Industry Net Zero Accelerator

Case Studies

A collection of case studies from open sources or consultation calls with our community, aiming at accelerating the transition towards Net Zero in Industry, following the "No Excuse" Framework.

ChallengeWhite Panther Produktion GmbH, part of the Flick Group and located in the Austrian Alps, combines renewable energy and sustainable aquaculture within a circular economy framework. The parent company, FKF Forst und Gutsverwaltung GmbH, operates five small hydroelectric power plants producing about 30 GWh annually—enough electricity to supply the town of Rottenmann—and a biomass plant generating both electricity and heat from wood sourced from the company’s forests. The biomass plant also produces activated carbon used in prawn farming.The facility uses waste heat from the biomass plant to maintain 2,500 cubic meters of fresh, saline spring water, sourced from the Almbach river, at a constant 28°C within 56 tanks housed in a 90 by 30-meter hall. This integrated, fully self-sufficient energy system ensures uninterrupted prawn farming operations, even during major blackouts.The main challenge was to cultivate white tiger shrimp and blue mountain shrimp in the cold alpine environment while adhering to high sustainability standards. The system needed to control critical water parameters such as temperature, oxygen, pH, salinity, and ammonium levels and manage feeding and circulation processes to promote healthy, stress-free prawn growth without antibiotics or chemicals.SolutionWhite Panther leveraged COPA-DATA’s software platform for automation and process control, a technology already in use for managing their hydropower and biomass plants. Leveraging the software’s no-code configuration, the internal technical team developed a customized process control system that monitors environmental parameters in real time and optimizes farming conditions. Only the PLC interface programming was outsourced.The automation system handles the regulation of water quality and feed dosing, ensuring optimal conditions for the prawns while actively supporting the circular economy model. Through continuous data-driven monitoring and real-time control, the system enables closed-loop water and energy use, minimizes feed waste, and allows by-products such as activated carbon from the biomass plant to be effectively reused in the aquaculture process. This integration reduces resource consumption and ensures efficient recycling of energy and materials across operations. Continuous data visualization, trend analysis, and flexible parameter adjustments allow the team to fine-tune operations, maximizing efficiency and sustainability.ImpactThe initiative has created a sustainable prawn farming operation rooted in circular economy principles, delivering an inherently efficient and climate-friendly production process from the outset. By integrating renewable energy, waste heat recovery, and closed-loop water systems, White Panther Produktion GmbH cultivates premium-quality prawns without the use of antibiotics, hormones, or chemicals. The local production approach reduces transportation distances and emissions, enabling the delivery of fresh, high-quality seafood to customers.A crucial factor in the project’s success is the flexibility of the no-code software platform, which empowers White Panther to independently address both operational and transformational needs. This autonomy brings three key advantages: it guarantees consistently high process quality, fostering sustainable and healthy conditions for the shrimp; it supports agile adaptation of the system over time to meet evolving requirements; and it enables comprehensive monitoring and control of the company’s in-house power plants, promoting responsible and sustainable resource management within the circular economy framework.By combining clean energy with advanced process control and adaptable automation technology, this project sets a pioneering benchmark for sustainable aquaculture. It demonstrates how resilient and scalable food production can thrive even in challenging environments like the Austrian Alps, fully aligning with White Panther’s long-term goals of climate protection, resource conservation, and economic sustainability.Source: Consultation with COPA-DATA
Austria | Food & agriculture
COPA-DATA & White Panther Produktion GmbH (Austria) – Empowering SME with circular economy–driven, automated sustainable prawn farming
Challenge In 2018, Nexans, a leading energy cable company, faced significant challenges. The business was struggling financially, nearing bankruptcy, and had a fragmented approach to carbon neutrality. The company lacked a cohesive strategy to integrate environmental sustainability into its business model, making it difficult to secure buy-in from key stakeholders. Solution Under new CEO leadership, Nexans introduced the ‘E3’ business strategy which stands for Economie, Environment, Engagement (or Prosperity, People, Planet), leveraging an unprecedented data analytics approach to align economic success with environmental responsibility and employee commitment. Key strategies included:Sustainability Integration: Committed to Net Zero emissions by 2050 and integrated SDGs into the corporate strategy.Profit Growth Focus: Shifted from organic volume growth to profit growth, supported by a few institutional investors.Complexity Reduction: Reduced the client base from 13,000 to 4,000 and cut product references by 30%, focusing on profitability and carbon emission reduction.CO2 Emission Constraints: Implemented a carbon emission cap on the highest-emitting unit and evaluated investments with a hypothetical carbon tax of €200 per ton.Circular Economy: Embraced the mantra ‘today’s waste is tomorrow’s profit’ and launched recycling initiatives and RECYCÂBLES, France’s leading cable recycler.Systemic Indicators: Balanced economic profitability with environmental and social responsibility, transforming supply chains, financing models, and local production units. ImpactThe E3 strategy tripled Nexans’ profit and reduced its carbon footprint by 30% since 2018. Record profitability was achieved in early 2024, driven by a 14% increase in electrification-focused business. Strategic acquisitions, like Triveneta Cavi, bolstered its European presence. Nexans’ approach of prioritizing profitability over revenue growth, coupled with its commitment to sustainability, set a new industry standard, demonstrating the financial benefits of sustainability and securing strong stakeholder buy-in. 
