CARBON REDUCTION PLAN OUTLINE – CLUTTER-B-GONE

1. Executive Summary

• Brief overview of Clutter-B-Gone’s services, structure, and environmental commitment
• Purpose of the carbon reduction plan
• High-level goals (e.g., carbon neutrality by 2025 in line with UK legislation)
• Summary of approach: measure, reduce, offset, report

2. Company Profile

Clutter-B-Gone is a professional organising and deep cleaning company based in the South East of England. The company specialises in providing decluttering solutions for residential and commercial spaces, offering a personalised, respectful, and efficient service tailored to each client’s unique needs. In addition to organisation and space transformation, Clutter-B-Gone also delivers deep cleaning services, ensuring environments are not only clutter-free but hygienic and refreshed. The business prides itself on creating calm, functional spaces that support improved well-being, productivity, and peace of mind for clients.

The team comprises between 8 to 12 trained staff members, depending on project load and seasonal demand. The company operates primarily across London and the South East region, covering a wide geographical area while maintaining a strong commitment to customer satisfaction and responsible waste management.

Clutter-B-Gone is home-based, with administrative operations managed from the owner’s home office and by a business development manager working remotely. Unlike traditional office-based models, the business functions almost entirely on-site at client properties, reducing the need for permanent office infrastructure. This mobile model supports flexibility and allows for responsive service delivery while minimising the environmental footprint associated with large office spaces.

A key operational element of the business is its vehicle-based logistics system. The company owns a fleet of four vehicles, including three diesel-powered vans used to transport teams and remove waste from sites, and one petrol-powered car used for client consultations and site surveys. Staff members routinely share transport and travel in groups to minimise emissions and reduce the number of vehicles present at any single site.

Clutter-B-Gone is actively committed to sustainability through waste reduction practices, partnerships with recycling organisations and charities, and an increasing focus on lowering its carbon footprint across all areas of the business.

3. Baseline Carbon Emissions

3.1 Methodology

To estimate Clutter-B-Gone’s carbon footprint, we have applied the UK Government’s Greenhouse Gas (GHG) Conversion Factors for Company Reporting (DEFRA, 2024) to quantify emissions across Scopes 1, 2, and 3 as defined by the Greenhouse Gas Protocol. This baseline covers the most recent 12-month period and provides a foundation upon which future reductions and offsets will be measured.

Emissions have been categorised as follows:

• Scope 1 – Direct emissions from company-controlled sources (e.g., company vehicles).
• Scope 2 – Indirect emissions from purchased energy (e.g., electricity for home office use).
• Scope 3 – Indirect emissions from activities not owned or controlled by the company but related to its operations (e.g., waste disposal, purchased goods, remote work).

This baseline does not yet include embodied emissions from cleaning products in full detail but acknowledges their contribution qualitatively.

3.2 Emission Scopes

3.3 Current Annual Emissions Estimate

➤ Scope 1: Transport (Fleet Emissions)

Using DEFRA emission factors (2024):

• Diesel Vans (3):
  • BN16BKU: 12,000 miles/year × 0.271 kg CO₂e/mile ≈ 3.25 tonnes CO₂e
  • MJ19HNC: 10,000 miles/year × 0.271 ≈ 2.71 tonnes CO₂e
  • HD21EWW: 10,000 miles/year × 0.271 ≈ 2.71 tonnes CO₂e
• Petrol Car (1):
  • BO55CBG: 8,000 miles/year × 0.209 kg CO₂e/mile ≈ 1.67 tonnes CO₂e

→ Total Scope 1: ~10.34 tonnes CO₂e/year

➤ Scope 2: Office Electricity

• Home office use: Estimated at £0.75/day average (3 days/week × 52 = 156 days)
  • £0.75/day ÷ £0.34/kWh (UK average) = ~2.2 kWh/day
  • Annual: 2.2 kWh × 156 days = ~343 kWh
  • Emissions: 343 kWh × 0.19338 kg CO₂e/kWh ≈ 0.07 tonnes CO₂e
• BDM remote work (same as above): ~0.07 tonnes CO₂e

