Collaboration to drive progress in tackling scope 3 emissions

Scope 3 emissions represent the largest share of total emissions for most organisations. Unlike scope 1 and 2, which cover direct emissions and those from purchased energy, scope 3 includes everything from raw material extraction and business travel to product use and disposal. As global climate targets become more urgent, addressing scope 3 is essential for meaningful decarbonisation.

While many corporations have begun reporting and setting targets for scope 3 emissions, progress remains uneven due to data complexity, supply chain challenges and inconsistent methodologies. Nevertheless, growing regulatory pressure and stakeholder expectations are pushing companies to take more robust action in this critical area.

Here's the latest and most compelling insights on scope 3 emissions.

This article emphasises that many scope 3 baselines rely heavily on estimations, with insufficient data transparency and unclear sector-average methodologies, making targets potentially unreliable. It argues regulators are pushing for greater transparency, urging companies to demand detailed match-rates and variance disclosures from emissions vendors. Ultimately, firms must adopt more rigorous scope 1-2 data and demand suppliers’ methodology disclosures to transform Scope 3 from a speculative “leap of faith” into a credible pathway to net‑zero.

Siemens Healthineers has committed to science-based targets by cutting scope 3 emissions by 28% by 2030 and achieving a 90% reduction by 2050. To meet these goals, the company is enhancing value‑chain collaboration, improving product circularity and efficiency (such as refurbishing MRI systems) and increasing renewable energy use across operations. These efforts demonstrate an integrated strategy linking sustainability with product design and lifecycle management.

McKinsey has set ambitious science-based targets approved by SBTi, aiming for a 25% reduction in direct emissions and a 35% cut in travel emissions by 2025, and further reductions plus full carbon removal by 2030 and 2050. The firm relies on a mix of internal emissions cuts such as electrifying vehicles and transitioning to 100% renewable energy, and external compensation strategies via investments in nature and emerging carbon-removal technologies. Additionally, McKinsey is amplifying its sustainability impact by catalysing client and industry action, such as co-founding the LEAF Coalition and championing sustainable aviation.

Hitachi’s environmental innovation 2050 vision commits to achieving carbon neutrality at its factories and offices by 2030 and across its entire value chain by 2050. To deliver on these goals, Hitachi plans to invest roughly €10bn over three years in digital decarbonisation technologies such as hydrogen, energy management platforms, and high-efficiency products, while also practising sustainable procurement and resource-efficiency strategies. The company’s approach combines short-term action with long-term systemic innovation and close collaboration with suppliers and partners.

Major food companies like JBS have pledged net-zero on different timelines, with commitments backed by billion-dollar investments in emissions reductions, deforestation-free supply chains and regenerative agriculture. However, Just Food flags that many larger processors are being removed from SBTi validation lists due to inadequate scope 3 coverage and transparency gaps. The article highlights the tension between ambitious corporate net-zero goals and the practical challenges of enforcing them across global, complex supply chains.

At Innovation Forum, we’ll be convening key stakeholders to discuss scope 3 strategies at the scope 3 innovation forum, taking place in Washington DC on 3-4 December. Across the two days, we’ll discuss how supply chain transformation can drive business adaptation and resilience on the route to net zero. Click here for information on how to get involved.