Energy Technologies
Nexans - Breaking Through the Barrier to Buy-In for Net Zero
Challenge Edilians, a European tile manufacturer, identified tunnel kilns as the main source of CO2 emissions after conducting a carbon assessment. Edilians has outlined a decarbonization roadmap across all its sites to cut Scope 1 CO2 emissions by 30% by 2030. On top of performance optimization and improvement of its industrial equipment, Edilians identified the development of a new kiln as a critical lever to reach its decarbonization target. Partnering with an original equipment manufacturer (OEM) that had an early-stage kiln concept promising 30% energy savings, they needed to prove this technology’s industrial viability. This required an upfront investment of €10 million with high associated risks and unclear returns on investment and would financially commit the company over 15-20 years.Solution To mitigate project risks and unlock external investment, Edilians sought public funding from European and French governments and consulted the French Environment and Energy Management Agency (ADEME), a public industrial and commercial establishment, on its decarbonization funding possibilities.Edilians and the OEM selected DEMIBaC, a call-for-projects supporting demonstrators of low-carbon production technologies, which provides funding for projects led by partnerships between low-carbon solution providers and demand-side manufacturers. Edilians and the OEM submitted their grant application in 2022, aiming to secure 40% of the investment. In 2023, Edilians and the OEM secured the grant, receiving €3.6 million to develop the kiln. Edilians then paused its operations for three months and gradually resumed production while performing tests to maintain product quality, which led to lower productivity for that quarter.ImpactSince then, the company has reduced gas consumption (and, therefore, Scope 1 CO2 emissions) of its kiln by 33%. Despite the high costs, Edilians plans to annually convert one production line to meet its decarbonization goals. Eventually, Edilians and the OEM aim to share the technology through patent licenses to help decarbonize the sector. In partnership with Capgemini, the tiles manufacturer has deployed its decarbonization plan and has already identified funding opportunities in all its operating countries to de-risk its investments.
Materials
Edilians and Capgemini efficiently collaborating with the public sector to drive decarbonization
Challenge The UK logistics sector, a key economic regional growth driver, faces significant challenges in meeting upcoming net-zero deadlines while maintaining profitability and productivity. The sector must invest heavily to decarbonize while addressing three main challenges: 1) protecting supply chain resilience while preserving service level, 2) unlocking investment for decarbonization, and 3) improving multi-modal transport infrastructure planning and delivery.  Solution In January 2024, a few months before political elections, Logistics UK, gathering over 21,000 members, released a manifesto calling for public-private collaboration to tackle these challenges and deliver a fair transition to a green economy. The manifesto highlights key areas for policy collaboration and dialogue creation, including: Shared vision: Joint work to agree on a consolidated logistics net-zero roadmap, embedding fossil fuels phase out, and based on technology infrastructure investment availability and regulatory reforms and tax incentivesDedicated financial mechanisms: Tax incentives supporting business investment, including full expensing for capital investments required to update vehicle fleets and fees paid to energy network operators for the necessary upgrades to vehicle charging infrastructure. Additionally, a review of road pricing and fuel duty mechanisms is needed to align with sustainable transport goals. Supportive regulatory framework: Unified reforms to end the heterogeneous local charges adding inefficiency ImpactFollowing the manifesto, both political wings have included logistics sector transformation in their political agendas, reflecting the influence of the industry’s unified voice. Logistics UK estimates that partnering with policy-makers could boost economic growth by up to £7.9 billion annually by 2030, driven by productivity gains. The generated impact of the proposed action plans will be measured in the coming years.
Supply Chain & Transportation
UK logistics sector proactively co-developing financial conditions for its net-zero transformation
Challenge Metal and textile industries in Turkey are large contributors to the country’s exports. Both need to continuously increase their competitiveness by addressing challenges like carbon emissions reduction, resource efficiency optimization, or compliance with emerging European and international regulations. This requires companies to strengthen their knowledge in calculating carbon and water footprint and implementing high-impact decarbonization projects.  Solution To accelerate the decarbonization of these sectors, MESS Technology Center (MEXT) initiated, designed and led a transformation project. The project was in collaboration with the Turkish Confederation of Employer Associations (TİSK), funded by the Danish Ministry of Foreign Affairs via the Danish industry, and involved key public and industrial partners. The Danish industry brought funding and expertise for European sustainability models and regulatory frameworks; TİSK facilitated industry-wide access and engagement with Turkish industrial sectors; MEXT provided capability building programmes, technical assistance, and a digital platform as a technological backbone; and metal and textile industrials joined and benefited from the programme. The programme helps manufacturing companies kickstart their sustainability journey through: Online training for increased awareness and knowledgeCarbon calculation programmes and focused workshops to build the necessary internal competence for corporate carbon calculation programmes, and focused workshops for carbon accounting internal competence and industry experts’ ecosystem developmentSustainability maturity assessments unlocking decarbonization strategies A digital platform development embedding industry-tailored carbon accounting tool in line with international regulations ImpactBy 2024, 100 metal companies (mostly automotive suppliers) and 70 textile companies joined the programme. It provided key benefits, including improved carbon accounting accuracy and faster compliance with international regulations, which boosted the competitiveness of Turkish industry. Over 350 companies gained practical knowledge from training sessions and aim to spread it to more suppliers for increased impact, while participants are providing incentive schemes through capital expenditure (CapEx) and operating expenses (OpEx) projects. 
