THE CREOS APPROACH
Reduction planning
Turn emission hotspots into action.
Use your inventory, business context and targets to assess reduction pathways across energy, processes, materials and suppliers.
Establish the baseline
Review the base year, boundary and emission hotspots so the plan reflects the business.
Identify an action portfolio
Assess options across energy, operations, product design and suppliers with clear implementation conditions.
Track progress
Maintain a review and data-update process, including changes to the inventory boundary.
Find the practical starting point
Reduction support suits businesses with an inventory but no implementation pathway, and suppliers translating customer expectations into factory and purchasing tasks. Start by comparing emissions hotspots with business plans. Which sources relate to purchased energy, materials, production processes or transport? Which need supplier involvement? Carbonstop's CREOS reduction work connects target preparation, green-energy choices and pathway planning, giving teams a way to discuss actions that have identifiable owners and operating conditions.
Test options against operating conditions
The potential of a measure needs to be considered alongside equipment replacement cycles, production capacity, supplier availability and investment decisions. A project can review energy efficiency, energy procurement, process changes, material substitution and supplier engagement. Each option should record its location, evidence requirements, owner and dependencies. A material change, for example, also needs a product-performance and procurement review. Higher output can affect absolute emissions and intensity differently, even when a process becomes more efficient.
Build scenarios that managers can discuss
Comparing portfolios against a consistent baseline helps explain the effects of business growth, energy changes and reduction measures. Scenario assumptions should be visible. Modeled potential is not achieved performance. A roadmap can separate immediate management improvements from equipment and energy decisions, then identify longer-term supplier work. This makes the required decisions and missing evidence easier to see than a single headline reduction figure containing measures with very different levels of readiness.
Connect the scope to internal execution
Agreed outputs can include hotspot interpretation, an opportunity register, pathway scenarios and an action tracker. Management needs priorities and resource implications. Factory and procurement teams need named tasks. Reporting teams need evidence linking targets, measures and results. Organizing these requirements within the same project framework makes it easier to revisit the roadmap and distinguish measures under investigation from those approved, implemented or already producing a measurable change in the inventory.
Review the pathway as the business changes
A new factory, acquisition, capacity adjustment or different product mix can affect baseline comparability. Progress reviews should separate activity changes, factor changes and the effects of actual measures. Lower production alone does not establish a technical improvement. Teams can use annual accounting updates to test the original assumptions, revise the order of measures and agree on the next implementation stage. The roadmap becomes a management tool that remains connected to operations.
PREPARE THE CONVERSATION
A useful starting point
for the discussion.
Start with available records and a list of gaps. Agree on scope and outputs after reviewing the actual situation.
- Existing GHG inventory
- Business and production plans
- Targets and implementation conditions
FAQ
Questions before you decide.
Must we finish the whole inventory before planning?
Known hotspots and evidence requirements can be reviewed early. A formal target pathway should then connect to a consistent baseline and boundary. Initial opportunity screening and full scenario work can be staged rather than waiting for every record before preparation begins.
How do absolute emissions and intensity differ?
Absolute emissions describe the total. Intensity relates emissions to output, revenue or another activity measure. Growth can move the two in different directions, so a plan should explain the selected indicator, changes in activity and the coverage of the target.
Can renewable electricity be our only measure?
Review the inventory first. Electricity procurement may address relevant purchased-power emissions, while materials, processes, transport and suppliers can remain significant hotspots. The action portfolio should reflect actual sources and check both procurement evidence and the accounting treatment.
Connect the next part of the work
Net-zero transition planning
Bring the emissions baseline, targets and business changes into one planning framework for reduction measures and implementation.
View detailsCONSULTINGScience-based targets
Support baseline preparation, target-boundary assessment and science-based target documentation. Applicable requirements depend on current SBTi rules.
View detailsCONSULTINGRenewable energy advisory
Assess green-energy choices, supporting documentation and accounting boundaries in the context of energy use and reduction plans.
View detailsMAKE THE NEXT STEP CLEAR
Bring your business question.
Leave with a clearer starting point.
Describe the accounting object, customer request and records you have. Discuss a demonstration or define the project scope.