"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

An operational fix that opened a sales argument

The logic also worked in reverse. The engineering department, working to reduce operating costs, proposed an improvement to cut the company's gas consumption. That reduction lowered the CO₂ emissions per tonne of product. Because the data was already being tracked, a product carbon footprint calculation was available quickly - and it showed the product could be marketed as CO₂-reduced to customers looking to reduce their supply chain emissions. An efficiency project that started in operations became a differentiator in sales. The connection was only visible because the data was there to make it.

Both results point in the same direction: reducing emissions does not have to start at an extra cost. With the right data, it can come together with improving the cost structure, reducing input dependency, and - when the footprint calculation is ready - opening commercial doors that weren't open before. TCB was built to help suppliers make this move.