Materials
MESS Technology Center (MEXT) making Turkish industry ready for the green transformation
Challenge Freight transport and logistics activities account for 8-10% of global greenhouse gas (GHG) emissions, with demand projected to nearly triple by 2050, according to the International Transport Forum. Achieving the Paris Agreement targets will require significant improvements in freight transport efficiency and reductions in transportrelated emissions. However, inconsistency in the methods of calculating GHG emissions across different modes of transport complicates the consolidation of multi-modal supply chain emissions, often resulting in inaccurate estimates. Solution Co-funded by industry coalitions and the European Commission, the Smart Freight Centre (SFC) co-established the Global Logistics Emissions Council (GLEC) in 2014 with members from corporations, industry associations and academia. The council has developed the GLEC Framework, a comprehensive methodology for standardizing the calculation and reporting of logistics-related GHG emissions across multi-modal supply chains. This framework covers all transport modes (road, rail, air and maritime) as well as logistics hubs and services such as warehousing. Designed to guide business decisions, the GLEC Framework helps to reduce emissions and track progress towards climate goals. It aligns with prominent institutions and standards such as the Greenhouse Gas Protocol, the UN-led Global Green Freight Action Plan and CDP Reporting. ImpactThe GLEC framework has been adopted by over 150 leading companies and is updated annually. It served as the primary industry guideline for developing ISO 14083, which was published in 2023. The introduction of ISO 14083 marks a significant milestone in gaining wider acceptance of the principles established by the GLEC Framework, which has been developed in collaboration with the industry over nearly a decade.
Supply Chain & Transportation
Global Logistics Emissions Council (GLEC) harmonizing standards and norms to decarbonize transportation and logistics
Challenge Despite being a promising tool with high potential growth, carbon-offset markets and compensation mechanisms need substantial improvements in data quality and transparency, as tools remain today fragmented and disconnected. Solution ESTAINIUM Association initiated a consortium with the Government of the State of Querétaro, Mexico, industries and compensation partners to develop a technology stack enabling accurate carbon footprint calculation, recommendations for emissions reduction and avoidance, and transparency and reliability for carbon compensations through a trustworthy marketplace. Additionally, the platform delivers emissions monitoring and compensation certifications, enabling companies to receive a tax reduction incentive and ensuring transparency and compliance with local regulations. ImpactThe tool will enable Querétaro’s industrial sector to offset 20% of its emissions using high-quality carbon credits, reducing up to 500 million tons of CO2 annually. The project’s potential extends beyond, as it delivers a scalable and replicable blueprint; seven nations and states in Latin America and Africa have already expressed their interest in rolling out this ecosystem. 
Other
ESTAINIUM Association enabling a comprehensive ecosystem for carbon footprint calculation and trustworthy carbon offset mechanisms
Challenge The United Nations’ Food and Agriculture Organization (FAO) estimates that the dairy sector globally contributes to roughly 4% of total GHG emissions.17 As a key player of the dairy value chain, Nestlé has already committed to achieving zero net GHG emissions by 2050. But it will likely need to be a collective effort, as a report found the vast majority of large meat and dairy companies “have yet to meaningfully address even the most basic sustainability risks.” Solution Nestlé supports the Net Zero Initiative, an industry-wide effort that will help US dairy farms of all sizes and geographies implement new technologies and adopt economically viable practices. The initiative is endorsed by dairy industry leaders and farmers to help eliminate the cost barriers and create incentives for farmers to achieve carbon neutrality, optimized water usage and improved water quality by 2050. With the entire dairy community at the table – from farmers and cooperatives to processors, household brands and retailers – the consortium is harnessing the US dairy industry’s innovation, diversity and scale to drive continued environmental progress. The Innovation Center for U.S. Dairy also announced a key milestone on its journey toward carbon neutrality: an investment of up to $10 million and a multi-year partnership with Nestlé to support the Net Zero Initiative and expand access to environmental practices and resources on farms across the country. ImpactNestlé was the first company to join the Net Zero Initiative, bringing funding and expertise to help propel its value chain progress toward a more sustainable future. The US dairy community hopes many partners will follow. By using modern management practices and improving cow feed and genetics, the environmental impact of making a gallon of milk has dropped: from 2007 to 2017, it required 30% less water, 21% less land and a 19% smaller carbon footprint, according to the Innovation Center for U.S. Dairy. Deploying these measures broadly across the dairy supply chain would enable the achievement of more significant sustainability improvements.
