In the world of business, there is a golden rule that rings true: If you are going to bother doing anything, you ought to be measuring it. At the ECC we acknowledge good business is carbon-wise business. We have entered an age where carbon footprints are measured and conveyed in annual reports, stakeholder summaries and even in executive bonuses (as is becoming common-practice in many top global businesses).
According to Forbes, 90% of top companies publish a sustainability report and nearly every business in the Forbes Top 50 rating maintains a Chief Sustainability Officer (CSO) position or equivalent in senior management. As a progressive, sustainable leader, the direction for the ECC was clear.
To break down carbon accounting meant the ECC was going to accomplish three things: compute the amount of GHGs our entire building and operations produce (which is no easy feat), transparently report that amount and set vigorous reductions targets. This meant engaging suppliers at every point along the supply chain and talking to our stakeholders and employees to identify real, meaningful reduction tactics.