X

Sorare, a leading next-gen sports entertainment company, is committed to providing a responsible and sustainable game to its community. The company aims to set the industry standard for sustainable practices among companies utilising blockchain technology. However, most non-fungible technology (NFT) runs on the Ethereum blockchain, which used to be secured by a “proof-of-work” mechanism that is energy intensive. This is one of the main challenges of the network today. Sorare is also determined to be a first-class partner in their ESG approach for the 250 clubs, leagues and sports organisations they have joined forces with, many of whom are increasingly investing in environmentally-conscious initiatives.

Stryber, a leading strategic venture builder, assists corporates globally in building impactful startup portfolios. The company recognized its direct responsibility to operate sustainably and identified the reduction of its internal operations' footprint as the baseline of its journey towards becoming a sustainable venture builder. The challenge was to measure, reduce, compensate, and report on Stryber's emissions with the ultimate goal of reaching net-zero emissions by 2030. The scope of this challenge included the analysis of operational emissions, employee engagement, and reporting. The company needed to collect data for its operational emissions, including the operations of its three offices located in Kyiv, Munich, and Zurich.

Caramuru, a leading grain processor and biofuel producer in Brazil, recognized the impact of climate change on its business and sought to reduce its carbon footprint. The company needed to construct a Greenhouse Gas (GHG) Inventory to measure their emissions and develop a reliable decarbonization strategy. Additionally, Caramuru had recently issued an Export Pre-Payment Note (PPE) with sustainability-linked Key Performance Indicators (KPIs), which included reporting goals for their GHG emissions, including scope 3 value chain emissions. The challenge was to meet these PPE requirements and start planning to establish goals aligned with the Science Based Targets initiative (SBTi).

PennEngineering, a technology and manufacturing firm, has been providing fastening solutions for various industries since 1942. The company has a strong focus on environmental responsibility and aims to promote carbon-neutral practices. Recently, PennEngineering has been receiving requests from their customers to share their scope 1 and scope 2 emissions to aid in value chain emissions tracking and enable decarbonization. To respond to these requests and position the company as a leader in sustainability, PennEngineering decided to adopt a corporate-wide process to collect and calculate scope 1 and scope 2 GHG emissions across all manufacturing and technical facilities in the United States, Europe, and Asia. However, a major challenge was that most of PennEngineering’s global manufacturing facilities had never calculated or tracked GHG emissions. To ensure appropriate carbon accounting methodologies aligned with global standards were employed, PennEngineering reached out to SINAI to guide the company through the process of developing an inventory, in a fashion that could be repeatable annually for the business.

The Adam Hall Group, a global manufacturer and distributor for the event technology industry, wanted to promote sustainability within the industry and set an example for long-term sustainable business. The company sought to develop their first-time scope 1, 2, and 3 GHG inventory across their global operations. They partnered with SINAI to identify appropriate emission sources to include in the inventory and define an ongoing plan to improve the accuracy of the scope 3 calculations. The biggest challenge was collecting data for Adam Hall’s first-time scope 3 inventory, which makes up more than 80% of their emissions. The company had a small internal sustainability team, and they needed an automated and cloud-based solution to make their GHG management capabilities repeatable, transparent, and efficient.

2050, a Paris-based venture capital firm, faced a significant challenge in managing and reducing the carbon footprint of their investment portfolio. As a financial organization, the majority of their carbon emissions, often over 90%, come from their investments. This is a common issue for venture capital and private equity funds. The challenge lies in coordinating the measurement and reduction of emissions across all the companies they've invested in. The difficulty is twofold: obtaining complete and consistent data from all investees and convincing these portfolio companies to regularly engage in carbon management work. Despite the resistance from many investment organizations to tackle their scope 3 emissions, the impending new regulations on carbon reporting and the low-carbon transition necessitate this hurdle to be overcome.

Balderton, a leading venture capital investor in Europe, was faced with the challenge of managing its carbon footprint and contributing to global net-zero targets. The firm had defined a set of values and Sustainable Future Goals (SFGs) in 2020, which were informed by the UN’s 17 Sustainable Development Goals (SDGs). The firm decided to track and grow its positive impact across internal operations, portfolio companies, and investment decision-making. This included initiatives such as diversity & inclusion practices, a startup guide to ESG, and carbon emission management. However, the process of carbon footprinting was a lengthy data collection exercise. Since the majority of their footprint came from investments, they needed to collect and track the emission data of each investee. This meant engaging over 115 companies of different sizes, industries, and at different stages of growth. The challenge was to tailor the measurement approach to each company's unique situation, taking into account factors such as team sizes and company stages.