Food & agriculture
Nestlé and the Innovation Center for U.S. Dairy supporting dairy suppliers’ net-zero journey
Challenge Nearly 90% of the effects of climate change translate into water issues such as scarcity and flooding. Water and energy are intricately connected, and on the journey to decarbonization, SMEs, making up the backbone of supply chains, are often left behind to explore viable solutions. Solution The Water Council, in partnership with Rockwell Automation and additional companies, non-profits, universities and utilities, is leading the development of the Water + Energy Forward Engine (W+E Forward). This is part of a programme authorized by the CHIPS and Science Act in the United States, which invested over $200 billion, including funding to spur regional tech hubs and innovation clusters. W+E Forward facilitates the development of water and energy technologies for small and medium-sized manufacturers and utilities, advancing innovations from research to development, commercialization and adoption. Initial efforts target food, beverage, paper and pulp manufacturing, focusing on waste-to-energy, water and energy efficiency, and smart systems for decarbonization while improving productivity. W+E Forward also addresses workforce development and innovative financing to support SMEs in adopting these technologies. ImpactW+E Forward has grown to nearly 60 partners with an estimated $21 million in committed resources. In addition to funding, these partners contribute to facilities, research and expertise. In May 2023, the initiative received a $1 million Development Award from the National Science Foundation (NSF). The technologies created help SMEs grow, reduce costs, increase water and energy efficiency, and accelerate the net-zero journey while meeting their supply chain requirements. The initiative has created stronger links between academia, small business, industry, non-profits and government and is transitioning from planning to implementation phase in 2025-2026, where it will begin to demonstrate its full impact. 
Energy & utilities
Rockwell Automation and The Water Council driving SME water and energy innovation for a more sustainable supply chain
Challenge At the 2015 UN Climate Conference, PUMA committed to setting science-based CO2 reduction targets. In 2018, PUMA co-founded the Fashion Industry Charter for Climate Action, an industry coalition aiming to align the fashion industry’s emissions with the Paris Agreement’s goals. By 2023, the company surpassed its goals seven years ahead of the target year (2030) through an 85% reduction of its own emissions – market-based, including the purchase of reduced emissions certificates (RECs) – and a 65% reduction of supply chain emissions. Recognizing the growing demand for sustainability within the consumer industry, PUMA set more ambitious goals in 2022: a 90% reduction in its own operations and a 33% reduction in Scope 3 emissions by 2030 from a 2017 baseline. Solution In 2019, PUMA partnered with the International Finance Corporation (IFC), part of the World Bank Group, to launch a supplier financing programme under IFC’s Global Trade Supplier Finance (GTSF). It provides shortterm working capital to suppliers with tiered pricing based on their sustainability ratings. The first phase, under the Partnership for Cleaner Textile (PaCT) initiative, focused on energy and water efficiency, and renewable energy in Bangladesh. In 2024, PUMA launched the Decarbonization Programme (CaDP) in Cambodia, targeting four tier 1 and tier 2 factories. PUMA also participated in a 2023 policy dialogue with the Government of Bangladesh, alongside key stakeholders in the fashion sector, to discuss how to jointly implement necessary changes, identify near-term actions to accelerate renewable energy use, support the scaling of renewable energy solutions and connect existing field efforts with best practices. The Government of Bangladesh has committed to accelerating the renewable energy transition, exploring direct power purchase agreements (PPAs) as a solution, going along with further fiscal and tax incentives and tariff upgrades seen as key policy interventions to drive progress. ImpactThrough the PaCT programme in Bangladesh and other initiatives led by tier 1 and tier 2 suppliers, PUMA reduced its absolute Scope 3 emissions from purchased goods and services by 30% between 2017 and 2023.
