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An AIIA publication prepared for Carbon Down, a climate change partnership between VECCI and the Victorian Government. Version 1.2 September 2011.
Disclaimer
This document is designed to offer guidance only. Despite due diligence and reasonable attempts from AIIA to verify information published, including third party information including case studies, AIIA cannot guarantee accuracy or completeness. It is not AIIAs intent to mislead or deceive any readers. AIIA is providing the information contained in this document in good faith and recommends that companies considering acting on this advice should undertake their own due diligence in order to determine whether the information provided is favourable for their own situation. Accordingly, AIIA will not be liable to the reader or any third party if the reader incurs any loss as a result of reliance on this information. Please contact AIIA if you find something that requires attention. Copyright 2011 Australian Information Industry Association. Published by: Australian Information Industry Association (AIIA) Head Office 39 Torrens Street Braddon, ACT, 2612 Australia Telephone Fax Email Website Version +61 2 6281 9444 +61 2 6285 1408 info@aiia.com.au www.aiia.com.au 1.2 September 2011.
Contributors
Producer: Josh Millen, National Policy and Program Manager, Sustainability (AIIA) Author: Scott Evans, GreenIT Specialist (AIIA) Copy Editing and Document Design: Kerryn Nelson (Big Mouth Marketing Communications), Josh Millen, Scott Evans.
Acknowledgement
AIIA recognises the contributions of all individuals and organisations involved with the preparation of this publication, including sourcing of references, case studies and content feedback.
About AIIA
The Australian Information Industry Association (AIIA) is the nations peak industry body for the technology sector. AIIA sets the strategic direction of the industry, influences public policy and provides members with productivity tools, advisory services and market intelligence to accelerate their business growth. AIIA member companies employ 100,000 Australians, generate combined annual revenues of more than $40 billion and export more than $2 billion in goods and services each year. For more information, visit www.aiia.com.au
An AIIA publication prepared for Carbon Down, a climate change partnership between VECCI and the Victorian Government. Version 1.2 September 2011.
Disclaimer continued
About VECCI
The Victorian Employers Chamber of Commerce (VECCI) is the peak body for employers in Victoria, informing and servicing more than 15,000 members, customers and clients around the State. VECCI has been providing a wide range of services to business for over 150 years, with a focus on industrial relations advice, training services, networking, advocacy and representation. This has recently included business sustainability, with services aimed at helping the small and medium business community reduce carbon emissions, increase resource efficiency and save money. Since 2007, VECCI has been very active in promoting the benefits of sustainable business practices through two flagship programs, Grow Me The Money and Carbon Down. For more information, visit www.vecci.org.au
An AIIA publication prepared for Carbon Down, a climate change partnership between VECCI and the Victorian Government. Version 1.2 September 2011.
Statement of Purpose
This document has been developed to assist Small to Medium Enterprise (SME) business owners to achieve the following aims:
Target Audience
The key audience of the eBook is aimed at organisations that have between 10 and 100 staff members. Such organisations have fewer resources with which to keep abreast of the latest innovations and market demands than larger organisations for key roles such as: IT Manager, CSR Manager, Operation Manager and Procurement Manager. As a result, a number of economically viable initiatives may be overlooked that would otherwise provide the organisation with a competitive advantage by providing access to a larger market, cutting costs to maintain margins, increasing utilisation and productivity or enabling differentiation.
100 Staff
Many of the principles outlined in this eBook are still relevant for organisations with less than 10 staff members, however, they may require an alternative approach due to cost considerations. Similarly, many of the principles and initiatives outlined in this eBook may well be understood and have been implemented by organisations with greater than 100 staff members. Here, this guide may assist in bringing to the fore initiatives that were otherwise planned for the future.
