10 Best Practices for Effective GHG Accounting in Corporate Sustainability

In the face of the global climate emergency, corporate sustainability has become a business imperative. Companies across industries are setting ambitious targets to reduce their carbon footprint, transition to renewable energy, and build resilience against the physical and transitional risks of climate change. And at the heart of these efforts lies a critical tool: GHG accounting.

GHG accounting is the process of measuring, managing, and reporting a company's emissions of greenhouse gases, such as carbon dioxide, methane, and nitrous oxide, which are the primary drivers of climate change. By providing a comprehensive and standardized view of a company's GHG footprint, from direct operations to supply chain and product use, GHG accounting enables companies to identify emission hotspots, set science-based reduction targets, and track progress over time.

However, GHG accounting is not a simple or one-size-fits-all exercise. It requires navigating a complex landscape of methodologies, standards, and stakeholder expectations, as well as overcoming data, resource, and organizational challenges. To help companies maximize the effectiveness and impact of their GHG accounting programs, we've distilled 10 best practices based on the experiences and insights of leading practitioners and experts in the field.

Set clear boundaries and objectives

The first step in any effective GHG accounting program is to define clear boundaries and objectives. This means determining which entities, operations, and emission sources are included in the company's GHG inventory, as well as what the company aims to achieve through its GHG accounting efforts, such as meeting regulatory requirements, informing reduction strategies, or engaging stakeholders.

When setting organizational boundaries, companies should follow recognized standards such as the GHG Protocol, which provides guidance on how to consolidate GHG emissions based on ownership or control criteria. When setting operational boundaries, companies should identify and categorize emissions into direct (Scope 1), indirect (Scope 2), and value chain (Scope 3) sources, based on their relative significance and influence.

In addition to aligning with external standards, companies should also consider their specific business context and stakeholder expectations when setting GHG accounting boundaries and objectives. For example, a consumer-facing brand may prioritize Scope 3 emissions from product use and disposal, while a B2B company may focus on Scope 1 and 2 emissions from its own operations and purchased energy.

Engage stakeholders early and often

Effective GHG accounting is not a siloed or top-down exercise, but rather a collaborative and iterative process that involves engaging stakeholders across the organization and value chain. By involving key internal and external stakeholders early and often in the GHG accounting process, companies can build buy-in, gather valuable input and expertise, and ensure the relevance and credibility of their GHG disclosures.

Internal stakeholders may include functional leads from operations, finance, procurement, product development, and marketing, as well as executive sponsors and board members. Engaging these stakeholders can help ensure that GHG accounting is aligned with broader business strategies and decision-making processes, and that the necessary resources and accountability structures are in place to support implementation.

External stakeholders may include suppliers, customers, investors, regulators, and civil society organizations. Engaging these stakeholders can help companies understand and respond to evolving expectations and best practices around GHG disclosure, as well as identify opportunities for collaboration and innovation on emission reduction initiatives.

Effective stakeholder engagement on GHG accounting can take many forms, from one-on-one interviews and workshops to surveys and advisory panels. The key is to create ongoing and transparent channels for communication and feedback, and to demonstrate how stakeholder input is being integrated into the company's GHG accounting and sustainability strategies.

Leverage existing data and systems

One of the biggest challenges in GHG accounting is collecting and managing the vast amounts of data required to calculate emissions across multiple sources and scopes. To streamline this process and reduce the burden on internal resources, companies should seek to leverage existing data and systems wherever possible, rather than reinventing the wheel.

For example, companies can tap into energy and fuel consumption data from utility bills, meter readings, and fleet management systems to calculate Scope 1 and 2 emissions. They can use procurement spend data and supplier surveys to estimate Scope 3 emissions from purchased goods and services. And they can integrate GHG accounting with existing sustainability reporting and management systems, such as those used for energy, water, and waste data.

By leveraging existing data and systems, companies can not only save time and effort in GHG accounting, but also improve the accuracy and consistency of their emissions data. However, it's important to ensure that the data being used is reliable, complete, and properly formatted for GHG accounting purposes. This may require investing in data quality checks, gap-filling techniques, and system upgrades or integrations.