→ Total Scope 2: ~0.14 tonnes CO₂e/year

➤ Scope 3: Waste Disposal

• 1.5 tonnes/week average × 52 weeks = 78 tonnes/year
  • 50% to recycling/charity = minimal emissions
  • 50% to landfill (~39 tonnes) × 0.263 tonnes CO₂e/tonne (DEFRA 2024) ≈ 10.26 tonnes CO₂e

→ Total Scope 3 Waste: ~10.26 tonnes CO₂e/year

➤ Scope 3: Purchased Products

• Flash, HG cleaning agents – estimated moderate volume
• Industry avg. for cleaning chemicals: 0.3–0.5 tonnes CO₂e per £1,000 of spend
• Assuming £100/month × 12 = £1,200/year → ~0.5 tonnes CO₂e (estimated)

→ Purchased Goods: ~0.5 tonnes CO₂e/year

➤ Scope 3: Remote Work (energy duplication)

• Already counted under Scope 2 to avoid duplication

3.4 Total Estimated Annual Emissions

4. Emission Sources & Analysis

This section provides an in-depth analysis of each major emission source contributing to Clutter-B-Gone’s carbon footprint. By understanding the origin and scale of emissions across business functions, the company can effectively prioritise actions that yield the highest impact in its carbon reduction journey.

4.1 Office Energy Use

Although Clutter-B-Gone operates from a home-based office and remote settings rather than a traditional business premises, electricity usage still contributes a small share to overall emissions. The owner uses the home office approximately three days per week, while the business development manager works remotely with similar energy patterns.

• Usage Estimate: ~343 kWh per year per person
• Emission Estimate: ~0.07 tonnes CO₂e per person annually
• Combined Scope 2 Emissions: ~0.14 tonnes CO₂e/year

Despite its low contribution (<1% of total emissions), this area represents an opportunity for low-effort savings through behavioural changes such as switching to LED lighting, using energy-efficient devices, and enabling standby modes.

4.2 Transport Emissions (Scope 1)

The most significant emission source for Clutter-B-Gone is its fleet of four vehicles, which are essential for site visits, waste transport, and client meetings.

• Fleet:
  • 3 diesel vans: Ford Transit Custom (×2), Renault Trafic
  • 1 petrol car: Kia Sportage
• Annual Mileage: 40,000 miles total
• Emission Contribution: ~10.34 tonnes CO₂e/year (49% of total emissions)

Although the company reduces impact through carpooling/van-sharing among staff, the fossil fuel dependency of the fleet remains a key concern. Transitioning to hybrid or electric vehicles (EVs), along with route optimisation tools and eco-driving training, could offer significant emission savings.

4.3 Waste Management (Scope 3)

Clutter-B-Gone manages a large volume of waste as part of its decluttering and cleaning services, making this the second-largest contributor to emissions.

• Volume: ~1.5 tonnes of waste per week → ~78 tonnes/year
• Destination Split:
  • ~50% to recycling or charity (low impact)
  • ~50% to landfill (~39 tonnes/year)
• Emission Contribution: ~10.26 tonnes CO₂e/year (48% of total)

The company already demonstrates strong waste management practices by separating materials, donating reusable items, and working with Recycling for Rehoming. However, emissions from landfill disposal remain substantial. Further reduction could come from:

• Better data tracking and categorisation of waste types
• Client education to reduce landfill content
• Exploring third-party zero-to-landfill partnerships

4.4 Purchased Cleaning Products (Scope 3)

Clutter-B-Gone uses branded products such as Flash and HG, which have embedded carbon emissions from production, packaging, and distribution.

