Decarbonization
The need to reduce our carbon footprint means reshaping industrial performance: more than ever, directors need to measure, engage and act
Decarbonizing the industry: methods and tools to take action
Industrial competitiveness in the era of decarbonization
Decarbonization is no longer an option, it’s an imperative. Regulatory pressure, the expectations of customers and investors, reshand the risks associated with climate change are pushing companies in all industrial sectors to take action to reduce their carbon footprint. The “pollute less” argument has become a real competitive advantage, and there are different methods, specific and complementary to each scope (1,2,3), to achieve tangible and sustainable results in this area.
From Design-to-Cost to Design-to-Green
The same techniques and tools that are known to improve the cost competitiveness of a product can be effectively transposed to environmental competitiveness and reducing the carbon footprint. The “euros” target becomes a “kgCO2” target, but the method is the same: a thorough analysis of emissions, life-cycle analysis, benchmarking and targeted creativity to find the optimization levers. To support you, Avencore relies on databases (EcoInvent), proven methodologies (Avencore is a member of the Bilan Carbone Association) and ongoing training for its consultants in the latest approaches (Bilan Carbone certification). We can provide you with a diagnosis and offer you tailored solutions.
Optimizing operational processes and industrial sites: a path towards carbon neutrality
Decarbonization is not limited to a “product” vision but extends to all industrial processes. By analysing and improving manufacturing processes and the way production sites operate (lean manufacturing, waste management, etc.), it is possible to reduce water, energy and raw material consumption. Cost reduction therefore often goes hand in hand with a reduction in the environmental footprint.
Scope 3: Strategies to engage and collaborate with suppliers
The decarbonization challenges that manufacturers are facing extend far beyond their own operations: indirect emissions – linked to suppliers, carriers, distributors, etc. (Scope 3) – can no longer be excluded from the area that needs to be optimized. One of the main actions is to engage suppliers in a process to improve their carbon performance. Some of them are reluctant to share data that they consider sensitive, out of fear of revealing strategic information about their processes and margins. Using declarative data; unilaterally estimating emissions; insisting on “carbon” criteria in Purchasing policies or developing nonfinancial incentives are all methods of overcoming roadblocks.
No decarbonization without change management: making carbon performance part of the company culture.
Decarbonization cannot be achieved without strong involvement of all the company’s departments, from the eco-design of the product (Engineering) to the relationship with suppliers (Purchasing), including production, packaging and distribution. It is therefore essential to raise awareness about environmental issues, provide training in new practices, and support all levels of the company in the change process, making carbon issues a reflex instead of a constraint.
We help nuclear, hydrogen and renewable energy manufacturers transition from immature technologies to industrialized products that are ready for large-scale production. This approach aims to transform promising innovations into viable industrial solutions that make a major contribution to reducing carbon emissions on a global scale.
“Companies that do not make the transition to low-carbon technologies quickly risk being marginalised. Decarbonization has become a strategic pillar of competitiveness, provided that the whole company is involved in the project.”