Follow recognized standards and methodologies

To ensure the credibility and comparability of their GHG disclosures, companies should follow widely recognized standards and methodologies for GHG accounting, such as the GHG Protocol, ISO 14064, and sector-specific guidelines from industry associations or regulatory bodies.

These standards provide detailed guidance on how to define organizational and operational boundaries, identify and calculate emissions, and report and verify results. They also help to promote consistency and transparency in GHG accounting across companies and sectors, which is essential for building trust and accountability with stakeholders.

When selecting and applying GHG accounting standards, companies should consider the specific requirements and expectations of their key stakeholders, such as investors, customers, and regulators. They should also stay up to date with the latest developments and best practices in GHG accounting, such as the emergence of new standards or methodologies for Scope 3 emissions or climate risk disclosure.

Prioritize materiality and relevance

While it's important to be comprehensive in GHG accounting, companies should also prioritize materiality and relevance in their efforts. This means focusing on the emission sources and activities that are most significant to the company's overall carbon footprint, as well as those that are most important to key stakeholders and decision-makers.

To determine materiality, companies can conduct a materiality assessment that considers factors such as the scale and impact of different emission sources, the level of stakeholder concern or interest, and the potential for emission reductions or business opportunities. This assessment can help companies identify and prioritize the most relevant and actionable areas for GHG accounting and management.

Materiality is not a static concept, however, and may evolve over time based on changing business and stakeholder contexts. Companies should regularly review and update their materiality assessments to ensure that their GHG accounting efforts remain relevant and aligned with their sustainability strategies and goals.

Invest in capacity building and training

GHG accounting is a complex and technical field that requires specialized knowledge and skills. To build and maintain a robust GHG accounting program, companies need to invest in capacity building and training for their internal teams and stakeholders.

This may include providing training on GHG accounting concepts, methodologies, and tools, as well as on broader sustainability and climate change issues. It may also involve hiring or developing in-house experts on GHG accounting, or partnering with external consultants or service providers to fill gaps in capabilities.

Capacity building should not be limited to the sustainability or EHS functions, but should also engage other relevant departments such as finance, operations, procurement, and marketing. By building a shared understanding and ownership of GHG accounting across the organization, companies can embed sustainability into their core business strategies and decision-making processes.

Leverage technology and automation

As the scope and complexity of GHG accounting continues to grow, many companies are turning to technology solutions to streamline and automate their data collection, calculation, and reporting processes. From carbon management software to IoT sensors and blockchain networks, a wide range of tools and platforms are emerging to help companies manage their GHG emissions more efficiently and effectively.

By leveraging technology and automation, companies can reduce the manual effort and errors associated with GHG accounting, freeing up time and resources to focus on analysis, insights, and action. They can also improve the accuracy, transparency, and auditability of their GHG disclosures, as well as the ability to respond quickly to changing reporting requirements or stakeholder requests.

When selecting and implementing GHG accounting technology, companies should consider factors such as scalability, security, integration with existing systems, and total cost of ownership. They should also ensure that the technology aligns with recognized GHG accounting standards and methodologies, and that it provides the necessary level of flexibility and customization to meet the company's specific needs and goals.

Collaborate with value chain partners

For most companies, a significant portion of their GHG emissions lies outside their direct control, in the upstream and downstream activities of their value chain partners, such as suppliers, distributors, and customers. To effectively manage and reduce these Scope 3 emissions, companies need to collaborate closely with their value chain partners on GHG accounting and sustainability initiatives.

This may involve engaging suppliers to collect and report GHG emissions data, setting joint emission reduction targets and action plans, and providing training and support on GHG accounting best practices. It may also involve working with customers and end-users to promote more sustainable product use and disposal, or partnering with industry peers to develop sector-specific GHG accounting methodologies and tools.

Collaboration with value chain partners on GHG accounting can be challenging, given the diversity of stakeholders and the lack of direct control over their actions. However, by building trust, transparency, and mutual benefits, companies can drive greater alignment and impact across their value chains, and accelerate progress towards a low-carbon economy.

