PSC LIVE: Sustainability – The Scope 3 Emissions Forum
During Procurement & Supply Chain LIVE: Sustainability 2025, industry leaders gathered for The Scope 3 Strategy Forum to discuss how to report and reduce Scope 3 emissions.
The panel included:
- John Trenchard, Vice President, Commercial and Supply Chain UK at DP World;
- Megan Young, Scope 3 Manager at NatWest;
- Stuart Hawker, Senior Carbon and Sustainable City Manager at Accor;
- Marc Munier, CEO at Ditch Carbon
They discussed explored regulatory developments, data challenges and actionable solutions.
Regulatory drivers and shifting mindsets
John opened the discussion by noting that Scope 3 emissions – those generated indirectly throughout a company’s supply chain – are receiving more attention than ever, largely due to increasing regulations.
“In the maritime space, we've now got the emissions trading scheme, CBAM [Carbon Border Adjustment Mechanism], and Fuel EU Maritime regulations coming in,” John explained.
“A lot of people are talking about Scope 3 now and that's a good thing.”
Megan highlighted the contrast between industries, noting that while maritime faces regulatory pressure, the service sector’s reporting remains largely voluntary.
However, voluntary reporting has evolved from simple emissions calculations into strategic risk assessments.
Stuart agreed that Scope 3 discussions have shifted from niche concerns to mainstream business priorities.
“It’s moved from ‘geeky data’ to becoming a fundamental part of business reviews,” he said. “More people know what Scope 3 means now than ever before.”
Meanwhile, Marc pointed out the growing divide between companies addressing Scope 3 emissions due to regulatory requirements and those embedding sustainability into their brand and corporate culture.
“We're seeing a real separation—some companies are reporting because they have to, while others see this as core to their business identity,” he said.
The challenges of measurement and supplier engagement
The conversation turned to one of the biggest hurdles in addressing Scope 3 emissions: data collection.
Megan noted that many companies face long data lags from suppliers, with updates arriving a year behind real-time operations.
Stuart highlighted the difficulty of obtaining accurate data from small and medium-sized suppliers who may lack sustainability expertise.
“For a lot of our suppliers, this is all very new and confusing,” he said. “Getting reliable data from them is a challenge.”
Mark suggested that companies should focus first on the major players in their supply chain rather than getting bogged down by small suppliers.
“The reason big companies are big is because they supply lots of others, so they feel the most pressure to report,” he continued. “Start with them, then tackle the smaller suppliers later.”
John added that data gaps could be addressed by rethinking business models.
“Supply chains are messy. If we want real action, we need to make sure there’s something in it for everyone,” he asserted. “This isn’t just about compliance—it’s a commercial opportunity.”
Innovative solutions and incentives for action
The panel shared examples of how companies are turning Scope 3 challenges into opportunities.
John discussed DP World’s modal shift programme, which incentivises companies to move goods via rail instead of road transport.
“We charge £10 per container at Southampton, but if that container moves by rail within 140 miles, we credit the customer £70,” he explained. “So far, we’ve taken over eight million truck miles off UK roads, cutting 25,000 tonnes of CO₂.”
He also introduced DP World’s carbon inset programme, which allocates carbon savings from low-emission fuels in shipping to companies using its ports.
“Every import container at our ports automatically gets a 50kg CO₂ reduction credit, which companies can claim in their Scope 3 reporting,” he said.
Megan cited Jaguar Land Rover’s approach to internal carbon pricing as another example of innovation.
“They apply a carbon tax internally—if a supplier exceeds emissions limits, that cost is reinvested into greener suppliers,” she said.
Marc highlighted the potential of leveraging non-financial incentives, such as giving sustainability-focused suppliers preferential treatment in procurement processes.
“If a supplier discloses their carbon footprint, maybe they get 90 minutes to pitch instead of 60,” he suggested. “It’s a simple but powerful market signal.”
As the session concluded, John left the audience with a call to action: “The difference between insanity and genius is measured by success. Some of our ideas worked, some didn’t, but we have to challenge the norm.”
The discussion reinforced that while Scope 3 emissions remain complex, companies that proactively engage with their supply chains and implement practical solutions can turn sustainability into a competitive advantage.
Essential diary dates for 2025
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- Procurement & Supply Chain LIVE Dubai | 29 April
- Sustainability LIVE Chicago | 28-29 May
- Procurement LIVE Chicago | 28-29 May
- Supply Chain LIVE Chicago | 28-29 May
- Procurement & Supply Chain LIVE London | 23-24 September
- The Global Procurement & Supply Chain Awards | 24 September
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