than simply a response to outside scrutiny. These are delivered through consultations with leadership teams, staff workshops for staff across the company, and ongoing mentoring and support.
Meeting of minds
For leaders of the largest companies, support and guidance may be found through the University of Cambridge Programme for Industry. "We don't teach them in the conventional sense. Rather, we help them to work things out for themselves, in groups of their peers with the help of an expert," says Sheila von Rimscha, one of the programme managers. The experts on hand may include the ubiquitous Jonathan Porritt, or Paul Gilding, once an antagonist of big business in his work for Greenpeace, and now CEO of Ecos Corporation.
The Cambridge programme has a particularly strong alumni network, and delegates may find they learn as much through this as through formally structured events. Some participants have also implemented the Chronos e-learning programme on returning to their companies. This was developed through a partnership between the World Business Council for Sustainable Development and the University of Cambridge. Designed to provide a basic understanding of sustainability issues, the course has been completed by around 200,000 people worldwide, says von Rimscha.
A similar mix of masterclasses, conferences, networking events and online discussion groups is used by the Corporate Responsibility Group (CRG). A number of key issues are emerging for CRG members in these discussions, says Deputy Chair Yogesh Chauhan. "Carbon offsetting is a hot topic. People are asking if it's the right thing to do, and if there are independent sources of robust information and advice. Communicating and raising the profile of carbon reduction, both inside and outside organisations is an issue for many," says Chauhan, who is also Chief Adviser Corporate Responsibility at the BBC.
"People are asking how sustainability can be implemented throughout an organisation, built into its DNA. People want to know how you benchmark and measure progress, what kind of tools you might want to use," he says.
A practical approach to change
"There are broadly three categories of company that want our help with addressing sustainability issues, says Anthony Kasozi, Business Director at Ashridge Consulting, part of the Ashridge Business School. "The first kind are aware of the issues, often because they are learning more about the lifecycles of their products. They tend to be aware of the issues raised by consumers, or are vigilant about legislation. The second group will also be aware of the issues but are attending to other priorities, which can range from the survival of their industry to opening up the market in China, for example. This group will often say their main priority is dealing with factories, or supplier rationalisation, for example."
"In the third category are organisations that are committed to sustainability and have taken steps, but are finding it difficult to keep going. They might have found complexities, or structural constraints. Often they will have champions, but it can be difficult to move organisations," says Kasozi. Tackling these issues is the aim of Ashridge InterfaceRAISE, a joint consultancy service launched in February 2008 by a partnership between Ashridge and global flooring company InterfaceFLOR. The aim is to help businesses find practical ways of accelerating performance based on sustainability principles.
Ashridge Business School aims to instil the idea that environmental sustainability is about the whole business, not just a part of it. "We might get an investment analyst like Rory Sullivan from Insight Investment to talk about climate change. We're trying to get away from the idea that carbon emissions is just a cost issue," says Chris Gribben, Director of the Ashridge Centre for Business and Society. "We also emphasise the importance of training and development, not just strategy and policy. This is a critical part of the mix for embedding sustainability into a company," he says.
Key Issues:
• How could structured learning help us develop
our strategy?
• Do we need outside help in embedding our strategy?
• Could we learn from other organisations on the same journey?
At the G8 summit in Japan earlier this month, the hosts provided a range of new low emission vehicles for the assembled leaders to drive between sessions. The cars included electric, hybrid and hydrogen fuel cell prototypes developed by Japan's top manufacturers.
Perhaps this encouraged Prime Minister Gordon Brown to suggest that the UK could make a significant reduction in emissions if electric or hybrid vehicles became a natural choice for the majority of the UK's motorists, as early as 2020. It was unlikely to impress an industry that views government policy with deepening scepticism, particularly since the proposed changes to Vehicle Excise Duty (VED) for 2009. The current 7 bands will be expanded to 13, with a new band over 255g/km and a "showroom" tax, amounting to £950 and £455 for subsequent years for those cars emitting more than 255g/km.
Controversially, the proposed changes were retrospective, including cars registered between 2001 and 2006. "Changes like this need to be announced a good few years in advance. The full details only became widely known after the budget. It could wipe millions of pounds off the value of older cars at a stroke," says Paul Clarke, who runs Green Car Guide, one of the longest established websites of its kind.
Since 2002 government policy has also encouraged cleaner company cars. Employees must pay tax on their company cars depending on the list price plus any accessories, the emissions of the car, and its fuel type. From 2008 a new lower 10% band was introduced for cars with a CO2 value of 120g/km or less. In 2010-2011 the levels will be tightened by 5g of CO2.