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Table of Contents
Foreword Executive Summary GreenIT Capability from an Industry Perspective GreenIT Roadmap from an Organisation Perspective Phase 1: Get Started Reducing the IT Footprint Overview of the Opportunities Case Studies Phase 2: Identify Hot Spots Enterprise Profiling Overview of the Opportunities Case Studies Phase 3: Tackling Hot Spots Reducing the Enterprise Footprint Overview of the Opportunities Case Studies Phase 4: Stewardship Reducing the Value Chain Footprint Overview of the Opportunities Case Studies Phase 5: Transformation Operating in a Low Carbon Economy Overview of the Opportunities Case Studies Case Study Acknowledgements Glossary Endnotes 1 2 3 4 6 8 13 23 23 25 29 30 32 36 37 40 48 49 51 57 58 59
An AIIA publication prepared for Carbon Down, a climate change partnership between VECCI and the Victorian Government. Version 1.2 September 2011.
Foreword
Foreword by Bob Hayward (Chairman, AIIA Council for Environment & Sustainability Leadership)
In 2010, the AIIA sponsored a white paper on the role of ICT to transform Australia to a low-carbon economy. Since then, the climate change debate has intensified, especially with the recent introduction of legislation for a carbon tax to commence in Australia in 2012. In parallel with an unprecedented growth in energy costs particularly for electricity the challenge of using technology efficiently in the face of growing demand is now front-of-mind across the Australian business landscape. The AIIAs Council for Environment and Sustainability Leadership (CESL) considers the broad distribution of knowledge on best practices for sustainable ICT to be a critical element of a larger strategy. This strategy consists of multiple programmes to better prepare AIIA members, Australian business, Government, Society and individuals to adapt for a low carbon economy, while taking full advantage of the many opportunities ICT can deliver to accelerate and fulfil that goal. In my introduction to the first AIIA GreenIT eBook (2009) on Greening Your Business Through Technology I stated that unless technology is procured intelligently, consumed efficiently and disposed of wisely, the growing use of technology can create a serious problem for business leaders, for Australia, and for the planet. This statement is as true today as it was just a few years ago. The first AIIA GreenIT eBook took a wide-ranging view of techniques and technologies that all manner of organisations and individuals could take advantage of to reduce their environmental impact footprint as well as control their rising costs for energy use. In this second AIIA GreenIT eBook, the focus is more specific providing small and medium business with actionable advice to help with their journey to a low carbon economy. In the past few years, much progress has been made in the field of sustainable technology and the application of ICT for positive environmental outcomes. This second eBook draws attention towards and inspiration from those efforts, with case studies and a structured methodology for SMEs to follow on their path towards efficiency. I would like to acknowledge on behalf of the AIIA and its members, the assistance and support of the Victorian Government, the Victorian Employers Chamber of Commerce and Industry (VECCI) and Carbon Down, a joint initiative of the Victorian Government and VECCI, in making this report available.
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Executive Summary
This document is designed to assist SMEs to identify and utilise the capabilities of GreenIT in order to unlock opportunities that could provide economic, environmental and social benefits to their organisations. GreenIT refers to ICT that both reduces the environmental footprint of the ICT industry (Green in ICT) and reduces the environmental footprint of other industry sectors (Green through ICT). From an industry perspective, GreenIT has the collective capability across a number of key industries to achieve the following outcomes1: Growth of Gross Domestic Product (GDP) by $35 to $80 billion. Reduction in CO2e emissions by up to 116 Mt. Creation of up to 70,000 jobs.
From an organisation perspective, GreenIT provides the capability for organisations to: Reduce the footprint of IT equipment. Manage the profiling of the enterprises footprint. Provide measures to reduce the enterprises footprint. Provide measures to reduce the value chain footprint. Provide measures to operate in a low carbon economy.
Care needs to be taken to consider the unique circumstances and needs when evaluating each of the opportunities presented below. In some cases, the initiative may not have sufficient economies of scale to be economically viable. Alternative approaches that are more manual may be considered as an alternative. In other situations, there may be a lack of buy-in, leadership, or ownership required from the top-level of management in order to drive the initiative, either throughout the enterprise or value chain. It is recommended that: Each initiative is evaluated on its own merits, with a business case being developed to validate the benefits before commencement. Selected initiatives are integrated into an existing strategic plan for visibility and tracking of progress to plan. Outcomes achieved are promoted in both internal and external communications. The organisation starts small, focusing on quick wins and then progressively expands throughout the enterprise in order to build up momentum and management buy-in. This will require greater levels of leadership as initiatives involve more and more stakeholders.
