Examining Best Practice Carbon Management within Australian organisations: cases from contrasting sectors

Abstract

ABSTRACT Decarbonisation is defined here as the reduction of carbon dioxide emissions from an organisation or process through a concerted strategy, to a point of neutrality. This article examines the presence of Best Practice Carbon Management (BPCM) within four Australian organisations from two contrasting sectors. The cases are taken from the high emissions electricity sector and the low emissions university sector, representing extreme cases in terms of carbon emissions and contrasting potential reasons to decarbonise. Findings show that all of the cases are taking action in each attribute area of BPCM but overall are still struggling to decarbonise. The cases presented in this article display individualisation within their carbon management strategies, linked to their internal and external environments. Organisational strengths are discussed in the areas of Networking/Stakeholder Engagement; Strategy; Resource Allocation; and Knowledge Creation. A typology of strategic responses is constructed and potential areas of attribute underdevelopment identified, with implications for achieving decarbonisation.