Margo, an IT consulting group, is committed to sustainability and social responsibility. They have been actively involved in measuring and improving their environmental impact, training teams on the environmental footprint of digital activities, and taking steps to reduce their impact. However, they faced a challenge in understanding their environmental footprint, particularly their greenhouse gas emissions. They had little knowledge of carbon accounting and how to reduce their emissions, a problem common to many companies today. Additionally, Margo was seeking a collaborative solution to implement a climate program that would involve all their stakeholders in acting for the planet. They needed the right tools and resources to implement this program smoothly across their offices in Paris, London, and Warsaw.

Prose, a sustainable beauty brand, was facing challenges in accurately measuring and managing their carbon emissions. Traditionally, companies like Prose have relied on consulting firms to measure their emissions. However, this approach often left them with a static image of their carbon footprint, updated only once a year, and a lack of understanding of how the footprint was calculated or how to take action on it. This approach was particularly limiting when trying to calculate the precise carbon footprint of each product, which required looking at emissions at every stage of a product’s life-cycle, from material sourcing to product disposal after consumer use. Prose wanted to involve employees working on various product stages and use the data to develop low-carbon alternatives.

Questel, a global provider of intellectual property solutions with 80 business units worldwide, was facing a challenge in managing their carbon emissions. They had already conducted a carbon footprint assessment of their French offices, but were looking for a solution to streamline data collection for all their business units across the world. The first step for most companies is to provide adequate tools and resources to team leaders so they know how to find relevant information on greenhouse gas emissions. For large global organizations like Questel, leveraging business intelligence is a no-brainer – to speed up data analysis, get an overview of global emissions, and implement a reduction strategy as soon as possible. This also helps meet the current and upcoming climate disclosure regulations that are becoming top-of-mind for investors and CEOs.

Shine, a French startup offering digital banking services to small businesses and self-employed individuals, faced a significant challenge in calculating their carbon footprint. This task was particularly daunting for smaller companies like Shine, which often lack the time, resources, and sustainability expertise required for such an endeavor. The challenge was further compounded by the difficulty in collecting information on indirect, scope 3 emissions. Solid data on these emissions, which typically constitute the largest part of a company's carbon footprint, was not readily available. This lack of data prevented Shine from effectively addressing this significant aspect of their environmental impact.

Swisscom, the largest telecommunications company in Switzerland, was facing a significant challenge in reducing its carbon footprint. The majority of the company's emissions were not direct but came from the components and devices they purchased from suppliers and manufacturers, known as scope 3 emissions. With a network of over 4,000 suppliers, coordinating efforts to reduce these emissions was a massive task. The challenge was further complicated by the fact that not all suppliers had the same level of carbon literacy or were at the same stage in their climate journey. Collecting data, ensuring its quality, and monitoring emissions in real-time was a daunting task. The use of spreadsheets for these tasks made the process even more difficult and inefficient.

Ubisoft, a leading video game publisher, was faced with the challenge of supporting climate projects in a meaningful and impactful way. The complexity of the carbon market, with its increasing size and variety of projects, traders, and emerging certification standards, posed significant hurdles. The company found it difficult to build a contribution portfolio that was consistent with its climate program. Additionally, there was confusion about how to incorporate these contributions into the company's climate program and align them with corporate values. This confusion could potentially deter the development of a coherent strategy and support for projects that could make a real difference in combating the climate crisis.

Withings, a French electronics manufacturer, is committed to designing durable and low-carbon products that improve people's health. However, eco-design, or the process of designing low-carbon products, is a complex task. It requires detailed information on each stage of a product's life cycle, from material sourcing to product disposal, and testing alternatives to minimize the carbon footprint. The challenge lies in obtaining accurate measurements, which require high-quality emission factors at each step of the product's journey. Finding these can be time-consuming and expensive, depending on the emission factor databases involved, which can be national or international, public or private, and vary in scope. Additionally, conducting a life cycle assessment can be beyond the company's immediate control, as it involves gathering data on suppliers, which may not always be available or of good quality.

Braze, a comprehensive customer engagement platform, was faced with the challenge of integrating sustainability and climate action into its business operations. The company, with nearly 1,500 full-time employees across eight global offices, recognized the need to reduce its carbon footprint and contribute to the fight against climate change. However, convincing stakeholders about the importance of climate work and its relevance to business success was a significant hurdle. There were concerns about potential disruptions to business operations, such as swapping out a reliable vendor for a 'greener' one that might not match the same level of stability and performance. Additionally, the company needed to navigate the complexities of sustainability reporting, ensuring transparency and accountability while focusing on what matters most.

