Ensuring strategic decisions the align with the sustainability strategy GHG reduction goals: an initial draft framework for discussion

Abstract

The commitments made in the University’s Sustainability Strategy imply that all major decisions (‘projects’), and many day-to-day procurement activities need to consider their primary and secondary greenhouse gas (GHG) effects on Scope 1, 2 and 3 emissions:

• A primary effect is a direct change in GHG emissions caused by a ‘project’ activity via GHG emissions, removals, or storage.

• A secondary effect is an unintended change in GHG emissions caused by a ‘project’ activity via GHG emissions, removals, or storage. In some cases, secondary effects may partially negate primary effects.

Where not already done, this implies estimating the likely primary and secondary effects on the University’s Scope 1, 2 and 3 emissions over the lifetime of the project from the baseline (no change) case.

To ensure that the University’s Sustainability Strategy commitments are kept front of mind during proposal review and decision-making processes, we therefore suggest that both:

• the results of the primary and secondary effects estimates and

• a qualitative ‘Sustainability Strategy Impact’ RAG rating

be embedded within the business-as-usual decision-making criteria in appropriate business case or procurement templates.

Given the commitments the University has made, the rationale for pursuing ‘projects’ with amber or red Sustainability Strategy Impact RAG ratings should be clearly articulated and justified.

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Identifiers

ORCID for Abubakr Bahaj: orcid.org/0000-0002-0043-6045

ORCID for Ben Anderson: orcid.org/0000-0003-2092-4406

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