THE 1.5 C BUSINESS PLAYBOOK - Build a strategy for exponential climate action - Exponential Roadmap
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THE 1.5°C BUSINESS PLAYBOOK Build a strategy for exponential climate action
This playbook is to prepare INTRODUCTION
businesses for the fastest Climate change is already harming the atmosphere. Finally, by displaying
economic transition in history societies and the global economy.
Evidence shows that humanity is
climate leadership and influencing
wider action in society.
taking grave risks with the stability of
and help them drive it. the Earth’s life support system if global
average surface temperature continues
to rise. Reducing this risk means wor- Business Ambition for 1.5°C
king together to stabilise temperature
campaign: a joint effort
rise to a maximum of 1.5°C above pre
industrial temperatures.1 of the SBTi, the We Mean
Business Coalition and UN
To achieve the 1.5°C ambition, global Global Compact, announced
greenhouse gas emissions* must stop in September 2019.4
growing by 2020 and we must halve
emissions every decade to approach “The next decade is critical. The
net-zero by 2050, while at the same recent report from the Intergo-
time removing some of the carbon vernmental Panel on Climate
already emitted into the atmosphere.1,2 Change (IPCC) warned of severe
Doing this will require the fastest eco- consequences of a failure to
nomic and societal transition in history prevent global warming excee-
– but one which is both necessary and ding 1.5°C. To limit temperature
achievable, and will bring significant increase to 1.5°C, emissions need
benefits from reduced pollution to im- to halve by 2030, and drop to net-
proved health and potential economic zero by the middle of the century
growth.1,3 for the best chance of avoiding
the worst impacts of climate
It is critical to mobilise the entire change. By taking this pledge you
business sector for the 1.5°C ambition are formalising your increased
and to halve emissions by 2030. ambition and signaling your
Businesses will contribute in several commitment to a zero emissions
ways. First, by rapidly reducing their future to your peers, investors, po-
own emissions. Second, by reducing licy makers, customers, suppliers,
emissions in their value chains. Third, civil society organisations, and
and most importantly, by scaling other stakeholders.”
products, services and projects that cut
emissions or even remove carbon from
www.exponentialbusiness.org * ”greenhouse gas emissions” are also referred to as “emis-
sions” in this document
January 2020. v1.0 3CARBON LAW
WHO IS THIS The UN climate report (Global Warming
PLAYBOOK FOR? of 1.5 ºC, 2018)1 concludes that we need
to keep global warming to a maximum
of 1.5°C to avoid high risk of catastrophic
Exponential Roadmap
The Exponential Roadmap*
consequences for people and our living highlights 36 key solutions that
This playbook is developed for companies and organisations of all environment.11 To do so, the world needs together can halve global emis-
sizes that want to align with the 1.5°C ambition. Small, medium to stop emissions growing by 2020 and sions by 2030. These solutions are
and larger companies may find it useful both for strengthening halve them every decade until 2050. This all market-ready: they are afforda-
their own strategy and to help in engaging suppliers and setting simple rule of thumb, called the Carbon ble (like wind and solar), can scale
requirements. Law2, can be applied to everyone: compa- rapidly (like reduced food waste)
nies, cities, nations and citizens. But, the and can save money (like building
Companies with advanced climate strategies that have already Carbon Law outlines the global average efficiencies). For businesses, redu-
joined sector climate initiatives can use it to benchmark their and must be viewed as a minimum cing carbon emissions and provi-
approach and raise ambitions. In this capacity, the playbook will ambition. Everyone should decarbonise ding solutions that help customers
help to establish a clear climate strategy, define targets aligned with as rapidly as possible and the wealthiest and society to cut their emissions
science, set requirements for suppliers and align supply chains and should go fastest. opens up new exponential growth
value propositions with a 1.5°C ambition. This guide is grounded in opportunities and an opportunity
the latest science and focuses on simplicity and speed. To halve emissions every decade is a huge to reduce costs and increase per-
challenge but also an enormous oppor- formance and profitability.12,13,14
It is designed to work in harmony with existing standards and key tunity. The first halving is the biggest, but * The Exponential Roadmap integrates solutions
initiatives such as the Greenhouse Gas Protocol (GHG)5, Science for many companies it is the easiest. from several research projects such as Project
Drawdown and the Low Energy Demand scenario,
Based Targets initiative (SBTi)6, CDP7, RE1008, Mission Innovation’s which are also referenced in this playbook. www.