Public sector priorities
Equally controversial were plans to amend the London Congestion Charge, charging £25 per day for high emission vehicles, a policy that has since been scrapped. But not all efforts to encourage cleaner vehicles in the capital have relied on sticks rather than carrots.
For example, Westminster City Council is slowly introducing electric charging points. "The first on-street charging points were introduced in Covent Garden in 2006 as a pilot project. In May this year 10 more on-street points were introduced, and there are 48 charging points in car parks," says Project Manager Bridie Gunn.
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"You can't persuade people to buy a low-carbon car. You can persuade them to buy a good car." |
Westminster offers a membership scheme with a £75 sign-up fee, which gives members a personal key to access the charge points at any time up to a total of four hours per day. Incentives include free parking, and a waiver on the Congestion Charge. At present, the scheme has signed up 100 members, made up of around 60 private individuals and 40 from companies, says Gunn. Among the corporate members Pret A Manger has shown particular interest in using small electric vehicles to make deliveries to its Central London outlets, she says.
The public sector is itself a fleet operator, and is therefore expected to demonstrate good practice. Among the most prominent is the Government Car and Dispatch Agency (GCDA) which provides chauffeur and car hire, a taxi-style booking service, protected security cars and specially trained VIP drivers. The Agency also provides fleet management and maintenance services to other public bodies, and secure mail services within Government and the wider public sector.
"We introduced an innovative scheme where those of our customers who used petrol engine cars could swap for a hybrid car," says Chief Executive Roy Burke. "In 2004-5 the average CO2 tailpipe emissions of our car fleet was 232.03g/km. At the end of 2007/08 that figure was 144.96 g/km, a 37% reduction, thanks mainly to the significant increase in the number of hybrid vehicles on the fleet," he says. GCDA is one of many fleet operators looking at electric vehicles. "At the moment the limitations seem to be around range. Some of our customers are required to travel long distances and electric cars may not be able to accommodate our requirements. We continue to monitor the situation and have close contact with the leading manufacturers," he says.
Advances in electric technology
Electric vehicles remain a rarity on our roads, and for many will evoke memories of milk floats or the ridiculed Sinclair C5, rather than something they might actually buy. There are signs that this could change with the emergence of specialist companies such as Liberty Electric Cars, which converts vehicles such as the Range Rover to electric powerplants with little, if any, sacrifice in performance according to the company. Tesla Motors in the US and Lightning Car Company in the UK plan to sell powerful electric two-seaters.
A notable company aiming to change minds about electric powered vehicles isn't a car manufacturer at all. With a background in developing electrical motors stretching back more than 40 years, PML Flightlink hit the headlines in 2006 when it unveiled an electric powered Mini Cooper that easily outperformed all but the fastest road cars.
The company has developed powerful motors that are small enough to be mounted within the wheel itself, delivering power more directly and precisely than conventional drivetrains. In addition, "regenerative braking" is possible, using these motors to apply a retarding effect to the wheels and recharge the batteries. Swedish carmaker Volvo is working on ways of integrating the technology in future models, says Andrew Vallance, Director of Business Development at PML Flightlink.
"We've yet to see a serious hybrid vehicle that really makes the most of what technology is available. A hybrid using direct drive motors and a small internal combustion engine running as and when needed to charge the battery would give a range of four or five times what is available now, with no compromise on performance," he says. The size and mounting of electric motors could be varied according to the vehicle type, says Vallance. The technology may be within our grasp, but a "chicken or egg" conundrum looms. Manufacturers won't invest in cars unless a market exists for them, but the public won't choose cars they don't know exist.
The largest carmakers are planning to test the market, says Paul Everett, Chief Executive of the Society of Motor Manufacturers and Traders (SMMT). Between 2010 and 2015 we can expect to see Toyota, Honda, Mercedes, Ford and GM add hybrid vehicles to their ranges, he suggests.
Even so, some difficulties remain. "You can't persuade people to buy a low-carbon car. You can persuade them to buy a good car," he says Paul Everett. An important step forward would be to make environmental performance easier to understand and compare. "Quoting figures for emissions in gm/km probably isn't the best way. What we need is an easy way for people to understand that a model has the lowest emissions in its class. That could influence their decision to buy," he says.
Key points:
• What impact will government policy have on
the residual value of our vehicles?
• Are hybrids suitable for any of our requirements?
• Is the Board prepared to set an example in its choice of company
cars?
Interview
with a Low Carbon Leader
Joe Kwasnik, National Grid
Joe Kwasnik is Group Head of Climate Change for National Grid. Prior to this appointment, he was the Vice President of Environment for the US businesses of National Grid. In his current capacity, he develops corporate policy, strategy and implementation of initiatives to achieve a low carbon and more energy efficient business. Joe has been employed at National Grid for over 27 years and has a Bachelor's Degree in Geology and a Masters Degree in Environmental Engineering.
