Climate targets within your organisation
Science Based Targets (SBTi) set the overall framework for reduction. We support you in applying it in a way that fits your business.
CO₂ reduction in day-to-day operations
Reduction is not a project with a fixed end date. It is a series of decisions aligned with how a company actually operates.
Companies start working on CO₂ reduction for different reasons. Some respond to requirements from customers, banks or supply chains. Others want to understand where they stand and what can realistically be changed. The starting point varies — the path that follows is often very similar.
CO₂ reduction works best when it becomes part of daily operations. Not as a special project, but embedded in everyday decisions — about energy, materials, processes or procurement. Not everything can be changed immediately, and not every measure fits every company. That is why reduction starts with context and prioritisation: what is feasible today, and what can follow later. This is how reduction remains workable.
Where reduction starts in your organisation
Not everywhere at once, but where emissions occur and can be influenced. Together, we assess where reduction makes sense in practice. Experience shows that there are recurring areas where action is most effective.
Energy & supply
Electricity, heat and cooling are almost always among the largest sources of emissions. Here, noticeable effects can often be achieved with relatively few decisions — for example through efficiency measures, supply models or technical adjustments.
Materials & procurement
Material use often causes more emissions than transport or mobility. Production methods, origin and material choices have a significant impact — often long before anything reaches your own operations.
Processes & workflows
How work is organised affects energy and material use every day. Small changes in processes can have a lasting effect — without disrupting day-to-day operations.
Mobility & use
Vehicle fleets, business travel and usage patterns play a role — but rarely in isolation. Mobility becomes a lever when it is assessed in relation to other emission sources.
Staying realistic about reduction
Why not everything is possible immediately — and why this is part of a meaningful approach to reduction.
CO₂ reduction takes place in day-to-day operations — not in a laboratory.
Companies work with existing facilities, long-term contracts, established processes and fixed supply chains. These conditions cannot be changed freely or at short notice.
Many emission sources are tied to decisions that have an impact over many years: investments, technical standards or contractual commitments. It is therefore normal that not every CO₂ source can be influenced immediately.
A realistic approach to CO₂ reduction takes this into account. It distinguishes between what is feasible today and what requires time, preparation or larger decisions.No.
It simply means that reduction should be prioritised sensibly.
Even if not everything can be changed immediately, there are almost always starting points — in energy use, individual processes, procurement or daily operations. What matters is selecting these points deliberately.
CO₂ reduction is not about the number of measures taken, but about their relevance. One well-chosen step can achieve more than many small changes with little effect.In theory, many things can be calculated. In practice, measures have to fit the organisation.
Economic viability, safety, quality and reliability are central to everyday business operations — and cannot be ignored.
A measure that overstretches the organisation or puts core processes at risk is rarely sustainable. That is why it makes sense to assess theoretical options critically and place them in a realistic context.
CO₂ reduction works better when technical and organisational limits are addressed openly — rather than ignored.Yes.
Not every decision has to be made immediately to be sensible.
Some measures are more effective when they are embedded in broader changes — for example upcoming investments, modernisation projects or process adjustments. In such cases, waiting can be part of good planning.
What matters is not speed, but direction. Preparatory steps also count as CO₂ reduction.By making them visible and putting them into context.
The first step is to understand where reduction is currently possible — and where it is not. This provides the basis for setting priorities and planning next steps.
A sound approach to CO₂ reduction distinguishes between short-term measures and long-term developments. It creates clarity instead of pressure and enables decisions that fit the organisation.
This is exactly where we come in: we help assess limits realistically and develop CO₂ reduction step by step in a way that makes sense for your business.
Why CO₂ reduction needs an overview
Anyone who wants to prioritise needs to know where emissions occur. In everyday operations, measures are often discussed where they are visible — not where the largest emission volumes actually lie. An overview helps bring structure to this discrepancy.
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Overview as a basis for decisions
A CO₂ footprint does not answer everything. But it shows where emissions occur and how significant they are. This makes it possible to decide where reduction is meaningful — and where it is not.
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The CO₂ footprint as a working tool
Many people associate CO₂ footprints with bureaucracy. In practice, they are primarily a tool for orientation. A solid footprint helps to prioritise reduction measures bring discussions onto a factual basis make progress visible. It does not replace decisions — it makes them better informed.
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Accurate enough for decisions
CO₂ footprints are based on approximations and available data. That is normal. What matters is that the figures are transparent, assumptions are clearly stated, and the results are suitable for decision-making.
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Reduction as a cycle
Overview leads to action. Actions change the numbers. The next footprint shows what had an effect. This creates an ongoing process: assess, decide, adjust. CO₂ reduction is no longer a project with an end date, but becomes part of normal business operations.
What remains after reduction
Even well-planned CO₂ reduction reaches its limits. Certain emissions cannot be avoided immediately in day-to-day operations — for technical, economic or organisational reasons. This is not an exception, but normal. What matters is not whether emissions remain, but how companies deal with them.
Residual emissions are not a failure
Remaining emissions are part of everyday business reality. Not everything can be changed in the short term. Reduction strategies create clarity when they distinguish between emissions that can be reduced now, those that can be changed over time, and those that are currently unavoidable.
Responsibility does not end where reduction stops
For remaining emissions, a next step follows: dealing with residual emissions. CO₂ compensation complements reduction where emissions cannot yet be avoided — through verified climate protection projects.
Reduction and compensation considered together
When reduction is prioritised and residual emissions are clearly identified, compensation becomes a meaningful part of the overall approach. This creates a clear way of dealing with CO₂: reduction where it is possible. compensation where it does not yet apply. Transparent communication about both.