Retail
PUMA, International Finance Corporation and Government of Bangladesh decarbonizing tier 1 and tier 2 suppliers
Challenge Dunkirk’s industrial cluster emits 16 megatonnes (Mt) of CO2 annually, contributing to 20% of France’s industrial emissions. The challenge was to significantly reduce emissions in line with national and international climate targets (55% GHG emissions reduction by 2030 and net zero by 2050), while maintaining economic growth and operational efficiency. Solution Through the France 2030 investment plan, the French government allocated €5.6 billion to support the transition to a green economy via new business models such as Zone Industrielle Bas Carbone (ZIBAC). Dunkirk’s ZIBAC is a consortium operated by Euraénergie, which oversees and steers all the projects to drive unified territorial sustainability development efforts like the “DKarbonation” project. Key private partners from various sectors, such as energy, logistics and chemicals, have joined forces with key public actors – such as centralized clearance for import (CCI) territory, the urban community and the maritime port – to operate within the industrial cluster of Dunkirk. As one of the key partners, ArcelorMittal has planned to install electric furnaces and blast furnaces with direct reduced iron (DRI) technology and implement CO2 capture technologies, aiming to capture 4,400 tons of CO2 annually. The French state directly contributed to support ArcelorMittal with a €850 million subsidy for decarbonization and helped to structure ZIBAC with €17 million, including €4 million for feasibility studies on innovative projects like low-carbon hydrogen production and a “heat highway”. ImpactWith over 460 companies involved, Dunkirk is set to become a leading European hub for the green industry, reducing its carbon footprint and aligning with France’s net-zero goals by 2050. This public-private collaboration is expected to enhance the attractiveness of the industrial cluster, stimulating economic growth while ensuring a sustainable industrial ecosystem. The collaboration between public and private entities exemplifies a robust model for achieving regional decarbonization objectives.
Mining & Metals
ArcelorMittal and the French government leading an industrial cluster in Dunkirk for the scaling up of climate technologies
Challenge In 2019, the combined emissions of India’s energy and industrial sectors represented more than 80% of the country’s total emissions. As such, there is a pressing need to decarbonize by exploring climate technologies. Green hydrogen has been identified as a potential game-changer with sectoral applications in transport (e.g. aviation, maritime, railways) and industry (e.g. steel, chemicals, refineries, etc.), with the challenge of scaling India’s production capacity and making it cost-competitive.Solution The Ministry of New and Renewable Energy (MNRE) launched the National Green Hydrogen Mission to spearhead India’s decarbonization efforts through a public-private collaboration model. This involved green hydrogen producers and electrolyser manufacturers such as ACME Cleantech, Greenko ZeroC, Reliance Green, Welspun, Torrent and L&T Electrolyser through a tendering process. The project is expected to enable a green hydrogen production of at least 5 million tonnes per annum by 2030. The project embeds key policy instruments like the Strategic Interventions for Green Hydrogen Transition (SIGHT), providing incentives, tax exemptions and job creation necessary to accelerate the development of green hydrogen.ImpactIndia’s National Green Hydrogen Mission is expected to generate investments of more than $95 billion, generate 600,000 jobs and mitigate nearly 50 million tonnes of GHG emissions annually by 2030. Since its launch, major industrial and transport partners have benefited from the incentives and supported the development of hydrogen hubs with shared infrastructure, while countries like Japan and Singapore have contributed to financing hydrogen value chain building in India.
India’s public-private collaboration scaling production and infrastructure for green hydrogen
Challenge The steel and cement industries, each accounting for 7-8% of global emissions, remain challenging to decarbonize. Stimulating the necessary demand for their adoption requires new value chains and competitive markets for clearly defined net-zero construction products. Government agencies are top purchasers of steel and cement for major projects such as buildings, roads and bridges, making their procurement policies a powerful tool in creating markets for low emission materials.Solution Coordinated by UNIDO and co-led by UK and India, Clean Energy Ministerial’s (CEM) IDDI is a coalition of government initiatives and organizations designed to create lead markets for low-emission industrial materials. The coalition is composed of several working groups embedding the public and private sector, to focus on establishing data and reporting frameworks, harmonizing low-emission standards and definitions, and advocating for public procurement commitments. As part of the commitments under the IDDI’s Green Public Procurement (GPP) pledge, the governments of Canada, Germany, US and UK held preliminary consultations for their policy-making processes, including requests for information, focus groups, consultations with experts and technical workshops to address policy actions’ development and implementation. In the working groups, stakeholders who are developing policies gather feedback from the affected private actors, so that new policies can be better understood and improved.ImpactThe consultation processes influenced new policies and programmes, as well as updates of existing procurement criteria that promote near-zero steel and cement, and advance market readiness through increased procurement. Involving the private sector in the policy-making process increased viability, timely implementation, commitment and compliance, while ensuring an effective allocation of resources and sharing of firsthand operational knowledge to the public sector. The signatories’ annual progress reports and an upcoming report quantifying the impact of these commitments on CO2 emissions showcase these successes.
