Thinkhouse

Thinkhouse Environmental Impact Case Study: 2021

This 2021 impact assessment was completed in May 2022. It follows the format of our 2020 and 2019 eco reviews, as we work toward sustaining at least a 50% reduction in our operational emissions by 2030.

2021 Review Actions:

To establish THINKHOUSE’s 2021 carbon footprint, we used the same format as 2019 and 2020, analysing our impact across three key areas:

1. Office overheads: Utilities (heating, electricity), Consumables (paper), IT goods (laptops, phones, monitors, etc.), Wastes - recycling and landfilling

2. Travel: commuting from home to the office

3. Travel: business travel (on general business, non-chargeable)

Note: The CO2 conversion factors are taken from SEAI for the electricity and natural gas, and for most other inputs are taken from the Ecoinvent database, version 3.5.

Outcomes:

Thinkhouse’s carbon footprint for 2021 comes to a total of 28.4 tonnes of CO2.

Broken down, the main source of our impact came from office overheads, the largest impact area being our energy - gas (15.8 tonnes) and electricity (6.6 tonnes).

The single largest impact, gas usage, comprised 55% of the overall CO2 footprint.

1. Office overheads: 26.5 tonnes

2. Travel // commuting from home to the office: 0.5 tonnes

3. Travel // business travel: 1.2 tonnes

Key Takeaways | Opportunities & Challenges:

  • Disruption: 2021 continued to be disrupted by the COVID-19 pandemic. While much of the year saw remote working continue, there was some return to the office. The hybrid work environment set up continues into 2022.
  • Reductions: Comparing our baseline impact in 2019 (47.9 tonnes), we reduced our carbon footprint by 40%. However, compared to 2020 (26.4 tonnes), we are up 7.5%. The reductions in waste & travel helped to keep impact low.
  • Increases: A big area that increased in 2021, due to increase in staff headcount was our IT consumables. Among other increased tech needs, we purchased 21 new laptops.
  • Headcount: An ongoing challenge with managing our impact is our growing headcount.
  • Process: We have implemented new process for tracking commuting data into 2022 as the hybrid set-up makes this a little difficult.
  • Office energy & layout: there are ongoing efforts to make our energy plan greener and to transform the office space to allow for more sustainable production/shoots (client work) into the medium term.
  • Updates and efforts from each department are shared regularly at company meetings including, but not limited to, new production methodologies, WOWS and suppliers.

Ongoing Scope 3 Actions & Next Steps:

  • All employees AdGreen training
  • Piloting AdGreen Calculator use for production/shoots
  • Focus on step 5 of Ad Net Zero roadmap to work on addressing and reducing our Scope 3 impact, while continuing to engage with Purpose Disruptor tools and driving conversation in broader industry.
  • Hosting twice monthly internal learning sessions - ‘Friday’s For Future’ for all employees

See also

EARTH SERIES PART 4: DELAY IS THE NEW DENIAL
EARTH SERIES PART 4: DELAY IS THE NEW DENIAL

“Limiting global warming to 1.5°C would require rapid, far-reaching and unprecedented changes in all aspects of society” - IPCC

CODE RED: WHAT DOES THE IPCC REPORT MEAN FOR BRANDS?
CODE RED: WHAT DOES THE IPCC REPORT MEAN FOR BRANDS?

“The IPCC report is a code red for humanity.” António Guterres, UN Secretary General