1.5°C Avoided Emissions Framework9 and the Chambers Climate exponentialroadmap.org
Coalition.25
The climate crisis is the most urgent threat for society today but it
must not be addressed at the expense of wildlife and vulnerable
groups. By implementing a 1.5°C-aligned strategy, companies can
also help to support the UN Sustainable Development Goals and
safeguard wildlife, water, land and oceans, all of which are strongly
interrelated.1,10
Figure 1. The Carbon Law – halving global greenhouse gas emissions every decade. The estimated
2020 emission level is 54 billion tonnes of carbon dioxide equivalents.12
4 5PLANETARY
stors and companies make informed action strengthens a brand, improves
investment decisions on environmen- customer loyalty and boosts recruit-
tally friendly economic activities18. This ment – on top of the direct benefits
STEWARDSHIP
is expected to have a major impact on that reducing emissions brings.22
company behaviour. Research shows that CEOs are aware
of the importance of building a social
DRIVING COMPETITIVE Customers, employees and governme-
nts are also stepping up requirements
on companies to show full transparen-
enterprise and a 2019 study found that
they regarded their impact on society,
including the environment, as their
ADVANTAGE cy of emissions, targets and results,
and to align strategies and solutions
with strong climate ambition.
most important measure of success.23
Companies and organisations that take
a leading position today will become
Increasingly, companies acknowled- the cornerstones of the sustainable
It’s looking likely that the 2020s will ■ The price of climate solutions conti- ge a responsibility towards society value chains of tomorrow. In the pro-
see the fastest economic transition nues to fall rapidly. The best option as a whole, not just their sharehol- cess of becoming planetary stewards,
in history as several forces combine for the climate is now often cheaper ders.19 Companies that build climate they can win new business and gain a
to accelerate transformation: than other alternatives. Markets leadership into their core strategies competitive advantage.
for clean energy systems, transport seem to be outperforming those that
■ A technological and digital solutions, agriculture, buildings, fail to do so.20,21 A study of 200
revolution will transform or finance and industry are opening companies in Sweden
disrupt most existing businesses up and growing exponentially. This found an overwhel-
– from transportation to energy, brings opportunities for companies ming consensus
food and materials. that transform their business models that climate
■ Youth climate movements are early to become market leaders.
demanding political action,
climate-friendly services and The finance sector will play an impor-
products, and that businesses tant role in this transformation. There
support a low-carbon future. are important measures it can take to
enable and accelerate the transition to a
■ Political momentum to low-carbon and climate-resilient future.
achieve the Paris Agreement These include stopping the financing
goals is growing and results and investing in fossil energy, increa-
in new laws, regulations and sing investments in new technology
adopted emission trading and using the power as owners and len-
systems impacting business. ders to influence company behaviours
Over 1,000 jurisdictions and and disclosure practices. The Task Force
local governments covering on Climate-Related Financial Disclosu-
545 million citizens, and res16 and the UN-convened Net-Zero
most recently the European Asset Owner Alliance17 are examples of
Parliament, have announced initiatives that will demand increased
climate emergencies and this disclosure practices. Specifically, the EU
number is growing fast.15 is developing a taxonomy to help inve-
6 7SETTING A FOUR-PILLAR
Different companies might implement its business model to be aligned
different strategies to achieve the opti- with 1.5°C, while addressing pillars 1,
mal business and climate impact: 2 and 4 in parallel.
CLIMATE STRATEGY ■ Established companies with large
emissions and a conventional busi-
ness model may start from pillar 1
■ A disruptive fast-growing company
using climate as a business driver
may build and accelerate its business
and 2 and extend to pillars 3 and 4 in from pillar 3, while keeping track of
a stepwise approach. pillars 1, 2 and 4.
■ An established company implemen-
This guide focuses on the four pillars government policy, helping employees ting transformational new strategy
that need to be adressed in a company’s to shift towards sustainable lifestyles, may start from pillar 3 by rethinking
climate strategy. supporting industry initiatives to
align with 1.5°C and making sure
The first pillar focuses on a company’s that organisations that the company
activities to reduce its own emissions*, belongs to do not counteract the
aligned with a 1.5°C pathway. company’s own actions.