• Estimated Spend: £100/month → £1,200/year
• Estimated Emissions: ~0.5 tonnes CO₂e/year (2–3%)

While these emissions are modest in comparison to fleet and waste impacts, they can be mitigated by:

• Switching to eco-certified alternatives with lower lifecycle emissions
• Bulk ordering to reduce packaging
• Encouraging refillable or concentrated formats

4.5 Water Use (Scope 3, minor)

The company uses water primarily on-site at client properties for deep cleaning tasks. As this consumption is not billed or tracked directly by Clutter-B-Gone, and usage is moderate, it is not currently quantified within the baseline.

• Control Level: Low (client-managed utility)
• Impact: Considered minimal
• Recommendation: Include water-efficiency advice in staff training and client guidelines (e.g., tap-off policies, bucket usage vs. hoses)

4.6 Remote Work and Duplicated Office Emissions

While emissions from remote work setups (home heating, lighting, screens) do exist, they are already estimated in Scope 2 to avoid duplication. However, as remote work continues, these emissions should be monitored via simple self-assessment tools.

5. Carbon Reduction Initiatives

Clutter-B-Gone is already demonstrating proactive efforts to manage and reduce its carbon footprint through fleet sharing, waste segregation, and sustainable partnerships. However, achieving meaningful emissions reduction requires a structured and forward-looking strategy. This section outlines both existing measures and planned initiatives to significantly lower the company’s environmental impact, while aligning with UK climate commitments such as the Net Zero by 2050 target and the SME Climate Hub framework.

5.1 Existing Practices

Clutter-B-Gone has already implemented several good practices that contribute to its sustainability goals:

• ✅ Van-sharing logistics: Employees frequently share company vans for site visits, reducing the number of vehicles in use and minimising unnecessary mileage.
• ✅ Waste stream separation: All waste is carefully sorted into three categories: landfill, recycling, and charitable donation. This significantly reduces landfill load and promotes reuse.
• ✅ Partnerships with recyclers and charities: Collaborations with Recycling for Rehoming and local charity shops extend the lifecycle of household items and reduce embedded carbon.
• ✅ Minimal office footprint: Operating from a home-based office with hybrid admin support avoids emissions from running large premises.
• ✅ Resource-conscious cleaning practices: Team members use water provided at clients’ homes and avoid wasteful consumption during deep cleaning.

These initiatives form a strong foundation for further progress, and should be formalised into staff training protocols, sustainability checklists, and internal guidelines.

5.2 Proposed Reductions

To reduce total annual emissions (currently estimated at ~21.24 tonnes CO₂e), Clutter-B-Gone will adopt a phased set of reduction initiatives focused on the largest carbon sources: fleet transport and waste disposal.

🔋 A. Greener Fleet Transition

• Short-term (by 2026):
  • Replace one diesel van with a plug-in hybrid or electric van (e.g., Ford E-Transit).
  • Install EV home charging capacity (grants available through OZEV).
  • Use fuel tracking apps to monitor and improve efficiency.
• Medium-term (by 2030):
  • Complete transition of entire fleet to electric vehicles.
  • Explore leasing options for flexible upgrades.

✅ Expected impact: 30–40% drop in Scope 1 emissions over five years

♻️ B. Zero-to-Landfill Commitment

• Conduct a waste audit to quantify recyclable vs. landfill content more precisely.
• Work with waste partners to set a formal landfill reduction target (e.g., <10% by 2026).
• Educate staff and clients on reducing non-recyclable waste at the source.

✅ Expected impact: 50% drop in landfill-related emissions over three years

🛒 C. Sustainable Procurement Policy

• Switch to eco-certified cleaning products (e.g., Ecover, Method, or refillable systems).
• Buy in bulk or concentrate form to reduce packaging waste.
• Prioritise UK-made, biodegradable, and non-toxic products.

✅ Expected impact: Reduce embedded carbon in cleaning supplies by up to 50%

💻 D. Low-Carbon Admin Practices

• Encourage all remote staff to use energy-saving settings on laptops and monitors.
• Establish a paperless workflow for documentation, quotes, and billing.
• Review potential for switching home electricity supplier to 100% renewable tariffs.