Engineering & Construction
UNIDO’s initiative boosting sustainable steel and cement demand creation
ChallengeCarlsberg Srbija produces 2,000,000 hectoliters (hl) of beer per year. The brewery needed to improve the sustainability of its operations, particularly to reduce energy and water consumption. Its goal was to align with Carlsberg Group's ambitious "ZERO Carbon Footprint" and "ZERO Water Waste" targets. Challenges included outdated energy management systems, inefficient resource use, and the need for real-time data to drive efficiency and sustainability. This impacted Scope 1, Scope 2, and Scope 3 emissions.By partnering with COPA-DATA and implementing their software platform, Carlsberg Srbija enhanced its data collection and monitoring capabilities, ultimately leading to significant improvements in sustainability and operational efficiency.SolutionAs a part of its sustainability journey, Carlsberg Srbija committed to further improving its energy and water management systems. To achieve this, the team implemented a solution that included real-time data collection, monitoring, and analysis from over 100 measurement points that tracked electricity, water and gas usage. By providing greater visibility of resource usage, opportunities for improvement can be easily identified and their impact tracked. This approach is designed to reduce Scope 1 and Scope 2 emissions through better energy management and operational efficiency, while also addressing Scope 3 emissions related to waste management and resource use.Carlsberg Srbija based its solution on the software platform from COPA-DATA. The platform enables efficient management of energy and resources through versatile and interdisciplinary automation and digitalization technologies. This includes: Integration and data connectivity with the existing heterogenous infrastructureAutomated data acquisition, processing and historizationReal-time process monitoring and sophisticated data analysisEnhanced user experienceNo-code developmentThe production team is empowered with a flexible tool to continue its transformation journey. System extensions, new requirements and ongoing technology updates can be implemented easily. The near-term successes of this initiative have been maximized and can be carried forward thanks to the creation of the new automation and digital infrastructure and the enhanced team capabilities necessary for future transformation towards "ZERO Carbon Footprint" and "ZERO Water Waste" targets. ImpactThe implementation of COPA-DATA’s software platform at Carlsberg Srbija has resulted in significant advancements in sustainability and operational efficiency, aligning with Carlsberg Group's environmental objectives. The initiative led to reductions in Scope 1 emissions from onsite fuel combustion and Scope 2 emissions from purchased energy. It also reduced Scope 3 emissions through improved resource management. Specifically, the project achieved the following savings (2021-2024) for Carlsberg Srbija:Water: 4.5% [hl/hl]Electrical energy: 2.5% [kWh/hl]Steam: 5.9% [kWh/hl]CO2e: 9.6% [kg/hl]Implemented over a four-year period, the initiative has generated significant savings through enhanced efficiency. The project has also resulted in enhanced real-time monitoring, better data accuracy, improved employee engagement, increased operational transparency, and improved overall efficiency. Source: Consultation with COPA-DATA
Europe | Food & agriculture
COPA-DATA & Carlsberg Srbija (Serbia) - Improve sustainability performance and operational efficiency via real-time data collection, monitoring and analysis
ChallengeScope 3 emissions often account for the majority of a company’s emissions footprint and can be the most challenging to manage, emphasizing a need for value chain partnerships. Scope 3.1 covers emissions from the production of purchased goods and services and includes suppliers.In 2021, Flex committed that 50% of its preferred suppliers will set greenhouse gas (GHG) emissions reduction targets by 2025 and 100% of preferred suppliers by 2030. Reducing emissions across the value chain is also a key pillar of Flex’s multi-pronged strategy to reach net zero greenhouse emissions by 2040. The company recognized that the maturity of their preferred suppliers varied and many were hesitant due to the costs and resources required, which added to the complexity of addressing the global, value chain stakeholders.SolutionTo support the company’s sustainability goals and its valued supply chain partners, Flex launched a Supplier Greenhouse Gas (GHG) Emissions Reduction Program with preferred suppliers and CDP, a leading organization that operates a global environmental disclosure system.After inviting preferred suppliers to participate, Flex conducts: A series of trainings and communications to help deepen supplier understanding of emissions calculation, helping them set emissions reduction targets. Flex shares resources such as an emission reduction tool evolved from an existing Flex emission file, based on GHG Protocol calculations tools.Global webinars to provide an overview of the program, and with CDP, to educate suppliers about CDP’s disclosure questionnaire and process. 1:1, personalized meetings, if needed, to address supplier questions during the process and discuss feedback on goal-setting and continued collaboration.The trainings and meetings were conducted in-language with global teams ensuring the program communications were accessible and clear.ImpactWithin the program’s first year, 29 percent of preferred suppliers disclosed GHG emissions reduction targets with 60 percent of preferred suppliers disclosing operational emissions, and 7 percent of preferred suppliers having a renewable energy target.As of 2022, 35% of preferred suppliers disclosed GHG emissions reduction targets, putting Flex at 69% towards its 2025 goal. The program results with a new cohort of preferred suppliers also included:59% of preferred suppliers disclosed operational emissions.1.4% of preferred suppliers had a renewable energy target.Following the results of the first year, Flex conducted a strategy session and post-disclosure survey with the 2021 cohort. As a result of supplier feedback, the organization increased the amount of greenhouse gas emissions reduction trainings during the disclosure cycle. Also in 2022, Flex launched a renewable energy program to help selected global preferred suppliers learn more about how to set green energy goals and calculate energy consumption. Overall, the program not only helps advance value chain know-how of addressing certain categories of scope 3 emissions, but accelerates a more integrated sustainability strategy that shifts away from a single company, siloed approach. The program also has led to deeper engagement with Flex’s preferred suppliers, helping to build relationships, support continuity of supply, and mitigate risk, which directly benefits customers.Source: Consultation with Flex