PILLAR PILLAR PILLAR PILLAR
1 234
The second pillar focuses on a compa- The pillars should preferably be
ny’s activities to reduce its value chain integrated into a company’s iterative
emissions†, with the same goal. planning cycle, starting by measuring
and analysing the current situation,
The third pillar addresses the align- then setting targets and priorities, and
ment of the company’s portfolio and then moving to implementation. To
value proposition with a 1.5°C ambition measure the outcome, take corrective
and acceleration of solutions that drive actions and re-evaluate the strategy
down and removes emissions. It means completes a first loop. Reduce Reduce Integrate Influence
prioritising products and services that your own your value climate in climate
significantly help to cut customer The pillars are not strictly ordered in emissions chain business action in
emissions‡ and suppressing solutions terms of timeline and implementation
with an adverse climate impact. It also and will vary depending on the emissions strategy society
includes investing in projects outside type of business, but there is a logic
a company’s value chain which help to the order. Pillars 1 and 2 are
remove or avoid emissions. requirements that all companies
should do their utmost to comply with.
The fourth pillar describes how Pillar 3 represents an opportunity for
to contribute to the 1.5°C ambition companies to fully integrate climate
beyond your own business. This impacts into their business strategy
means, for example, influencing and goes beyond the basic footprint
of the company. Last but not least,
* Own emissions is described as scope 1 and 2 emissions in
the Greenhouse Gas Protocol and a well-established area that pillar 4 complements pillars 1, 2 and
major companies already report on. 3 by considering the wider role of a
† Value chain emissions is described as scope 3 emissions
in the Greenhouse Gas Protocol including upstream and company as a societal actor.
downstream emissions
‡ Avoided emissions is also referred to as “scope 4 emissions”
8 9PILLAR PILLAR PILLAR PILLAR
1 2
Reduce your
own emissions
Reduce your value
chain emissions
3 4
Integrate climate in
business strategy
Influence climate
action in society
AND STRATEGY
AND STRATEGY
SET TARGET
SET TARGET
Target net zero and a first Target net zero and a first Integrate positive climate Influence society and
halving of emissions in halving of emissions in impact in vision and mission, contribute to the 1.5°C
less than 10 years less than 10 years value proposition, products, ambition beyond your own
services and R&D roadmaps business
Prioritise, plan and reduce Prioritise, plan and reduce Shift to circular business Accelerate climate action
models and drive products/ by working with customers,
IMPLEMENT
IMPLEMENT
scope 1 and 2 emissions scope 3 emissions
services which help customers suppliers, employees,
avoid emissions industry, local and national
government, and key
Invest in carbon credit projects,
organisations
counterbalancing remaining
emissions
Assess and analyse scope Assess and analyse scope Measure positive and Evaluate the impact of
MEASURE
MEASURE
1 and 2 emissions and 3 emissions and results of negative climate effects your societal influence
results of reductions and reductions and disclose of your solutions portfolio, and disclose those results
disclose those results those results publicly disclose that information publicly
publicly publicly
10 11ASSUME CLIMATE Chambers Climate Coalition 25 During the United Nations Climate
Action Summit September 2019,
LEADERSHIP – COMMIT 2,100 chambers of commerce have
signed up to the Chambers Climate
John Denton, ICC secretary general,
stated that “Our only future is
TO THE 1.5°C AMBITION
Coalition, an unprecedented one where we achieve net-zero
grassroots mobilisation of local emissions by 2050 and limit global
business leaders committed to temperature rises to 1.5°C. Less
setting climate targets across ambition is, simply put, not an
their operations and value chains option.”
Action begins by making a commitment ■ Make an assessment of your current
aligned with limiting global
as a company to align with the 1.5°C am- emissions, carbon risks, and climate
temperature rise to 1.5°C.
bition and to assign the required resour- business opportunities and decide on
ces. This requires climate leadership from strategy.
top management. But it is also about ■ Start to measure and commit to
democratising climate work, to ensure publicly disclosing your company’s
that all employees can contribute, and greenhouse gas emissions, climate
identifying and empowering potential action and results.
climate leaders across the organisation.
■ Start to educate your employees
ACTIONS about climate change and empower
them to drive climate action and
■ Contribute to the 1.5°C ambition by: innovation in their daily work.
» deciding to do your utmost to halve ■ Integrate climate remuneration tar-
emissions across your own business
gets for executive management and
and across your value chain in 10
employees. Also consider including
years or less – by 2030 or earlier.*
climate as a priority parameter and
» deciding to reach net-zero or nega- target for your purchasing and R&D
tive carbon emissions by no later department.
than 2050, preferably much sooner.