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The key industry sectors that make up these outcomes are highlighted below. These have been categorised by the opportunities that reduce the overall IT footprint (3% of the opportunity) and those where IT enables the footprint of other industries to be reduced (97% of the opportunity):
Reducing IT Footprint
Green in ICT (3%)
Green Technology
Transport Buildings
This is significant for organisations because: Energy efficiency will account for 55% of Australias cuts in greenhouse gasses over the next 40 years.3 More than 60% of Australian CEOs are focusing on investing in strategic technology assets to set themselves up for growth.4 More than 50% of executives consider sustainability very or extremely important in a wide range of areas (including new-product development, reputation building and overall corporate strategy).5
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Procurement Mgrs Key GreenIT topics Equipment lifecycle Carbon credits Green certifications/ standards
To simplify the evaluation and integration process, these GreenIT initiatives can be represented in the following generic GreenIT roadmap. Commencing with Phase 1, the focus is initially given to the IT department. Each subsequent phase expands in scope, thereby demanding a greater level of commitment, leadership and influence in order to achieve the desired outcomes. Phase 4 extends into the supply chain and Phase 5 focuses on what an organisation needs to do in order to operate in a low carbon economy.
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Each phase is explored in more detail below in order to give an understanding of the capabilities that GreenIT can provide. Additionally, case studies have been used to illustrate key outcomes and benefits that are currently being achieved by a number of different organisations today. For medium to large size organisations: The data centre is a good place to start (controlled within IT department). Data centres account for 2% of Australias overall power demand (data centre usage was 4.5 GWh in 2009, National Energy Market was 197 GWh in 2008/2009).6&7 Power is not managed very well within Australian data centres. Some 65% of IT departments rarely see the power bill nor do they have an idea of how much electricity they are consuming.8 A simple first step organisations can take is to start measuring their data centres Power Utilisation Effectiveness (PUE).
For smaller organisations, it may be more appropriate to focus on the other responsibilities of the IT department (i.e. equipment lifecycle and cloud computing).
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From a device perspective, as highlighted in the figure below, the biggest consumers are data centre utility equipment, PCs, printers and imaging equipment, servers and video monitors. Focusing on these areas will give the biggest savings for reducing the footprint of IT equipment.12
Data centre environment 18.8% Mobile devices 1.0% Network equipment 7.0% Landline telephone equipment 1.7% Printers & imaging equipment 15.7% Data centre storage 1.5%
Figure 3 - ICT Carbon Footprint in Australia, 2009 by Device Category (%) (Philipson April 2010)
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PRIMARY MATERIALS EXTRACTION Pumping and treatment All these materials need mining, quarrying, extracting Production from coal, gas, oiluranium (extraction and burning) PRIMARY MATERIALS PROCESSING From oil to plastics and iron or to steel sheets
Silica 25%
WATER
DISPOSAL Plastics 23% To related Industrial sectors ELECTRICITY Life cycle stages Iron 20% Inputs GSG emissions Dismantling, sorting, recycling of material
ASSEMBLY Flat LCD screen 185 or Case 18 Average CO2 emissions from component manufacturing (kg) Circuit boards 11 Silicon wafers 15 Central unit case 48 17 Chemicals production Tube 8
Extracting and manufacturing of carboard and plastics and printing COMPUTER USE Second hand user Ever shortening lifespans: 2 to 3 years for a laptop 4 to 5 years for a desktop 940kg of CO2 eq per year DISTRIBUTION
PACKAGING
Others, including: Mercury Selenium Silver Colbalt Gold Manganese Arsenic Cadmium
In addition, the disposal of computer equipment has a large impact on the environment. Given that a standard desktop generally weighs approximately 10 kg (2010) and has a lifespan of 3 5 years, this means that 10 kg of eWaste needs to be disposed of at the computers end-of-life, including a number of hazardous materials contained in the computer that have significant environmental and health impacts, such as lead, mercury, cadmium and cobalt. This will present a significant environmental problem as technology becomes more pervasive in our society and portable devices that have shorter lifespans become more prevalent. In order to minimise the impacts of eWaste on the environment, a greater emphasis is being given to recycling where all of the commodity materials can be extracted in a safe and effective manner.