Technology
Flex - Engaging preferred suppliers to reduce Scope 3.1 emissions
Challenge Adoption of circular economy practices in the aviation industry, which represents 3% of global emissions,50 is one of the most important steps to reaching net-zero targets for aerospace manufacturers. However, documentation analysis and inspection processes for aeroplane parts are often complex and time-consuming. This is a clear hurdle for optimizing the life cycle of aircraft and enabling better reuse, resale and recycling services for parts. Solution To meet this challenge, Capgemini and Amazon Web Services (AWS) partnered to develop LifeCycle Optimization for Aerospace with the support of the ADEME (French Agence de l’environnement et de la maîtrise de l’energie). The solution allows the processing of aircraft maintenance documentation to be automated using optical character recognition (OCR), natural language processing (NLP) and machine learning technologies. The tool digitizes all documents, even handwritten and non-structured ones. It then creates a database of parts’ maintenance history and analyses it with AI engines. The data is automatically checked and structured (by serial and part number) for use. This was tested with real-life data provided by Safran Landing Systems and Air France.Using this data enables operators to assess the repairability of a component, estimate its remaining lifetime in use and improve the part’s reuse. Upgrades of the platform will include materials identification and CO2 trade-off, enabling decision-makers to take strategic action on the circularity of parts. The programme envisions integration with airlines and OEMs’ information systems for decision support, emphasizing sustainability and efficiency. It could also be replicated in other sectors facing the same challenges. Impact The platform accelerates technical inspections at the end of an aircraft’s life or leasing, reducing analysis time by between 30% and 50% compared to expert operators’ manual analysis. A recent use of the platform enabled an airline to retrieve full traceability for 113 additional parts and increased the number of reusable parts by 15%. Reducing inspection time and increasing parts traceability simplifies the implementation of circularity measures, important in handling the 20% of worldwide fleets soon to be retired.Featured in our paper "The “No-Excuse” Opportunities to Tackle Scope 3 Emissions in Manufacturing and Value Chains"
Aerospace
Aerospace Consortium with Capgemini and AWS – A collaborative platform for the aerospace circular economy
Challenge In 2020, Microsoft set itself the goal of becoming carbon negative by 2030. As part of the solution to achieve this across 100 countries and 700 buildings, Microsoft decided to integrate sustainability as a business investment into the accounting of each business unit across Scopes 1, 2 and 3. Solution To accelerate the transition to net zero, Microsoft introduced an internal carbon tax model in 2012 that initially focused on Scope 1 and 2 emissions. Since 2020, the carbon tax has been expanded to include Scope 3 emissions, and in parallel Microsoft has worked with suppliers to help them understand and reduce their carbon footprints. The carbon tax works by setting organizational carbon reduction targets for all business units. Carbon emissions are tracked and analysed across Microsoft’s operations and supply chain. An internal price on carbon is set annually in line with the company’s targets, and this is translated into a carbon fee that charges business units for their GHG emissions. All carbon taxes are collected into a fund that subsidizes investments in sustainable projects. Impact Through its internal carbon tax scheme, Microsoft has embedded a transformative approach to sustainability within its business units, leading to several important outcomes:Educated investment decisions: the carbon tax scheme has led to more informed and environmentally conscious decision-makingPrioritization of low-carbon investments and operating practices: by attaching a tangible cost to carbon emissions, the scheme allows participants to highlight priority areas for decarbonization and create incentives for progress in them. For example, since 2022, Microsoft has hardened its stance on business air travel by increasing the associated fee from $15 to $100 per metric ton of CO2 equivalentA shift in mindset across the organization to embrace sustainability as a strategic business investmentFeatured in our paper "The “No-Excuse” Opportunities to Tackle Scope 3 Emissions in Manufacturing and Value Chains"
Technology
Microsoft - An internal carbon tax to cut Scope 3 emissions
Challenge In its quest to minimize its environmental footprint, IKEA wanted to simplify sustainable choices for its customers, turning the complex concept of sustainability into an everyday habit. Solution IKEA is testing and developing new business models and circular services to enable its customers to extend the lifespan of their products through accessible solutions that motivate individuals to acquire, maintain and share them in sustainable, circular ways. The “Circular IKEA” initiative consists of several strands:Reuse: IKEA provides free spare parts so that its customers can easily replace a broken or lost part. A second-hand market allows customers to sell products they no longer need to IKEA, which will sell them to new customers.Refurbish: IKEA provides a restoration service for used and damaged products. The products are evaluated, cleaned, repaired, upgraded and recertified again, avoiding additional waste-to-landfill.Design for