■ Announce your commitments to the
» deciding to integrate climate op- rest of society.
portunity and risk in your business
» e.g. sign the Business Ambition for
strategy and management process.
1.5°C pledge24:
» deciding to drive climate action in
» set science-based 1.5°C targets.
your wider role in society.
» Chambers of commerce and local
■ Assign responsibility, mandate and
business leaders should consider
resources.
committing to the Chambers
» e.g. create a climate action unit Climate Coalition.
that includes executives from
across the company, with a direct
line to the C-suite and board.
* For example, Telia Company has set a goal to be carbon
neutral throughout the value chain by 2030.
12 13EXPONENTIAL EMISSION
REDUCTION PATHWAYS
TO LIMIT GLOBAL
WARMING TO 1.5°C
Emissions reduction pathways for different sectors,
following the Carbon Law. Energy emissions only include
emissions related to the process of energy production
– not energy emissions from other sectors.28PILLAR 1. REDUCE YOUR ■ Decide in which order to eliminate emissions and develop a plan
on how to reach the targets.
OWN EMISSIONS » Start immediately with the “low-hanging fruit” which are eco-
nomically attractive, bring other co-benefits and create positive
momentum in the organisation. Energy efficiency, shifting to
1
renewable energy, building space, transportation and business
travel emissions are often good candidates.
To be aligned with a 1.5°C ambi- also recommended to include
tion, the minimum requirement emissions from business travel ■ Disclose your company’s own carbon emissions, plans to reduce
is to halve your own emissions in pillar 1 even though they are them and emissions reductions as part of your public reporting an-
at least every 10 years. These formally part of scope 3, since nually. Clearly explain and motivate any slower pace than halving
emissions are referred to as they are directly controlled by every decade.*
scope 1 and 2 emissions of the the company. Your own emis- ■ Evaluate results, take corrective actions and update your plan on a
Greenhouse Gas Protocol5. They sions may represent a small part yearly basis.
include emissions from in-house of your total emissions but can
sources such as furnaces, vehic- normally be reduced more easily
* Rapidly growing companies that provide solutions which avoid or remove emissions as their core
les or leakage from refrigerants, since they are under the compa- business may contribute most to the climate by keeping emissions at a low level but not halving them.
and also from purchased electri- ny’s direct control.
city, cooling and heating. It is
KEY REDUCTION MEASURES
ACTIONS ■ Immediately start implemen- ■ Optimise the use of building space
ting use of renewable energy, in all operations, in order to reduce
■ Map out your own greenhouse gas emissions, if you haven’t already fuel and electricity for all emissions and costs.
done so. Make sure you include the main sources of carbon emissions – possible processes, buildings ■ Move towards a zero-emissions ve-
your hot spots – and that your plans include how to mitigate these. and sites. hicle fleet, including own and leased
■ Decide your base year. A base year is the year when reductions start and ■ Consider buying renewable company cars.
will be used as a comparison to show progress. energy through power purcha- ■ Require zero-carbon buildings and
» Set the base year no more than two years back in time. se agreements and collaborate clean grid energy when expanding
» Historical emissions reductions deserve acknowledgement and can to accelerate adoption. or establishing new businesses in a
be highlighted*, but they cannot be a part of your next halving. ■ Consider generating your own region.
■ Set a target within three months of making your commitment and renewable electricity, if it is not ■ Systematically reduce energy,
decide on the target year. provided by your grid operator. resource and material waste in all
» Your minimum goal should be to halve emissions every ten years, but ■ Improve energy efficiency for operations.
preferably faster. Halving in ten years means a 7% year-on-year reduc- buildings through retrofitting ■ Set up a plan to reduce emissions
tion. Halving in five years will mean 13% emissions reductions and and digital automation. from business travel by shifting to
halving in three years will mean a 20% annual emissions reduction ■ Demand and implement low-carbon travel (for example a
rate. Break down your plans into yearly targets and milestones.
low-carbon cooling, heating, “train first” policy over air travel) and
* Companies that have significantly reduced emissions historically will benefit from being able to disclose a ventilation and refrigerants for use digital meeting technologies to
lower and better carbon intensity performance value in benchmarks (total emissions divided by net revenue) but
should still strive to halve total emissions at least every decade.
all building sites you operate in. avoid unnecessary travelling.