✅ Expected impact: Maintain Scope 2 emissions under 0.15 tonnes CO₂e

🌱 E. Behavioural and Cultural Change

• Launch an internal Green Commitment initiative with staff pledges and sustainability roles.
• Share monthly progress updates with staff to encourage ownership.
• Recognise and reward low-carbon behaviours (e.g., lowest fuel consumption, best waste reduction on site).

5.3 Prioritisation and Feasibility

These initiatives will be phased in line with Clutter-B-Gone’s operational capacity, staff availability, and vehicle replacement cycles. Short-term goals focus on waste and behavioural changes, while medium-term efforts will address infrastructure (e.g., vehicles and procurement).

6. Carbon Offsetting Strategy

While the primary goal of Clutter-B-Gone is to reduce direct and indirect emissions through sustainable operations, certain residual emissions, particularly those related to vehicle use and waste to landfill, will remain in the near term. Therefore, a complementary carbon offsetting strategy will be implemented to compensate for unavoidable emissions, enabling the business to progress toward carbon neutrality.

6.1 What is Carbon Offsetting?

Carbon offsetting involves investing in environmental projects that remove or prevent carbon dioxide (CO₂) from entering the atmosphere. These can include tree planting, renewable energy development, and conservation programs. Offsetting is not a substitute for emissions reduction but a short- to medium-term tool for managing residual impacts while reduction initiatives are underway.

6.2 Offsetting Goals and Principles

Clutter-B-Gone’s offsetting approach will follow the “Reduce first, offset what remains” principle. The strategy will be guided by these key criteria:

• ✅ Certified Offsets only: Projects must be verified by credible standards (e.g., Gold Standard, Verified Carbon Standard (VCS), or Woodland Carbon Code for UK-based schemes).
• ✅ Local and Global Mix: Priority will be given to UK-based tree-planting or rewilding programs, supplemented by international renewable energy or biodiversity projects.
• ✅ Additionality: All projects must demonstrate that emissions savings would not have occurred without external support.
• ✅ Transparency: Offset purchases will be recorded and reviewed annually as part of sustainability reporting.

6.3 Estimated Offset Requirement

Based on the current annual emissions profile:

🎯 Target: Offset 100% of current emissions (~22 tonnes/year)

6.4 Recommended Offset Providers

Clutter-B-Gone will consider the following certified offset partners:

A hybrid portfolio combining UK woodland creation and global renewable energy or reforestation will provide both local visibility and measurable climate benefit.

6.5 Communication and Branding

To strengthen client trust and brand positioning, Clutter-B-Gone will:

• Display a “Carbon Neutral Business” badge on its website, vehicle decals, and business cards once offsetting is in place.
• Include QR codes or links to public offsetting records or certificates in client reports or proposals.
• Educate customers on the company’s green initiatives, linking carbon reduction to service value.

6.6 Offset Timeline

6.7 Future Considerations

• Offset amounts will be reviewed and recalculated annually based on improvements in waste diversion, fleet electrification, and product choices.
• As emissions reduce, offsetting will decline proportionally, shifting the business toward net-zero rather than indefinite neutrality through compensation.

7. Carbon Reduction Targets

Clutter-B-Gone is committed to progressively reducing its carbon emissions across all operational areas while maintaining service quality and affordability for its clients. This section sets out clear, measurable targets to achieve a significant reduction in greenhouse gas (GHG) emissions over the next five years, in line with national and global climate commitments.

