| The greatest environmental challenge of our time | | | | transport needs should be made as well as an |
| is without a doubt climate change. Over the | | | | understanding of the physical changes to the |
| coming years and decades climate change will | | | | climate in which the organisation operates. There |
| have a stark influence on our lives. Not only | | | | are no clear guidelines on how to develop an |
| through the physical changes in the climate, but | | | | understanding of the climate change vulnerability, |
| also through changes in our energy consumption, | | | | although the United Nations Panel on Climate |
| travel patterns and many other aspects of our | | | | Change has published a range of reports |
| life. Companies will not be unaffected by these | | | | documenting the predicted changes to the climate |
| changes. Markets will change, as will client | | | | in each of the global regions over the course of |
| requirements and there will be a steep rise in | | | | the current century. In addition to these global |
| legislation with regards to climate change and | | | | publications, many governments have funded |
| greenhouse gas emissions. Developing a | | | | research predicting the potential climate change at |
| comprehensive climate change strategy is | | | | a national level. |
| therefore an essential part of good business | | | | 3. Commit to reduction in GHG emissions |
| management. This article gives a brief description | | | | As part of credible corporate climate change |
| of the elements that each corporate climate | | | | strategy, a commitment to reduce greenhouse |
| change strategy should include. | | | | gas emissions should be made at the most senior |
| The management of climate change should adopt | | | | level in the organisation. |
| two distinct strategies: climate change mitigation | | | | 4. Develop internal corporate capacity |
| and climate change adaptation. Climate change | | | | Development of internal capacity is an essential |
| mitigation deals with the reduction in greenhouse | | | | element to drive through improvements to both |
| gases to the earth's atmosphere. Carbon | | | | the greenhouse gas emissions and the climate |
| foot-printing and carbon accounting form typical | | | | change vulnerability. It is the people within the |
| measures that are used within the framework of | | | | organisation that are best placed to identify |
| this strategy. Climate change adaptation revolves | | | | practical solutions that will support any |
| around measures that address the changes and | | | | improvement programme. Ensuring an adequate |
| vulnerabilities of the organisation that will be | | | | level of knowledge and understanding within the |
| present as a result of the inevitable physical | | | | members of staff with regards to the climate |
| change in our climate. A good corporate climate | | | | change issues that are facing the organisation is |
| change strategy addresses both mitigation and | | | | therefore a key element in the corporate climate |
| adaptation. | | | | change strategy. |
| 1. Understanding greenhouse gas emissions of the | | | | 5. Work with supply chain and engage with |
| organisation | | | | stakeholders |
| An understanding of the organisation's greenhouse | | | | A significant contribution to the carbon footprint |
| gas emissions is fundamental in every credible | | | | of a product that an organisation produces is |
| corporate climate change strategy. To achieve | | | | made during the processing by suppliers. In |
| this a comprehensive greenhouse gas inventory | | | | addition an organisation should be aware of the |
| should be made. The inventory is a first step to | | | | climate change vulnerability of its own supply |
| manage and reduce the emissions, which are also | | | | chain. A corporate climate change strategy should |
| key elements of a corporate climate change | | | | therefore address the role of the supply chain in |
| strategy. The inventory combined with the | | | | managing climate change issues. |
| management and reduction form the core of a | | | | 6. Adopt and implement improvement action plan |
| greenhouse gas accounting system. At this | | | | The first five elements provide a thorough |
| moment there are two internationally recognised | | | | understanding of the climate change issues facing |
| systems for greenhouse gas accounting available. | | | | an organisation. Based on this understanding an |
| These are the ISO 14064 standard and the | | | | improvement plan should be drawn up. As with |
| Greenhouse Gas Protocol. | | | | any credible action plan the actions should consist |
| 2. Understanding climate change vulnerability | | | | of SMART targets, be fully funded, and be |
| Most large organisations have started to make a | | | | relevant to the organisations climate change |
| greenhouse gas inventory and have adopted | | | | threats and opportunities. |
| measures to reduce their carbon footprint. As I | | | | 7. Publish an annual report |
| described in the introduction, climate change | | | | The final element is the publication of an annual |
| adaptation also forms an important part of a | | | | report that demonstrate progress against the |
| comprehensive corporate climate change | | | | action plan, re-affirms the commitment to |
| strategy. To develop an understanding of an | | | | improvement and accounts for the carbon |
| organisation's vulnerability to climate change a | | | | emissions. |
| review of the operations, products and services, | | | | |