16 17PILLAR 2. REDUCE YOUR ■ Disclose value chain emissions and plans to reduce them as part of your
public reporting annually. Clearly explain and motivate any slower pace
VALUE CHAIN EMISSIONS than halving every decade.*
■ Evaluate results and update your targets if necessary on a yearly basis.
2
* Rapidly growing companies that provide solutions which avoid or remove emissions as their core business
Value chain emissions include all sions all the way to raw material ex- may contribute most to the climate by keeping emissions at a low level but not halving them.
the emissions “outside the compa- traction and downstream activities
ny walls”. They normally represent including customer final use and
the largest share of a company’s end-of-life. The largest emission
total footprint and must therefore sources in this category tend to be KEY REDUCTION MEASURES
be addressed. As an example, purchased goods and services
IKEA’s value chain emissions repre- and the use of sold products, but ■ Ask your suppliers to implement ■ Consider insetting investments in
sent 97% of the company’s total proportions vary between sectors the pillars in this playbook and/or emissions reduction projects within
emissions and for Max Burgers and companies. additional applicable frameworks your supply chain, e.g. related to use
they represent 99%. aligned with 1.5°C, such as SBTi of material (wood, cement, plastics).
You should work actively to drive 1.5°C6, and include it in procure- ■ Evaluate and improve the energy
Value chain emissions are emis- down value chain emissions. This ment criterias and your supplier and resource efficiency of your own
code of conduct. product and service mix. Optimi-
sions from upstream (e.g. supplier can be done in many ways – ex-
activities) and downstream (e.g. amples include procurement » This will drive reductions of ze them for the use of renewable
use of sold products) activities guidelines and supplier code of upstream emissions from pur- energy.
associated with the operations of conduct criteria, changes in the chased goods and services. » This will enable a reduction of
the reporting company, and are design of products, collaborations ■ Integrate strong climate criteria at downstream emissions from the
referred to as scope 3 emissions with suppliers and customers, and the heart of your R&D, product and use of sold products.
in the Greenhouse Gas Protocol5. by reassessing your business model service design processes to im- ■ Set up a plan to reduce emissions
Upstream activities include emis- and investments. prove energy performance of sold from business travel if this has not
products, require less material, use been handled as part of pillar 1.
recycled materials and low-carbon
■ Set up a plan to enable reduction
ACTIONS materials, and build low-carbon
of commuting travel emissions e.g.
■ Map out the carbon emissions associated with your value chain to understand and circular economy solutions for
through promoting and sponsoring
customers.
which are the most substantial and start tracking them systematically. Strive low-carbon travel to and from work,
to include all emission categories which exceed 1% of total emissions. ■ Include climate measures and and enabling employees to work
targets on product use and from local green office hubs, closer
■ Within the first year, set a target for the first halving of absolute value chain
end-of-life to steer your product to home.
emissions.
development.
» Apply the same baseline year as for your own company’s emissions (scopes ■ Evaluate and reduce the footprint of
■ Evaluate and choose suppliers of your financial investments, inclu-
1 & 2).
materials, transport and products ding pension funds, to make sure
» Your minimum goal to align with 1.5°C should be to halve every ten years based on transparency of emission they are in line with your 1.5°C com-
(7% year-on-year reduction), but preferably faster. data and climate strategy, and mitment. Shift investments to zero/
» Break the plan down into yearly targets and milestones. collaborate with other industry low-carbon business opportunities
partners to strengthen purchase and influence investees to adopt
■ Decide in which order to reduce carbon emissions, based on a ROI analysis,
requirements. 1.5°C aligned strategies.
and develop a plan on how to reach the targets.
18 19PILLAR 3. INTEGRATE ACTIONS
CLIMATE INTO YOUR ■ Assess and analyse if and how your value proposition, solutions port-
folio and business model are aligned with a 1.5°C planet trajectory. If
not, start transforming them. This is also a way to mitigate climate-re-
BUSINESS STRATEGY lated risks.16
■ Review and update your vision, mission statement, strategy and pro-
3
cesses to reflect your climate commitment. Start transforming your
value proposition to one which is service-based and circular, with
To limit global warming to to replace carbon-intensive
higher efficiency and minimal emissions.