7.1 Strategic Reduction Goals

7.2 Key Focus Areas

🚐 Fleet Transition

• Replace one diesel van by 2026
• Fully electrify fleet by 2030
• Reduce vehicle mileage through route optimisation

♻️ Waste Diversion

• Formalise target to send <10% of waste to landfill by 2026
• Maximise recycling and reuse via charity partners
• Log and track waste volumes by material type

🧼 Procurement Reform

• Shift to 100% eco-labelled, non-toxic cleaning products by 2026
• Reduce packaging waste with concentrated, refillable options
• Support local suppliers to cut transport emissions

💻 Low-Carbon Admin

• Promote paperless systems by 2025
• Encourage renewable energy tariffs for remote workers
• Standardise energy-saving practices across devices

🌱 Carbon Offsetting

• Offset 100% of residual emissions starting in 2025
• Prioritise UK-based reforestation and global clean energy initiatives

7.3 Monitoring & Review Process

To ensure the effectiveness, accountability, and credibility of its carbon reduction strategy, Clutter-B-Gone will implement a structured and transparent monitoring and review process. This approach is essential not only for measuring progress but also for maintaining alignment with changing operational realities, client expectations, and regulatory requirements. A core component of this process will be the conduct of annual carbon audits. These audits will involve collecting and analysing actual operational data across all key emission categories—vehicle mileage and fuel consumption, waste volumes and destinations, electricity usage in administrative functions, and procurement patterns. Emissions will be recalculated annually using the latest DEFRA conversion factors or equivalent GHG protocols to ensure accuracy and comparability over time. In addition, carbon reduction targets will be reviewed every 12 months. These reviews will assess whether goals remain achievable in light of business growth, geographic expansion, changes in fleet composition, or new service offerings. Where necessary, interim targets may be adjusted to remain ambitious yet realistic.

Clutter-B-Gone will also remain adaptive to market conditions and innovations, such as the availability of new low-emission vehicles, changes in waste collection infrastructure, or incentives for using eco-certified products. Crucially, employees will be actively engaged in the monitoring process through quarterly “Green Review” meetings. These sessions will invite feedback, share sustainability metrics, and encourage staff to suggest improvements in practices. By cultivating a culture of shared ownership over the carbon reduction plan, the business ensures that behavioural change is embedded at all levels. The monitoring process will culminate in an annual sustainability report, internally reviewed and used to guide decisions on future initiatives, offsetting requirements, and client communications.

7.4 Visual Timeline

The Clutter-B-Gone Carbon Reduction Roadmap (2024–2030) visualises the company’s strategic pathway to achieving net-zero emissions. Starting with an estimated baseline of 21.24 tonnes of CO₂e in 2024, emissions are projected to fall progressively each year. Key milestones, such as launching an electric fleet in 2025, adopting a zero-to-landfill policy in 2026, and initiating full carbon offsetting by 2027, mark significant intervention points. By 2030, emissions are expected to drop to 5 tonnes CO₂e, representing an 80%+ reduction, with full fleet electrification and sustainable operations in place. The chart illustrates both annual targets and cumulative impact across the timeline.

7.5 Integration with Business Strategy

Clutter-B-Gone’s carbon reduction targets are intentionally designed to align with the company’s broader business objectives. The strategy not only addresses environmental responsibility but also enhances operational, financial, and reputational performance in a highly competitive service market.

Firstly, reducing emissions directly supports operational efficiency. By transitioning to electric or hybrid vehicles, the company can substantially lower its fuel costs and reduce maintenance expenses over time. Similarly, diverting more waste from landfill through recycling and reuse will reduce the volume of materials requiring costly disposal, thereby decreasing overall waste management fees. The adoption of concentrated and refillable cleaning products will also cut procurement and packaging costs while supporting efficient stock management.

Secondly, sustainability initiatives will help strengthen brand positioning. As more domestic and commercial clients prioritise environmental credentials when selecting service providers, Clutter-B-Gone’s commitment to carbon reduction, recycling, and offsetting becomes a differentiating factor. Transparent reporting and carbon neutrality certification will increase client trust and unlock marketing opportunities across digital and print platforms.