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The closer the PUE is to 1, the more efficient the data centre is in its operations. A recent study indicated the current benchmark is for a PUE of less than 2.0, where18: 1.7 is the benchmark for improved operations. .3 is the benchmark for best practice. 1 1.2 is the benchmark for state-of-the-art design. The diagram below gives an overview of the energy split across the different equipment types for a typical tier 3 data centre. The biggest contributors to the power usage in a data centre are cooling and IT equipment (servers, storage, networking equipment and monitoring workstations).19
Cooling 40% Misc. (lighting, BMS, security,etc) 3%
IT equipment 44%
Figure 5 Energy usage of a typical tier 3 data centre (Johnson, Marker & Tony 2009)
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Cloud computing
Cloud computing can assist organisations to take the next step when it comes to consolidating and virtualising their IT infrastructure in order to reduce costs and increase efficiencies. Cloud computing provides the capability to procure on demand and broker services across multiple managed service providers. This further automates the provisioning and deployment of IT products and services. Hence, IT infrastructure can be utilised more efficiently and effectively in multi-tenant environments (even automatically shut down) that have less of an environmental footprint than traditional methods. Meaning something different to many organisations, a particular implementation of cloud computing really depends an organisations specific situation and needs. Its aim is to help align the procurement of IT services, deployment of IT applications and management of IT systems in a more efficient manner that is better aligned with business needs.
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The benefits from cloud computing that are not achievable in traditional architectures include:22 Scalability creating additional capacity on-demand. Efficiency utilisation of IT resources is optimised. Cost containment charging for IT resources based on usage (CapEx to OpEx). Flexibility ability to quickly reallocate resources. Value high speed computing using commodity hardware. Resiliency no single point of failure with self-healing capabilities.
As a result, organisations are able to develop new business and service delivery models that were previously either not technically possible or financially feasible. Typically, organisations either explore Infrastructure-as-a-Service (server and storage virtualisation) or Software-as-a-Service (multi-tenant applications hosted on shared infrastrucure). Platform-as-a-Service is becoming increasingly popular, providing additional capabilities where applications are deployed to an elastic fabric without the need to manage the underlying infrastructure provisioning and management requirements.
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Corporate Express
improve the operation and management of its data centre so that the organisation could meet current demands and better plan for the future. The Key Challenge To address immediate capacity issues and re-architect the entire data centre in order to reduce complexity, increase scalability, improve efficiency and become better aligned with corporate sustainability objectives. The Desired Business Benefit To achieve state-of-the-art, benchmark performance in its data centre operations and management and facilitate sufficient capacity to support the organisations future growth. The Solution Corporate Express worked closely with vendors to virtualise the existing environment and build a next generation data centre facility that implemented the latest in energy efficient technology practices. What was Achieved? Corporate Express now has a very efficient green data centre that has improved performance, reliability and responsiveness to business demands as well as sufficient capacity for future growth. Results Corporate Express was able to reduce the space, power and cooling requirements for a new Next Generation Data Centre by 70-80% and was able to remove 184 physical servers to achieve a highly virtualised environment (95%). Data Centre Power Usage Effectiveness (PUE) is now 1.49 which was better than best practice at the time. This has allowed the IT department to better respond to business demands it can deploy a new server within one hour has extended data centre lifespan, increased server utilisation, simplified DR, reduced restoration timings and substantially reduced storage requirements. Other GreenIT initiatives include: removal of 350+ CRT monitors, printer consolidation, use of EPEAT to procure energy efficiency and replacement of all end-of-life network equipment with more energy efficient models. Corporate Express now has plans to be 100% virtualised over the next two years, other than physical servers, further reducing the space requirements of IT equipment. The organisation is also in the process of implementing real-time data centre PUE, which will provide visibility of the impact of changes within the data centre in real time, therefore providing instant calibration with the organisations sustainability goals.