1.5°C and to ensure the long- alternatives. You can help shift
term stability of the climate, consumer patterns in a sustai- ■ Move your portfolio towards solutions which help your customers
value propositions and product nable direction through vehicle avoid emissions and scale these solutions exponentially. Phase out
portfolios which avoid emissions sharing, circular economies or those that increase emissions.
and remove carbon will need to close-to-home tourism. If your ■ Integrate your climate strategy in your services and product road-
scale exponentially. This includes services and products are influ- maps and require all new solutions to be compatible with the 1.5°C
solutions for renewable energy encing consumer and company ambition.
and energy storage, plant-based decisions – such as social and ■ Collaborate strategically with key partners to build circular and car-
sustainable food production, en- e-commerce platforms, adverti- bon-free value chains.
ergy-positive buildings, sharing sing and management consul-
■ If your services and products are influencing consumer and company
of vehicles, space and things, tancy – you can both enable and
decisions, such as digital platforms, advertising and management
zero-carbon materials, and circu- encourage customers to make
consultancy, ensure that your services clearly enable and encourage
lar usage of materials. decisions that are positive for
your customers to make purchase and investment decisions which
the climate. As a company, you
are positive for the climate and in line with the 1.5°C ambition, never
Many industries must be fun- will want to be on the forefront
against.
damentally redesigned to be of this change to safeguard your
decarbonised in line with a 1.5°C competitive advantage. This ■ Consider making qualitative and quantitative assessments of your
pathway. Business models will may require transforming your solutions’ climate impact, and setting measurable goals. This can be
need to change from ownership business model. done for example using the Mission Innovation 1.5°C Avoided Emis-
towards usership, from pro- sions Framework.9
duct-based towards service-ba- Map out the net-zero future of ■ Consider accounting for a price on carbon to make climate an integral
sed and from linear to circular your company. Define what it part of your investment procedures.
business models – most often would look like and what needs
enabled by digital technologies. to be achieved in order for your
company to get there. Find busi-
Your business proposition is ness opportunities by exploring
the biggest determining factor new offerings, business models
to your contribution to a 1.5°C and addressing climate-consci-
planet. For example, you can ous customer groups. Identify
create new fossil-free materials, business practices that need to
renewable energy solutions, be phased out to reduce adverse
use electric vehicles and more climate impacts.
20 21INVEST IN CARBON CREDIT PROJECTS REMOVING
CARBON FROM THE ATMOSPHERE PILLAR 4. INFLUENCE
In parallel to halving emissions by 2030
on a global scale, natural carbon sinks,
Investing in carbon credit projects is a
solution which you should only use as CLIMATE ACTION IN SOCIETY
4
such as forests and wetlands, must a complement to deep decarbonisa-
be protected and restored to safegu- tion and should not be a substitute for Becoming a societal climate include proposing or demanding
ard the climate. It is important that reducing emissions and creating new leader means using your compa- policy changes that support rapid
business sectors causing the emissions solutions to reduce global heating. To ny network and wider sphere of economic transition and behaviou-
today take responsibility to accelerate ensure impact, it is important to care- influence to support and accelerate ral change, contributing to climate
the required investments. Therefore, fully decide from where carbon credit climate action in line with the 1.5°C awareness among customers, and
emissions that cannot be immedia- should be purchased. We recommend ambition. This can be done by influ- developing solutions and sharing
tely removed* should preferably be using third-party certified carbon credit encing and working with customers best practices with your industry
counterbalanced through investment projects, such as those under the Gold and suppliers, employees, indu- and community. It also includes ac-
in high-quality projects which remove Standard scheme26. These projects stry, government, cities, research tivities related to investments and
carbon from the atmosphere, or alter- should be aligned with the Sustainable organisations and NGOs beyond financial routines and membership
natively, avoid emissions. Development Goals and meet high your own business interests. It could of different industry organisations.
standards.
* Examples of such hard-to-abate emissions can be those in-
volved in the manufacture of steel and cement, which cannot
immediately be eliminated.
ACTIONS
■ Develop and invest in sectoral industry ticipate in national and international
roadmaps and define and drive the events which demonstrate concrete
required strategies and actions for solutions to help scale best-practice
ACTIONS halving emissions and reaching net solutions.
zero, in collaboration with customers, ■ Influence local and national policyma-
■ Determine the remaining emis- ■ Disclose carbon credit projects se- suppliers and other partners.* kers to step up climate action and
sions from your company and parately in your annual reporting. ■ Collaborate with suppliers and custo- policies in line with a 1.5°C ambition.
value chain which cannot be ■ Follow up on those projects to mers to enable innovative technolo- Advocate for regulatory bodies to
immediately removed. ensure that they are delivering in gies and sustainable transformation promote industry-wide action.