Finally, these efforts future-proof the business in anticipation of expanding regulatory and client-led ESG (Environmental, Social, and Governance) expectations. From public sector tenders to private client procurement policies, demonstrating measurable environmental performance will increasingly be a precondition for contract eligibility, partnerships, and investment access. By embedding sustainability at the strategic level, Clutter-B-Gone not only reduces its environmental impact but also builds long-term business resilience and competitiveness.

8. Behavioural and Organisational Changes

Achieving meaningful and sustained reductions in carbon emissions requires more than just technological upgrades or procurement shifts—it depends heavily on the behaviours, habits, and culture within the organisation. At Clutter-B-Gone, staff engagement and team-wide participation are considered essential for embedding sustainability into everyday operations.

8.1 Staff Awareness and Training

Clutter-B-Gone will introduce sustainability induction training for all new staff and provide refresher sessions annually. These sessions will cover:

• Eco-friendly cleaning methods
• Efficient water usage techniques
• Waste separation procedures (recycling vs landfill vs donation)
• Low-emission travel behaviours (e.g., shared vans, no idling, fuel-efficient driving)

Practical checklists and visual guides will be introduced on-site to reinforce best practices, especially in waste sorting and cleaning material usage.

8.2 Internal Green Champions

To build ownership and motivation, Clutter-B-Gone will appoint Green Champions within the team. These individuals will:

• Monitor compliance with green practices
• Offer peer support and reminders
• Suggest new ideas for emission reduction
• Act as a liaison during quarterly “Green Review” meetings

This role will rotate annually, giving all staff the opportunity to participate and contribute.

8.3 Behavioural Nudges and Incentives

Behaviour change will be encouraged through simple, visible prompts:

• Posters in vehicles reminding drivers to turn off engines when idle
• Stickers on cleaning supplies promoting minimal usage
• Digital nudges (e.g., monthly email tips on reducing carbon at work)

In addition, a “Green Performer of the Month” recognition scheme will be introduced. Team members who demonstrate exceptional commitment to sustainability—such as reducing waste on a large job or minimising vehicle mileage—will be acknowledged in team meetings and may receive small eco-friendly rewards (e.g., reusable bottles, gift cards from green suppliers).

8.4 Paperless and Digital Workflow

As part of organisational streamlining, Clutter-B-Gone will shift towards a fully paperless workflow by 2025. This includes:

• Using mobile apps for quotes, invoicing, and inventory
• Storing training records and documents digitally
• Communicating with clients via email and cloud-based platforms

This change not only reduces paper waste but also improves operational efficiency and transparency.

8.5 Feedback and Continuous Improvement

Feedback mechanisms will be formalised through:

• A digital “Green Suggestion Box” (e.g., Google Forms)
• Quarterly staff discussions to reflect on what’s working and where improvements are needed
• Client feedback forms that ask about perceived sustainability of service

All suggestions will be reviewed and—where feasible—integrated into future updates of the Carbon Reduction Plan.

8.6 Embedding a Sustainability Culture

Clutter-B-Gone recognises that long-term change depends on building a culture of environmental responsibility. By involving all staff, recognising achievements, and reinforcing sustainable habits, the company aims to create an organisational identity where sustainability is seen as a shared value, not just a business goal.

9. Monitoring & Reporting

A robust monitoring and reporting framework is essential for ensuring that Clutter-B-Gone’s carbon reduction plan is not only actionable but also accountable. Regular measurement, transparent documentation, and internal evaluation will enable the company to track its environmental performance, identify areas for improvement, and communicate progress to stakeholders.

