Abstract
This paper explores the different ways of managing carbon in organisational settings. It uses a sequential mixed methods approach – literature review, discussions with sustainability thought leaders, and online survey and interviews with company sustainability leaders – to consider and critique the use of the carbon management hierarchy (CMH) by selected corporate bodies in the UK. The derived empirical evidence base enables a triangulated view of current performance and potential improvements. Currently, carbon management models are flawed, being vague in relation to the operational reductions required prior to offsetting and making no mention of Science Based Targets nor the role corporations could play in wider sustainability initiatives. An amended CMH is proposed incorporating wider sustainability initiatives, varying forms of offsets, the inclusion of accounting frameworks and an annual review mechanism to ensure progress towards carbon neutrality. If such a model were to be widely used, it would provide more rapid carbon emissions reductions and mitigation efforts, greater certainty in the authenticity of carbon offsets, wider sustainability impacts and a faster trajectory towards carbon neutrality.
Highlights
This paper is concerned with the different ways of managing carbon in organisational settings
This paper focuses upon corporate responses to the Carbon Management Hierarchy (CMH), a significant contribution to climate stability goals as UK companies account for 18% of national carbon emissions (BEIS, 2018)
The first five of these organisations were interviewed as part the second phase of the methodology. These empirical findings form a useful contribution towards establishing the relative importance of the varying carbon management techniques available to corporations
Summary
This paper is concerned with the different ways of managing carbon in organisational settings. Its conclusions could apply to any organisational structures, the paper will take the organisation of private sector corporations within the UK as its case study. Introduced in 2008, the Carbon Management Hierarchy (CMH) was devised to assist corporations in prioritising actions to achieve carbon neutrality. The Intergovernmental Panel on Climate Change (IPCC) report highlights the necessity of far exceeding merely achieving neutrality. It is clear that the CMH model requires revision. This paper focuses upon corporate responses to the CMH, a significant contribution to climate stability goals as UK companies account for 18% of national carbon emissions (BEIS, 2018)
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