The Issue Corporate Express a leading supplier of office products and services wanted to
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The Issue Sydney Harbour Foreshore Authority a NSW agency that owns and manages
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The Issue Earth Hour an annual campaign encouraging individuals and businesses to turn their
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Baseline operations
KPI reporting
Scenario modelling
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The Issue Barwon Water Victorias largest regional urban water corporation wanted to better
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The Issue The City of Sydney which is responsible for Sydneys CBD wanted to better
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Other 22%
Appliances 7%
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As organisations become more aware of these technologies, their usage will become more widespread due primarily to the fact that they will help organisations increase their productivity, efficiency and effectiveness. Moreover, the cost of these technologies is continually coming down. Most offerings can now be purchased on a subscription basis where you only pay for what you use. While these technologies help organisations to embrace the digital economy, they also help organisations improve their environmental footprint and can reduce an organisations associated travel, paper consumption and office space requirements.
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PowerfulCMS The Issue PowerfulCMS a leading website development company which specialises in the
Drupal Content Management System wanted a cost effective way to manage international sales and a global workforce. The Key Challenge To manage international sales and a global workforce at an affordable cost. The Desired Business Benefit To have an agile business model that is able to respond quickly to changing demands and collaborate with customers virtually in an effective and transparent manner. The Solution PowerfulCMS integrated the latest project management and client collaboration tools into all key business activities, provided in the cloud as Software-as-a-Service (SaaS). What was Achieved? PowerfulCMS global operations are now dispersed in key geographical locations around the world. This enables all communications between staff and customers to be virtualised using the latest online SaaS solution providers. Results PowerfulCMS has achieved a clear value proposition, improved customer service and serves a global market in an efficient and effective manner. Economic Benefits Cash flow is managed more effectively with services now being procured on-demand, as needed. Environmental & Social Benefits Staff can now work from home which minimises office space, provides improved work-life balance of employees and reduces travel requirements (thereby lowering embedded carbon with the delivery of its solutions). How can this be applied to your business? While this model demands a highly skilled workforce, the same principles can be applied to any business which is considering new ways in which to increase its value proposition and competitive advantage.
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Suppliers
Procurement
Organisations can engage suppliers in a number of ways, including: Certification Sustainability criteria are incorporated into procurement policies, giving preference to organisations with greater sustainability credentials. Disclosure Additional metrics are disclosed by suppliers in order to provide more details on the environmental footprint associated with the usage of their products and services which assist with the estimation of Scope 3 emissions (i.e. embedded CO2e emissions, paper usage, water consumption and distance travelled). Collaboration Portal environments are established that provide a paperless means of communicating and transacting business online.
Organisations can engage customers in a number of ways, including: Disclosure Customers can be informed of the estimated CO2e emissions associated with a product or service. eCommerce Customers can purchase products and services online rather than needing to transact in a traditional office/retail environment. This reduces the associated travel and paper consumption that would have otherwise occurred. Digital media Organisations can engage in an ongoing social dialogue with customers online via social media and networking sites. This provides more cost effective marketing tools and minimises the consumption of paper.
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With the evolution of social media and networking sites, more and more businesses are using digital media to engage with customers and promote their products and services. Two of the most popular social media sites are Facebook and Twitter, both of which are quickly becoming essential business tools. Facebook provides access to 10 million active users in Australia, while Twitter provides access to 2.5 million active users in Australia. 31 & 32 This is supported by the findings identified in the latest Australian Interactive Media Industry Association (AIMIA) Digital Services Index (2009), where:33 55% of all respondents expect to increase spend on digital media solutions. 68% of respondents expect an increase in revenue either directly generated or influenced by digital channels. 87% of respondents expect the level of customer engagement via digital channels will increase. Smaller organisations are switching to digital media faster than larger corporates.
