Industrial decarbonisation strategy
To achieve carbon neutrality by 2050, France must accelerate the reduction of its greenhouse gas emissions. This challenge relies heavily on French companies and particularly industries, due to their activity which still represents 18% of GHG emissions in France. Implementing a decarbonisation strategy thus becomes essential for these players.
Decarbonisation strategy: definition
Decarbonisation includes all the actions implemented by a company to reduce its greenhouse gas emissions.
However, to implement decarbonisation actions that aim to be effective, it is important for the company to start by defining a decarbonisation strategy. Clearly, this strategy represents the roadmap and encompasses the entire approach to be taken to effectively reduce its carbon footprint over the long term.
By setting a course, manufacturers no longer scatter their efforts on low value-added actions. So, how do you build your decarbonisation strategy to benefit from it? We guide you!
How to implement your decarbonisation strategy?
The steps to follow to build a viable and sustainable decarbonisation strategy in industry.
1. Establish a diagnosis of your greenhouse gas emissions
In a decarbonisation strategy, it is important to define SMART objectives, in other words, these must be specific, measurable, achievable, realistic and time-bound. However, to define this type of objective and thus have a viable strategy, it is first necessary to have knowledge of the site’s current carbon situation.
Carrying out a Carbon Footprint or a BEGES is therefore essential.
In addition, carrying out an industrial energy audit can be a plus.
Note: The BEGES, also known as a GHG assessment, is mandatory for certain companies, find out more!
2. Define your decarbonisation strategy
Now identified, the emissions and consumption of the factory will partly allow for the definition of the decarbonisation strategy.
However, this is not the only element to take into account. Indeed, when defining your decarbonisation strategy, you must now ensure that it meets the regulatory and sectoral requirements of the factory’s field. To do this, we recommend that factories base themselves on a known framework, such as the SBTIframework. Known for being a reference framework in France for a decarbonisation objective, the SBTI also offers a service through which it is possible to have your decarbonisation objectives validated. This ensures that the strategy is consistent both with the scope of the factory and with the ambitions defined by the Paris Agreement in 2015.
Note: To best define your strategy, it is important to define short-term and long-term impact objectives. Example:
- Short-term objective: reduce my carbon emissions by 4% by 2030 compared to my baseline situation.
- Long-term objective: reduce my carbon emissions by 15% by 2050 compared to my baseline situation.
3. Build your decarbonisation plan
The decarbonisation plan, to be seen as an action plan, allows you to list all the actions and associated means aimed at reducing your carbon footprint. Thus, this list takes into account both “quick wins”, i.e. actions that are quick to perform and require no investment, but also, conversely, more significant actions requiring an investment, but whose impact is generally greater.
Examples of quick wins: stopping compressed air compressors outside of production, reducing subscribed electricity power, regulating low pressure according to the need on the cooling installation, etc.
Examples of actions with investment: implementation of waste heat recovery, modernisation of equipment, electrification of processes, hybridisation of heat production, etc.
These actions must then be prioritised, planned and associated with a person appointed as project manager, such as the Energy Manager.
4. Implement the actions recommended in the decarbonisation strategy
After presenting the decarbonisation strategy to all stakeholders, the objective will be to deploy the actions of the decarbonisation plan within the factory. The people responsible for the actions must be notified in advance, and the actions must then take place according to the previously established order of priority.
Once the actions are implemented, it is essential to ensure their monitoring in order to evaluate their effectiveness and measure the progress made within the framework of the decarbonisation strategy.
Monitor and sustain your decarbonisation strategy
Without clear and real-time visibility of energy consumption data and the associated carbon footprint, it is difficult to measure the effectiveness of the decarbonisation strategy implemented.
In this sense, we strongly recommend implementing an EMS software (Energy Management Software).
Did you know?
Connected to industrial sensors within the factory, the software validates and contextualises data in real time. Thus, this tool allows the manufacturer who benefits from it to effectively track their consumption, visualise the evolution of their carbon footprint and evaluate the impact of their decarbonisation strategy. By identifying deviations and recommending various actions, all listed in a specific module (with the investment cost and ROI calculated), the EMS facilitates decision-making and becomes a true ally for sustaining your decarbonisation strategy over the long term.
The benefits of a well-managed decarbonisation strategy
Although committing your site or industrial group to reducing its carbon footprint can be seen as a constraint, it is important to highlight that implementing a decarbonisation strategy also allows you to take advantage of certain benefits:
- By optimising energy consumption, bills are reduced and dependence on energy price volatility decreases.
- Brand image is enhanced with customers, suppliers, and also investors.
- Risks are anticipated: probable future regulations, reduction of resources, etc.
So, for manufacturers who have not yet implemented their decarbonisation strategy, think about it! And above all, know that experts like Dametis can support you in improving your energy and environmental performance.
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