Tell us about what are you working on right now.
"We are implementing a Climate Change Initiative (CCI) within National Grid business. The CCI will have as its objective to imbed a carbon signal within the business. Our overall objective is to reduce our climate change emissions by 60% by the year 2050 - in keeping with the UK Government's goal of reducing the UK's emissions of CO2 by 60% by 2050."
What key measures is the National Grid taking to mitigate the effects of climate change?
"The key measure will be the implementation of a carbon budget within each of the main lines of business. Beginning with our new fiscal year on 1 April 2008, we will establish shadow budgets for each of the lines of business and we will track the emissions performance of each through the year.
"Beginning in April 2009, we will have real budgets assigned to each of the lines of business, distributed through each of the sub lines of business. During this year, executive and management remuneration will be partially based on achieving the carbon budgets. The businesses will be provided with tools, coaching and guidance to effect the carbon emissions [target] in a meaningful way and have a good chance of achieving their budgets. Each year the budgets will be reduced along a trajectory that will allow us to achieve the 60% reduction by 2050 [goal]."
What are your proudest 'green' achievements?
"While running the US environmental group for National Grid, I provided leadership for the clean-up and development of a number of former hazardous waste sites, improving the communities in which the sites were located."
What is the biggest challenge National Grid faces?
"Likely the biggest challenge we will face in the coming years is providing a reliable supply of environmentally benign and low carbon energy for our customers."
What is the biggest challenge you face in your role and how do you deal with this?
"The biggest challenge I face is providing the right incentives and direction to the lines of businesses, such that they will make the right decisions in managing our assets to bring about a low carbon emissions future for the company."
Could you name the key ingredients for a successful low carbon initiative in any sector?
"The key ingredients are: a management team that desires a low carbon emissions future; the ability to provide the correct incentives for the business to make the right decisions to move towards a low carbon emissions future and sustainable business; and a motivated, interested and knowledgeable workforce to implement the necessary changes."
Are current UK Government climate change targets realistic?
"Yes, I do believe they are achievable but it will take a concerted effort from all business sectors, the public and government to make it happen."
What emerging energy usage trends do you predict?
"Likely more renewables in the electric generation mix, more CHP and microgeneration units and greater penetration of energy efficiency within the UK population."
Further into the future, what will be the consequences of National Grid carbon reduction plans?
"We are focused on setting the
company course to the 60% reduction by 2050 goal which I believe will
unleash actions within our company that will transform our business
in to a more efficient, profitable and environmentally benign business."
Low Carbon Board Report ~ September Issue
Topics for next month's articles:
- Latest research - progress report on UK businesses
- The emerging trade in carbon credits
- What can a carbon audit tell you?
- Low carbon communities – city plans examined
Please send suggestions for future articles, or any other comments, to editor@low-carbon-report.com
Previous Board Reports
Please click on the links below to read previously published articles.
June Issue
The
Shades Of Green In Marketing Messages
Your
Feets Too Big - Data Centre Emissions
Customer
Services - Low Carbon Leaders?
Interview
with Zubaria Lone, Vodafone Group
May Issue
Responsible
Procurement Is Good For Business
Counting
The Cost Of Carbon - New Risks And Opportunities
The
New Drivers Of Low Carbon Transport
Shades
Of Green In The Energy Supply
Interview
with Dr Martin Gibson, Programme Director, Envirowise
April Issue
How
Green Is My Workplace?
Strength
In Numbers - Low Carbon Communities
Held
To Account - Shareholder Activism
Working
Together - Public Sector Partners
Interview
with Stephen
Brown, Sustainable Development Manager at Yorkshire Forward
March Issue
From
Green Overheads To Green Assets
Drawing
On Best Practice - The Case For Consultancy
Investing
In Low Carbon - Investing In The Future
The
Ingredients Of A Strategic Approach To Energy
Interview
with John
Elkington, Founder and Chief Entrepreneur, SustainAbility
February Issue
Moving
To A Low Carbon Economy
Motivated
Staff Make Lighter Footprints
Carbon
Offsets - Some Inconvenient Truths
International
Standards: Singing From The Same Hymn Sheet?
Interview
with Nicky
Major, Director of Corporate Responsibility, Ernst & Young
January Issue
The
Climate Change Bill: Transforming The Business Landscape
Why
Is Low Carbon An Issue For The Boardroom?
Low
Carbon Leader: The Champion In The Boardroom
The
Hunt For Carbon: Links In The Chain
Interview
with Simon Pearson, Head of Internal Environmental Management at the
Environment Agency