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Business portals
Whereas websites are focused on providing information about an organisation, business portals provide a private forum for organisations to conduct business services online. The main functionality requirements for a business portal include: account details, invoices, orders, receipts, reports, service support and other domain specific details. Examples of those new business portals becoming available include: Accounting services Accounting software provided as a service online (SaaS), allowing organisations to collaborate more effectively and efficiently with accounts and bookkeepers. Project Management Office (PMO) services Project management software provided as a service online, allowing organisation to collaborate more effectively with remote teams. Recruitment services Human Resources software provided as a service online, allowing the Human Resources department to collaborate more effectively with recruitment agencies and candidates.
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AIA The Issue AIA a leading supplier of insurance services wanted to improve workforce management, build the companys talent pool and grow organisational capability.
The Key Challenge To gain greater access to people talent and expertise at an affordable cost and in a timely manner. The Desired Business Benefit To manage business operations in a more efficient, effective and sustainable manner that supports future growth demands. The Solution AIA designed an extended workforce engagement solution offered through Resource Centrals DashPoint and virtual PMO services. What was Achieved? AIAs solution defined utilisation of a virtual bench of pre-qualified professionals and teams to deliver required business outcomes and provide support services on demand. This includes access to interactive flash reporting, eLearning modules, virtual coaching sessions and knowledge portals. Results AIA expects this solution will enable access to a greater pool of talent and expertise more efficiently and effectively, minimise associated administrative overheads to procure such services and gain greater transparency and visibility of project resources and outcomes. Economic Benefits Estimated savings of 30% annually in management costs with a similar lift in productivity. Environmental Benefits Reduced paper consumption. Social Benefits Increase in workforce capability and expertise. How can this be applied to your business? Extended workforce management embraces the concept that high performing teams often comprise employees, contractors and key suppliers. This provides SMEs with a new, highly-effective way of building capacity and expertise, improving efficiency and organisational capability while reducing costs and churn.
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The Issue Victoria Police a 24 hour police service to the Victorian community wanted to
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The Issue Solutions Property Service a Sydney based business specialising in commercial
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The Issue PCA People a professional recruitment provider in Canberra and the ACT region
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Providing a market driven mechanism for reducing Australias carbon emissions, businesses will have a new mechasim to manage what will ultimately drive a change towards increasing energy efficiency and reducing emissions. As a result, new opportunities for innovation will present, creating a market that provides new products and services which can be used to help organisations with this challenge. Key sectors which will provide the greatest contribution towards reducing emissions and increasing efficiency include: Energy (smart grid technology). Transport (eFreight, navigation, routing and real-time monitoring technology). Buildings (building management and information systems). Manufacturing (advanced process control and simulation technology). ICT (more efficient use of ICT).
In total, the use of ICT to assist these key sectors is able to make the following contributions:35 Growth of Gross Domestic Product (GDP) by $35 to $80 billion. Reduction in CO2e emissions by up to 116 Mt. Creation of up to 70,000 jobs.
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The introduction of a carbon price means that the profitability and viability of organisations will become dependent upon their ability to manage this new liability. A new focus will be required in order to look for new ways to operate business functions that minimise carbon emissions. This will involve a focus on carbon emissions and the carbon price. New financial modelling tools will be required to assist organisations to balance investments in a multi-dimension way (cost, carbon and carbon price). This will mean that while a specific project may not necessarily be financially viable based simply on Return on Investment (ROI), it may become a high priority if the cost of carbon exceeds a pre-determined level. Organisations will need to become more adaptable and agile in order to respond to new market demands.
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Aligned with best practice, NCOS requires organisations to publicly disclose the steps taken to measure, reduce and offset emissions so that any carbon neutral claims can be objectively assessed.