Canva, a visual communication platform, has a mission to empower everyone in the world to design. However, with the increasing global concern about climate change, Canva recognized the need to incorporate sustainability into its operations. The company was motivated to take action after witnessing the devastating effects of the 2019-2020 Australian bushfires, which destroyed around 18 million hectares of land and killed millions of animals. The challenge was to integrate sustainability into their everyday work and make a significant impact on the environment. As a global brand expanding into new markets, Canva also needed to be mindful of different international frameworks for measuring and reporting emissions.

The challenge faced by Watershed and its customers was to accelerate decarbonization and contribute to the removal of carbon dioxide (CO2) from the atmosphere. The goal was to support new technologies like permanent carbon removal and have a significant impact on the climate economy. The challenge also involved broadening access to climate-critical permanent carbon removal technologies for Watershed customers. The customers aimed to remove 112,000 tons of CO2 from the atmosphere and store them permanently underground between 2024 and 2030. The challenge was to achieve these climate goals while building the next generation of climate technology.

Eventbrite, a leading global events marketplace, recognized the need to reduce its carbon footprint to ensure the long-term health of the communities it serves. Despite having a strong corporate governance and an active social impact team, the company realized in 2021 that it needed to prioritize the 'Environmental' aspect of its ESG (Environmental, Social, Governance) strategic planning. The challenge was to set realistic climate goals and transform them into actionable steps. As a SaaS company, Eventbrite's most significant emissions were hidden in its supply chain, also known as indirect or Scope 3 emissions. The company needed a comprehensive climate program that could address both its direct and indirect emissions with accountable and high-impact reduction strategies.

GridPoint, under the leadership of CEO Mark Danzenbaker, is committed to accelerating the energy transition and decarbonizing the energy supply. The company's mission is not only to reduce its own Scope 1-3 emissions but also to drive the adoption of its products that result in emissions avoided as a result of companies using GridPoint products at scale. The challenge lies in convincing commercial businesses to adopt their energy optimization platform. While some businesses have a vested interest in sustainability, many are primarily interested in lowering their energy bills and reducing their carbon footprint. GridPoint's challenge is to provide a solution that meets these needs while also contributing to the broader goal of energy transition and decarbonization.

Lucas Joppa, the Chief Sustainability Officer and Senior Managing Director at Haveli Investments, faced the challenge of integrating sustainability into the core operations of the rapidly growing investment firm. Having previously served as the Chief Environmental Officer at Microsoft, Joppa had the experience of putting a company on a net zero trajectory. However, the challenge at Haveli was not only to achieve net zero for the firm itself but also to ensure that its portfolio companies were on the same trajectory. The world needed proof that it was possible for companies to operate as net zero entities, and Joppa was determined to provide that proof. Another challenge was to ensure transparency in the company's sustainability efforts and to communicate these efforts effectively to the public in a time when sustainability and net zero transitions were sensitive issues.

Kainos, a trusted partner for public sector organisations and brands, had initiated a climate action plan driven by employee interest and inquiries from customers and investors. However, they faced several challenges. They lacked visibility into how their carbon footprint was calculated and didn't know which actions would lead to significant reductions quickly. They were also aware that indirect 'Scope 3' emissions from suppliers often accounted for 90% or more of a software company's total emissions, but they didn't know which vendors to focus on. Additionally, they were unsatisfied with merely offsetting emissions and wanted to set an ambitious reduction plan that would keep global temperatures within the +1.5° C safe zone. In 2021, they were asked to provide a full carbon reduction plan with a pathway to net zero emissions in just sixty days, a task that would have been daunting without a clear plan.

Klarna, a leading provider of Buy Now, Pay Later shopping experiences, was faced with the challenge of making their operations more sustainable. With 147 million consumers and 400,000 merchants using their platform, the company had a significant carbon footprint. The challenge was to understand the extent of their carbon emissions and find ways to reduce them. The company needed to measure the carbon emissions from their operations and supply chain, and then take steps to reduce these emissions. They also wanted to align their everyday business decisions with the goal of reducing emissions.