disassembly: IKEA is updating its products’ design to facilitate disassembly and reassembly, enabling customers to easily modify part of their equipment or even to store them efficiently. Ultimately, when the three circular strands are not possible, IKEA ensures recycling of its products – arranging transportation of waste in places where local infrastructure for recycling is not yet in place. Impact The circular initiative, augmented with effective communication, enabled IKEA to achieve substantial progress: the company offered more than 21 million assembly components to customers, allowing them to extend the life of 18 million IKEA items in 2021. Moreover, more than 9,500 products have been assessed for circularity and 17% of material was recycled in 2021. These initiatives helped to reduce emissions from product use at home by 45% and emissions from product end of life by 7% compared to 2016.Featured in our paper "The “No-Excuse” Opportunities to Tackle Scope 3 Emissions in Manufacturing and Value Chains"
Retail
IKEA - Making green choices easier for consumers
Challenge The apparel industry is responsible for as much as 6.7% of the global GHG emitted in the world. Circularity is an important area of focus, as approximatively 85% of clothing ends up in landfills or incinerated each year. Patagonia, the outdoor clothing company, wanted not only to drastically reduce its emissions but also to shift the paradigm and change the mentality of its business, employees and customers towards more sustainable lifestyles. Solution Patagonia has engaged in several initiatives to put sustainability at the heart of its business. First, in 2012, Patagonia became the first “benefit corporation”, prioritizing environmental and social concerns over turnover. In 2022, the company announced “going purpose” instead of “going public”. By transferring all assets to two legal entities, the owners ensured that every earning not reinvested into Patagonia would be paid as a dividend to a fund dedicated to financing environmental projects. Patagonia also fosters a sustainability mindset within its people. Its Environmental Internship Program enables employees to take up to two months off work to engage in a fully paid internship for an environmental organization. Finally, the company focuses on changing consumers’ mindset. Its “Worn Wear” programme acts as an incentive to share responsibility by extending the lifespan of clothes. This initiative offers awareness and support for conscientious product maintenance, repair, reuse, resale and responsible end of life disposal. Impact Patagonia’s cultural shift strategy is already reaping rewards. Through its “going purpose” approach, it expects to pay out around $100 million of annual dividend to sustainable projects. Its employee turnover is less than 4%, much lower than the industry average, and more than 1,000 employees have taken part in the Environmental Internship Program. This enabled the company to gain valuable sustainability insights, change internal mindsets and develop stronger relationships with sustainable organizations. Finally, Patagonia’s circularity and consumer awareness strategy allowed it to extend the life of clothing by nine months. This reduced carbon, waste and water footprints by approximately 20–30% each. The company also resold more than 120,000 repurposed items, significantly cutting down on waste and emissions.Featured in our paper "The “No-Excuse” Opportunities to Tackle Scope 3 Emissions in Manufacturing and Value Chains"
Retail
Patagonia - Sparking the sustainability cultural shift at every level
ChallengeAgilent Technologies officially committed to net-zero emissions of greenhouse gases by 2050. Scope 3 is by far the company’s greatest source of greenhouse gas emissions (over 90%). To tackle those emissions, Agilent highlighted that continued engagement with suppliers is key, helping them understand the importance of collaborating to jointly achieve their goals, and learning from those ahead. Solution: Engaging Our Suppliers on Net ZeroAgilent is prioritizing the top strategic suppliers with the highest GHG emissions, suppliers with lower ESG performance ratings followed by all other suppliers to jointly reduce overall emissions. All suppliers have been communicated with Agilent’s commitment as part of our FY24 Supplier Code of Conduct and will be embedding key criteria of environmental and sustainability requirements within all Agilent’s procurement processes. The company enables this through knowledge forums and supplier roundtable sessions during which they share their commitments, understand where their suppliers stand and discuss quick wins as well as long-term decarbonization strategy while demonstrating progress. Agilent is also committed to sharing valuable and publicly available resources with their suppliers, especially SMEs. Moreover, the company tracks its suppliers’ progress through a yearly carbon emission questionnaire to guide risk management and mitigation plan development as part of its supply chain strategy. Additionally, the company spearheads other Scope 3 initiatives, such as the shift from rapid air delivery to monthly ocean shipments. It adopts a yearly green logistics program involving procurement teams negotiating with suppliers to reduce frequency and mode of shipments to manage cost and reduce carbon emissions through transportation. Another approach involves Agilent’s Design for Environment initiative, guidelines documentation used to ensure all the different areas related to sustainable product development are covered, including the ones with important Scope 3 impacts: end-of-life management, materials, packaging, transportation, etc.ImpactSince the launch of the program in 2023, Agilent has collected a 75% response rate for the carbon emission questionnaire in less than a year, as data is important to drive decisions and prioritize engagement. As Agilent matures its supplier management program, emission requirements will be embedded into the procurement processes with training programs for the procurement team to engage with all suppliers.
Health
Agilent Technologies - Scope 3 emissions abatement strategy through supplier engagement, design for environment and green logistics

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