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The Issue Carbon Trade eXchange the worlds most inclusive carbon trading platform wanted
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Supporting Vendors
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Glossary
AIIA AIMIA Carbon Down CO2e CSR eWaste GDP GreenIT Australian Information Industry Association Australian Interactive Media Industry Association Carbon Down is a partnership between the Victorian Employers Chamber of Commerce and Industry (VECCI) and the Victorian government. Carbon Dioxide equivalent includes: CO2, SF6, CH4, N2O, HFCs, and PFCs Corporate Social Responsibility End-of-life ICT equipment that is unable to be refurbished or redeployed. Gross Domestic Product GreenIT refers to ICT that both reduces the environmental footprint of the ICT industry (Green in ICT) and reduces the environmental footprint of other industry sectors (Green through ICT). Key Performance Indicator Mandatory Renewable Energy Target National Australian Built Environment Rating System, http://www.nabers.com.au/ National Carbon Offset Standard Non Government Organisation Project Management Office Power Usage Effectiveness Renewable Energy Certificate Return on Investment Direct carbon emissions emitted from fuel combustion Indirect carbon emissions associated with the usage of electricity All indirect emissions other than Scope 2 (i.e. paper, personal travel, embedded carbon in purchases, and waste disposal) Small to Medium Enterprise Victorian Employers Chamber of Commerce and Industry
KPI MRET NABERS NCOS NGO PMO PUE REC ROI Scope 1 Scope 2 Scope 3 SME VECCI
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Endnotes
1 2 3 4 5 6 7 8 9 12 13 14 15 16 17 18 198 20 21 Philipson, G. (ed) September 2010, ICTs Role in the Low Carbon Economy: The Role of Information and Communications Technology in Enabling Australias Transition to a More Sustainable Future, Australian Information Industry Association (AIIA). <http://www.aiia.com.au/?page=greenit_whitepaper> Philipson, G. (ed) September 2010. op cit. Energy Efficiency Council. (2010). Energy Efficiency Australias Low Carbon Future: Boost Profits, Cut Emissions, Create Jobs, <http://www.eec.org.au/UserFiles/ File/EnergyEfficiencyCouncilPlatform.pdf> Business Council of Australia. (2010). Working in Parallel Large and Small Business Succeeding Side by Side, <http://www.bca.com.au/Content/101749.aspx> McKinsey. (2010). How companies manage sustainability: McKinsey Global Survey results, <http://www.mckinseyquarterly.com/How_companies_manage_ sustainability_McKinsey_Global_Survey_results_ _2558> Philipson, G. April 2010, Carbon and Computers in Australia: The Energy Consumption and Carbon Footprint of ICT Usage in Australia, Australian Computer Society (ACS). <http://www.acs.org.au/index.cfm?action=show&conID=carbonandcomputers> Australian Energy Market Operator. (2010). 2010 Electricity Statement of Opportunities for the National Electricity Market, <http://www.aemo.com.au/planning/ esoo2010.html> Fujitsu. (2010). GreenIT: The Global Benchmark - A report on sustainable IT in the US, UK, Australia and India, <http://www.aemo.com.au/planning/esoo2010.html> Philipson, G. April 2010. op cit. Kuehr, R.; Williams, Eric (eds.) 2003, Computers and the Environment: Understanding and Managing their Impacts. Eco-Efficiency in Industry and Science, Vol. 14. http://www.it-environment.org/compenv.html Bournay, E. (2008). Life cycle emissions of a computer, UNEP/GRID-Arendal Maps and Graphics Library, <http://maps.grida.no/go/graphic/life-cycle-emissions-ofa-computer> (Accessed 19 July 2011) Warnken ISE. (September 2007). Potential for Greenhouse Gas Abatement from Waste Management and Resource Recovery in Australia SITA Environmental Solutions, <http://www.wmaa.asn.au/uploads/documents/Final_PGGAWMRRAA.pdf> Philipson, G. April 2010. op cit. Johnson, P.; Marker, Tony. (April 2009). Data Centre Energy Efficiency Product Profile. Equipment Energy Efficiency Committee (E3), Report No 2009/05, <http://www.energyrating.gov.au/library/pubs/200905-data-centre-efficiency.pdf> Johnson, P.; Marker, Tony. April 2009. op