of value chains, including sharing of ■ Educate your board and management
■ Purchase carbon credits at least accordance with their promises.
methodologies and competences. regularly on climate and the SDGs and
equivalent to these emissions, ■ If you are applying concepts
financing high-quality, third-party ■ Integrate a 1.5°C climate commitment your company’s positive and negative
like carbon neutral, or climate in overall public affairs and corporate contributions.
certified projects which remove positive, be sure to follow solid policies, including those related to ■ Help your employees and owners start
carbon from the atmosphere, or recommendations and standards. finance and financial investments. halving their own emissions and shift
alternatively projects that avoid Be transparent, specific and do
emissions. To ensure climate ■ Join and contribute in business/trade towards 1.5°C lifestyles†, e.g. through
not give the impression that the organisations which are committed to sharing educational materials, and
impact, it’s good practice to organisation has gone further a 1.5°C ambition, avoid those that are climate calculation tools.
over-invest, perhaps doubling than it has. counteracting those ambitions. Par-
your calculations, to take uncerta-
inties into consideration. * One example is the fossil-free roadmaps developed by † One example is ”100 smart ways to live sustaina-
industries in Sweden: http://fossilfritt-sverige.se/in-english/ bly” developed by Sitra: https://www.sitra.fi/en/pro-
roadmaps-for-fossil-free-competitiveness/ jects/100-smart-ways-to-live-sustainably/
22 23REPORT ON PROGRESS ABOUT THIS PLAYBOOK
This playbook is a spin-off from the leading company examples and pro-
An integral part of all pillars is the Make your customers, suppliers, employ- Exponential Roadmap project, aimed curement guidelines. The playbook
disclosure of carbon emissions, targets, ees and investors, as well as other specifically at scaling climate action will evolve over time, based on user
activities and achievements. It will be stakeholders, aware of your efforts and in the business sector.27 The purpose feedback, new scientific findings and
required by all stakeholders; customers, progress through proactive, well-groun- of the playbook is to help achieve a upcoming standards. Companies
investors, employees, media and ded, honest and balanced communica- critical mass of companies aligned and organisations are welcome to
financial analysts – and it will help you tion. It can strengthen your brand and it with a 1.5°C pathway. It has been de- support the playbook publicly by
to position your company as a serious is an effective way to influence others to veloped by experts from a number working towards the principles of
climate leader. accelerate climate action. of contributing and supporting orga- the playbook, using it and promo-
nisations during 2019 (see below). ting it. The project was initiated and
It is developed as an open-source led by Johan Falk, co-founder of the
solution and intended to be used Exponential Roadmap project, and
BASIC PRINCIPLES emissions, carbon capture and by other projects, e.g. linking to supported financially by Vinnova in
storage, and carbon sequestra- recommended tools and resources, Sweden.
■ Integrate reporting of greenhouse tion when applicable.
gas emissions and reductions, set
targets in your annual reporting ■ Report on avoided emissions
and provide updates in your solutions, carbon credit projects
quarterly reports aligning with the and societal influence activities,
applying best available standards
principles for financial reporting.
and methods. REFERENCES
» Follow format standards to
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Nina Ekelund, Haga Initiative IKEA
Magnus Jiborn, Lund University Max Burgers
Carl-Henrik Josephson, Inter IKEA group Fossil Free Sweden Initiative
Dennis Pamlin, RISE The Finnish Future Fund (Sitra)
Majda Dabaghi, ICC Skanska
McKenzie Wilson, Mission 2020 Telia Company
Janne Peljo, Sitra Future Fund Project Everyone
Nick Gaskell, Engaged Tracking Scania
Jakob Trollbäck, The New Division Normative
Alberto Carrillo Pineda, SBTi/CDP Engaged Tracking
Markus Robèrt, CERO Cero
María Mendiluce, WBCSD KTH Royal Institute of Technology
Erwan Saouter, WBCSD Climate Leadership Coalition
Cecilia Lindén, GoClimateNeutral.org Climate Hero
Kaj Török, Max Burgers GoClimateNeutral.org
Robert Sabelström, Climate Hero Breakit
Kristian Rönn, Normative We Don’t HaveTime
Christian Patay, Tricorona
Peter Sandahl, Nordea Life & Pension
Nexhi Halimi, Microsoft FUNDING SUPPORT
Mattias Höjer, KTH Vinnova
Kalle Nilver, GoClimateNeutral.org
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