Kroll, a leading independent provider of risk and financial advisory solutions, was facing challenges in reporting to the Carbon Disclosure Project (CDP), a leading voluntary environmental disclosure system. The 130-question disclosure was comprehensive and focused on material ESG factors, requiring significant time and effort from Kroll's Corporate Social Responsibility team. The process was new to Kroll in 2022, and the team found it difficult to understand the technical language of the questions, requiring additional research. The team also had to manage their footprint data across multiple spreadsheet tabs and set up calls with their GHG auditors to understand the methodology used to assure their footprint. This added to the time required to complete the disclosure. Furthermore, the team was constantly under pressure due to the continuous cycle of reporting, with one report due as soon as another was completed.

Kroll, a leading provider of risk and financial advisory solutions, was facing challenges in managing its environmental, social, and governance (ESG) credentials. The company was using a spreadsheet-based approach for its climate program, which was proving to be cumbersome and inefficient. The spreadsheet method was not sophisticated or secure enough to support the carbon footprint measurement of a growing, global organization like Kroll. Additionally, the company was struggling with ESG reporting, which was time-consuming and felt like a full-time job. Keeping up with the ever-changing regulatory landscape was essential for Kroll to remain compliant and avoid risk, but it was also a time-intensive task. The company needed a more efficient and effective solution to support its ESG initiatives.

Match Group, the parent company of several global dating services, was facing the challenge of integrating sustainability and climate change mitigation into its corporate strategy. The company, which includes brands like Tinder, Match.com, OkCupid, and others, had no dedicated function for Corporate Social Responsibility (CSR) and was looking for ways to reduce its carbon footprint and contribute positively to the environment. The challenge was not only to measure and reduce the company's emissions but also to engage employees and users in sustainability initiatives. The company needed to set ambitious targets in line with the Science Based Targets initiative (SBTi) and ensure progress towards these goals.

Monzo, a modern, smartphone-based bank, has gained over 5 million customers since receiving their banking license in 2017. Their success is largely due to their commitment to transparency and control over finances. However, both customers and employees expressed a desire for more transparency in another area: climate impact. The financial sector was filled with glossy pamphlets and strong promises, but there was a lack of real data. Questions about what was driving the most emissions, what actions would really make a difference, and how much carbon was hidden in the industry’s blind spots remained unanswered. Monzo realized that to truly address these concerns, they needed a detailed and accurate understanding of the carbon emissions across their full value chain.

New Relic, a leading observability platform, was at the beginning of its climate journey two years ago. The company was keen to understand its carbon footprint, a priority at the Board and executive level, due to increasing interest from stakeholders, investors, and employees. However, the company lacked the direct experience to tackle this challenge. New Relic needed a partner to help fast track a data-driven climate plan. The company wanted to measure its carbon footprint, which was critical to any future action, and desired a hands-on approach. New Relic was looking for a platform that provided access to dashboards and insights about its emissions throughout the year, rather than a one-time annual snapshot.

Okta, an identity management company, is committed to driving positive environmental impact. The company began conducting annual greenhouse gas inventories in 2019 and achieved its goal of 100 percent renewable electricity for global offices and work-from-home consumption in 2021. However, the initial inventory process was manual and reliant on spreadsheets, making it time-consuming and inefficient. When Okta committed to setting science-based targets (SBTs) in November 2021, it needed a platform for tracking and visualizing that progress, aligning with Okta’s core business value of transparency. The company also faced challenges in organizing internal stakeholders during its previous measurements.

Sophia Gluck, the ESG and Sustainability Lead at Okta, faced the challenge of integrating sustainability into the company's operations. Okta, an identity management company, was in the early stages of its journey towards ESG and sustainability. The company needed to reduce the greenhouse gas emissions of its cloud service providers and engage its supply chain to set science-based targets. Additionally, Okta was facing increasing pressure from stakeholders, including investors, employees, and customers, to demonstrate its commitment to climate action. Investors were keen to understand Okta's ESG initiatives, employees wanted to work for a company taking action on climate change, and customers were increasingly inquiring about Okta's ESG programs.

Samsara, a pioneer in the Connected Operations™ Cloud, is committed to increasing the safety, efficiency, and sustainability of operations that power the global economy. However, the company faced the challenge of aligning its diverse stakeholders on the corporate opportunity around sustainability. As a part of the supply chain and operational footprint of its customers, Samsara recognized the importance of minimizing its own environmental footprint. The company had set a goal to be net zero by 2040 and was preparing to submit to the Science-Based Targets initiative. However, the path to achieving these ambitious goals required a deep understanding of the business and impactful actions, particularly in the areas of operations and supply chain where the company could have the biggest impact on emissions.