cit. Accenture. (July 2008). Data Centre Energy Forecast. Silicon Valley Leadership Group (SLVG), http://svlg.org/campaigns/datacenter/docs/DCEFR_report.pdf Australian Government Information Management Office (AGIMO). (January 2011). Cloud Computing Strategic Direction Paper: Opportunities and applicability for use by the Australian Government, Department of Finance and Deregulation <http://www.finance.gov.au/e-government/strategy-and-governance/docs/draft_cloud_ computing_strategy.pdf> AGIMO. January 2011. op. cit. Australian Government: Department of Climate Change and Energy Efficiency. (10 July 2011). MPCCC releases Clean Energy Agreement, <http://www. climatechange.gov.au/media/whats-new/mpccc-cleanenergy-agreement.aspx> Australian Government: Department of Climate Change and Energy Efficiency Clean Energy Future. (July 2011). Securing a Clean Energy Future: Chapter 3 Putting a price on carbon pollution. <http://www.cleanenergyfuture.gov.au/clean-energy-future/securing-a-clean-energy-future/#content04> Australian Government: Department of Climate Change and Energy Efficiency Clean Energy Future. (July 2011). Helping small business. <http://www. cleanenergyfuture.gov.au/helping-business/business-and-a-clean-energy-future> Commercial Building Disclosure (CBD), <http://www.cbd.gov.au> Centre for International Economics (CIE). (September 2007). Capitalising on the building sectors potential to lessen the costs of a broad based GHG emissions cut. ASBEC Climate Change Task Group, <http://www.asbec.asn.au/files/Building-sector-potential_Sept13.pdf> Wikipedia contributors. (Accessed 26 July 2011). Value Chain Wikipedia, The Free Encyclopedia, <http://en.wikipedia.org/wiki/Value_chain> Organisation for Economic Cooperation and Development (OECD). (June 2008). The future of the internet economy a statistical profile, <http://www.oecd.org/ dataoecd/44/56/40827598.pdf>. Australian Government: Department of Broadband, Communications and the Digital Economy (DBCDE). (2009). Australias Digital Economy: Future Directions, Final Report, <http://www.dbcde. gov.au/_ _data/assets/pdf_file/0006/117681/DIGITAL_ECONOMY_FUTURE_DIRECTIONS_FINAL_REPORT.pdf> Lee, J. (10th December 2010). 10 million Aussies in love with Facebook. The Sydney Morning Herald (SMH), <http://www.smh.com.au/small-business/smallbizmarketing/10-million-aussies-in-love-with-facebook-20101210-18s05.html> Bull, T. (13th May 2010). How many Australian twitter users are there? And where are they from?, Tribalytic, <http://blog.tribalytic.com/how-many-australian-twitterusers-are-there-and-where-are-they-from/> Australian Interactive Media Industry Association (AIMIA). (May 2009). AIMIA Digital Services Index: Measuring the Australian Digital Services Industry Online Survey. <http://www.aimia.com.au/enews/newsletter/Industry%20Roundup/2011/AIMIA_DSI_2009.pdf> Australian Government: Department of Climate Change and Energy Efficiency. (10 July 2011). MPCCC releases Clean Energy Agreement, <http://www. climatechange.gov.au/media/whats-new/mpccc-cleanenergy-agreement.aspx> Philipson, G. (ed) September 2010. op cit. Australian Government: Department of Climate Change and Energy Efficiency. (2010). Australias emissions, <http://www.climatechange.gov.au/climate-change/ emissions.aspx> Australian Government: Australian Bureau of Agricultural and Resource Economics and Sciences (ABARE). (2009). Energy in Australia 2009, Australian Government: Department of Resources, Energy and Tourism (RET), <http://www.abareconomics.com/publications_html/energy/energy_09/auEnergy09.pdf> Australian Government: Department of Climate Change and Energy Efficiency. (2011). Renewable Energy Target, <http://www.climatechange.gov.au/government/ initiatives/renewable-target.aspx> Australian Government: Department of Climate Change and Energy Efficiency. (2011). National Carbon Offset Standard, <http://www.climatechange.gov.au/ government/initiatives/national-carbon-offset-standard.aspx>
22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39
Page 59 An AIIA publication prepared for Carbon Down, a climate change partnership between VECCI and the Victorian Government. Version 1.2 September 2011.