"We were losing 28% of a feedstock as CO₂. Nobody had flagged it until we ran the numbers."

The situation

Reporting requirements arrived before the data did

The company needed to measure and report its sustainability performance. Like most industrial SMEs, the underlying data existed, but it sat scattered across departments, each with its own software and its own owner. Nobody had a complete picture.

Result one

Carbon cuts that paid for themselves

A product carbon footprint showed that 28% of one input feedstock was being lost in the reaction as CO₂. Working through it with the engineers, the fix was a switch to a more expensive but better-optimised catalyst. The higher catalyst cost could be offset by the feedstock no longer wasted, reducing emissions at net-zero cost. Needing less feedstock also left the company less exposed to supply disruptions.

Result two

Sustainability data as business intelligence

Preparing to report meant mapping every piece of software holding environmental, social and governance data, each owned by a different department, and migrating the data into a single ESG tool. What began as a reporting fix became a live view of energy use, safety, waste and legal exposure for the directors. Risks that had been scattered now sat on one screen.

That second point is the one most companies miss: sustainability data, pulled together, is business intelligence. TCB was built to do exactly this for suppliers around the Port of Rotterdam, turning customer ESG demands into something the business actually benefits from.