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| 1 |
ID:
110736
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| Publication |
2011.
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| Summary/Abstract |
Developing long-term carbon control strategies is important in energy intensive industries such as the oil sands operations in Alberta. We examine the use of cogeneration to satisfy the energy demands of oil sands operations in Alberta in the context of carbon management. This paper evaluates the role of cogeneration in meeting Provincial carbon management goals and discusses the arbitrary characteristics of facility- and product-based carbon emissions control regulations. We model an oil sands operation that operates with and without incorporated cogeneration. We compare CO2 emissions and associated costs under different carbon emissions control regulations, including the present carbon emissions control regulation of Alberta. The results suggest that incorporating cogeneration into the growing oil sands industry could contribute in the near-term to reducing CO2 emissions in Alberta. This analysis also shows that the different accounting methods and calculations of electricity offsets could lead to very different levels of incentives for cogeneration. Regulations that attempt to manage emissions on a product and facility basis may become arbitrary and complex as regulators attempt to approximate the effect of an economy-wide carbon price.
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| 2 |
ID:
124629
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| Publication |
2013.
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| Summary/Abstract |
A significant proportion of the world's greenhouse gas emissions can be attributed, directly or indirectly, to corporate activities. An increasing number of companies have set targets and have adopted initiatives to reduce their greenhouse gas emissions, raising the question of what sorts of outcomes can realistically be expected from corporate action on climate change? This paper aims to shed some light on this issue through an analysis of the climate change performance of the UK supermarket sector. This sector is directly responsible for around 1% of UK greenhouse gas emissions, but it has been estimated that indirectly it may be responsible for up to 10% of emissions. In the period between 2000 and 2010, the major UK supermarkets transformed their approach to climate change. This paper examines the outcomes that resulted from these actions. It finds that there have been significant and steady improvements in energy efficiency, but that these efficiency gains are often outstripped by the impacts of business growth. For most companies, short of a radical redesign of their business activities, or an expansion of the scope of their energy management initiatives to include their indirect emissions, total greenhouse gas emissions will tend to increase over time.
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