9.1 Ongoing Data Collection

Clutter-B-Gone will implement a structured data-gathering system across all major emission categories:

• Transport: Monthly mileage logs for all fleet vehicles will be maintained, noting fuel type and consumption. Drivers will be encouraged to record journey details using a shared spreadsheet or mileage-tracking app (e.g., MileIQ, Fuelio).
• Waste: Weekly waste volumes will be tracked at the lock-up storage site. Waste will be categorised into landfill, recyclable, and charity-bound. Data will be gathered from waste collector invoices and manual staff logs.
• Office Energy Use: Admin staff (including the business owner and remote Business Development Manager) will submit quarterly electricity usage estimates based on average working days and household tariffs.
• Procurement: All purchases of cleaning products will be tracked with supplier receipts. Preference will be given to vendors who can provide carbon footprint data for their products.

9.2 Emissions Recalculation and Annual Review

Each year, Clutter-B-Gone will recalculate its total carbon footprint using the most current UK Government GHG Conversion Factors (DEFRA). These recalculations will ensure:

• Emission figures remain aligned with evolving scientific standards.
• Reductions or increases in carbon output are accurately captured.
• The effectiveness of carbon reduction initiatives is objectively measured.

Annual carbon reports will include:

• Year-on-year comparison graphs
• Breakdown of Scope 1, 2, and 3 emissions
• Commentary on key changes (e.g., new vehicles, changes in waste disposal)

9.3 Internal Reporting

Clutter-B-Gone will hold quarterly “Green Reviews”, which are short internal meetings where:

• Key performance indicators (KPIs) are discussed (e.g., fuel efficiency, waste volumes)
• Feedback from staff is collected
• New initiatives or challenges are presented
• Green Champions share team-wide progress and recognition

This ongoing review process reinforces accountability and empowers staff to contribute to sustainability goals.

9.4 External Reporting and Client Communication

To strengthen trust and visibility:

• A brief Sustainability Summary will be published annually on the company’s website or social media platforms.
• Carbon reduction credentials (e.g., “Carbon Neutral by 2025”) will be promoted on marketing materials, van decals, and email signatures.
• Offset certificates and reports will be made available to clients upon request.

For large tenders or contracts—especially with local authorities or eco-conscious businesses, Clutter-B-Gone will provide its Carbon Reduction Plan as supporting documentation, in line with Public Procurement Notice (PPN) 06/21.

9.5 Continuous Improvement Cycle

The monitoring and reporting process will feed directly into Clutter-B-Gone’s annual strategy updates. Insights gained from performance tracking will be used to:

• Prioritise new investments (e.g., next EV purchase)
• Adjust targets to match operational growth or efficiency gains
• Improve internal workflows and training programmes
• Maintain relevance with emerging ESG standards and client expectations

By embedding sustainability reporting into core operations, Clutter-B-Gone ensures that its commitment to carbon reduction is measurable, transparent, and continuously improving.

10. Appendices

A. Emission Calculation Tables

This appendix provides a breakdown of emissions calculations for Clutter-B-Gone’s key carbon sources, using DEFRA 2024 emission factors and company-provided data.

A.1 Vehicle Emissions per Year (Scope 1)

→ Total Fleet Emissions: 10.34 tonnes CO₂e per year

A.2 Electricity Usage Assumptions (Scope 2)

→ Total Office Electricity Emissions: 0.13 tonnes CO₂e per year

A.3 DEFRA 2024 Conversion Factors Used

B. Sample Templates

B.1 Waste Log Sheet Template

This template is designed for use at the lock-up storage facility where waste is temporarily stored before being collected. It helps record and categorise waste volumes by type and destination on a weekly basis.

• Use this form weekly.
• Transfer monthly totals to annual carbon report.
• Goal: Reduce landfill % to under 10% by 2026.

B.2 Emissions Monitoring Form

This form can be filled out monthly or quarterly to track all key carbon-generating activities across the business.

• 🔁 Totals should be rolled up into quarterly and annual summaries.
• 🧮 Use DEFRA emission factors and update annually.
• 📥 Digital version available via shared company drive.

C. Offset Providers Comparison Table

This table outlines reputable carbon offset providers that offer certified, traceable, and impactful offsetting options. Clutter-B-Gone may choose one or more providers based on project type, location preference, cost, and visibility.