Communicate transparently and regularly

Effective GHG accounting is not just about measuring and managing emissions, but also about communicating the results and progress to stakeholders in a transparent and regular manner. By providing clear, consistent, and credible information on their GHG performance and reduction efforts, companies can build trust and accountability with stakeholders, and demonstrate their leadership and commitment to sustainability.

GHG communication can take many forms, from annual sustainability reports and CDP disclosures to investor briefings and customer engagements. Regardless of the format, companies should strive to provide a balanced and comprehensive view of their GHG emissions, including both achievements and challenges, as well as the methodologies, assumptions, and limitations underlying their data.

Companies should also align their GHG communication with recognized reporting frameworks and standards, such as TCFD, SASB, and GRI, to ensure comparability and relevance for different stakeholder groups. And they should seek third-party assurance or verification of their GHG disclosures, to enhance the credibility and reliability of their data.

Continuously improve and innovate

Finally, effective GHG accounting is not a static or one-time exercise, but rather a continuous process of improvement and innovation. As the business and policy landscape evolves, and new technologies and best practices emerge, companies need to stay agile and adaptable in their approach to GHG accounting and sustainability.

This may involve regularly reviewing and updating GHG accounting methodologies and tools, to ensure alignment with the latest standards and stakeholder expectations. It may involve setting more ambitious and science-based GHG reduction targets, and exploring new strategies and solutions for decarbonization, such as renewable energy procurement, energy efficiency, or carbon capture and storage.

It may also involve piloting and scaling new business models and value propositions that are aligned with a low-carbon economy, such as circular economy, product-as-a-service, or nature-based solutions. By continuously pushing the boundaries of what is possible and desirable in terms of GHG accounting and sustainability, companies can not only reduce their own emissions, but also drive broader systems change and value creation.

The Path Forward

As the world transitions to a net-zero future, the importance and expectations for corporate GHG accounting will only continue to grow. Companies that can effectively measure, manage, and communicate their GHG emissions and reduction efforts will be better positioned to mitigate risks, seize opportunities, and build resilience in the face of climate change.

However, building a robust and impactful GHG accounting program is not a simple or one-time task. It requires a sustained commitment to best practices, stakeholder engagement, and continuous improvement, as well as a willingness to challenge business-as-usual and embrace new ways of thinking and doing.

The 10 best practices outlined in this article provide a framework and roadmap for companies to maximize the effectiveness and impact of their GHG accounting efforts, and to drive meaningful progress towards their sustainability goals. By setting clear boundaries, engaging stakeholders, leveraging data and technology, following standards, prioritizing materiality, building capacity, collaborating with partners, communicating transparently, and continuously improving and innovating, companies can not only measure and manage their GHG emissions, but also create value for their business, society, and the planet.

Of course, the journey to effective GHG accounting and sustainability is not a solo one. It requires collaboration and partnership across the corporate ecosystem, from investors and regulators to civil society and academia. It also requires a shared vision and commitment to a more sustainable, equitable, and resilient world, where business is a force for good and a catalyst for change.

As a sustainability practitioner and advocate, I have seen firsthand the power and potential of GHG accounting to drive transformative action on climate change and sustainability. I have also seen the challenges and barriers that companies face in implementing and scaling these efforts, from data and resource constraints to organizational and market inertia.

But I remain optimistic and inspired by the growing momentum and leadership in this space, from the bold commitments and innovations of corporate sustainability leaders to the rising demands and expectations of stakeholders for greater transparency, accountability, and impact.

The time for incremental change and half measures is over. The stakes are too high, and the window of opportunity is rapidly closing. We need all hands on deck, and all tools in the toolbox, to accelerate the transition to a net-zero and sustainable future.

GHG accounting is one such tool - a critical enabler and catalyst for the sustainability transformation that is already underway, and a key foundation for the low-carbon and resilient economy of the future.

So let us embrace the challenge and the opportunity of this moment. Let us learn from and build on the best practices and lessons of leaders and pioneers in this field. And let us work together, with urgency and resolve, to create a more sustainable, just, and thriving world for all.

The path forward is clear, and the destination is worth it. Let's get started.