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To paraphrase the GHG Protocol: • Scope 1 direct greenhouse (GHG) emissions that occur from sources that are controlled or owned by an organisation. This includes emissions associated with fuel combustion in boilers, furnaces, and vehicles.
• Scope 2 indirect GHG emissions associated with the purchase of electricity, steam, heat, or cooling. Although scope 2 emissions physically occur at the facility where they are generated, they are accounted for in an organisation’s GHG inventory because they are a result of the organisation’s energy use.
• Scope 3 the result of activities from assets not owned or controlled by the reporting organisation, but that the organisation indirectly impacts in its value chain. Scope 3 emissions include all sources not within an organisation’s scope 1 and 2 boundary.
Within the entire value chain, there can be overlap between one company’s scope 3 emissions and the scope 1 and 2 emissions of another organisation. Scope 3 emissions, also referred to as value chain emissions, often represent the majority of an organisation’s total GHG emissions.
Businesses tend to focus on scope 1 emissions. After all, by definition, those emissions are in an organisation’s control. But organisations must also consider Scope 2 and 3 emissions. This is possible only through partnership, collaboration, transparency and a shared definition of the sustainability goal.
A more succinct way to view the impact of a business on the environment is by considering the company’s footprint and handprint. The footprint is the environmental impact of operations, with the sustainable goal of shrinking the footprint by producing products in a more safe, efficient and responsible manner that minimises carbon byproducts while protecting natural resources. The handprint is the positive impact of a company’s products in use, with the goal of extending reach and maximising that handprint by providing products and services that meet or exceed customer sustainability goals.
The bottom line is that companies must consider the environmental impacts of all aspects of their operations, throughout the value chain. How does an organisation gain the correct visibility? Enter the life-cycle assessment (LCA) model.
36 LUBE MAGAZINE NO.169 JUNE 2022
The central role of a science-based life-cycle assessment (LCA)
An LCA is the factual analysis of a product’s entire life-cycle in terms of sustainability. By using an LCA model, companies can develop cradle-to-grave views of environmental impacts caused by their products or services, opening the door for potential improvements.
Let’s use engine oil as an example.
If producing Oil ABC has an overall global warming impact of 1.5 kg CO2
has an impact on global warming equivalent to the release of 1.5 kg CO2
.
However, while that fact is helpful to know, it’s not granular enough to pinpoint what to do about it. That’s where a holistic LCA becomes beneficial.
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eq, then every 1 kg of Oil ABC
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