diff --git a/Transforming_Organisations_for_Sustainable_Software.md b/Transforming_Organisations_for_Sustainable_Software.md new file mode 100644 index 0000000..16c590a --- /dev/null +++ b/Transforming_Organisations_for_Sustainable_Software.md @@ -0,0 +1,5820 @@ +# Transforming Organisations for Sustainable Software (TOSS) Framework + +## Introduction to TOSS + +The Green Software Foundation has been building the methods, tools, standards, and patterns to help both developers and operational engineers embed green software practices. To first use these tools and embed them in organisations, we require a framework that provides changemakers with an approach to adopting, using, and reducing carbon emissions from running software applications. + +Implementing measures to reduce software carbon emissions can result in sustainable applications and have a positive effect on the net zero targets set by businesses. This impacts the procurement of fewer offsets to attain carbon neutrality. In addition, reducing emissions requires software to use fewer IT resources, resulting in cost reductions for businesses. A cost-benefit analysis can provide guidance on the necessity of adding an incremental feature if its implementation will generate X quantity of CO2e that requires offsetting. The framework will consider the implementation of green software approaches from both the top down (organisation strategy) and the bottom up (DevOps community). + +The initiative also draws from a doctoral study that looks at how change management specialists might develop technology projects that include energy-saving and carbon-emission-reducing tactics. Details about the doctoral study's interaction with GSF and its governance structure are provided in the terms of reference. + +There is also a project in progress that focuses on the maturity matrix model (Community WG) for organisations to assess where they are on their green software journey. The following opportunities will be explored across both projects: + +- Identify gaps in organisations—this project involves implementing various tools and practices within an organisation, and the maturity matrix model assesses the current state of the organisation. +- The maturity matrix model provides the inputs for this framework. The assessment is to understand the organisation's current capabilities, determine intermediary steps and target states, and develop a roadmap for improved sustainable IT practices and outcomes. + +In simple terms, the maturity matrix model provides the assessment, and this project provides the adoption of green software practices. + +## Business Case for TOSS +Business Benefits of the Transforming Organisations for Sustainable Software (TOSS) framework + +With the TOSS framework, businesses can build a foundation that will last for years to come for continuous improvement and change management in the long-term growth and use of their software operations. As opposed to tackling green software practices one at a time or as "point solutions," the TOSS framework can help an organization-wide change that makes the company's software practices more sustainable and more flexible. + +Benefits resulting from the implementation of the TOSS framework can be grouped into the two categories of operational resilience (internal) and reputation-building (external). Software that uses less energy and is less sensitive to changes in energy prices can save money; make the company more flexible and quick to respond to changes in regulations or reporting requirements; make software engineers more productive by standardising practices and lowering operational tech debt; and provide a framework that can be used to add any new tools, methods, or rules to software operations. Aside from direct cost savings, TOSS enables the added benefits of increased efficiency, transparency, and operational robustness. + +Regarding reputation-building, the incorporation of the TOSS framework can have consequential internal and external effects. A company with enduring sustainable practices can attract and retain a talent pool that has become increasingly purpose-driven. Moreover, employees who feel connected to the sustainable values of a company can innovate for efficiencies in further promoting sustainability. Externally, consumers or clients may choose a company based on its sustainability performance if they have sustainability concerns or are simply deciding between services/products, which also enhances the clients’ own sustainability profile. Finally, a consistent and purposeful approach to organisational software sustainability can enable a company to emerge as a thought leader in their industry or sector, benefiting both their brand's reputation and recognition. + +As software becomes a greater part of everyday business and personal life, it will inevitably produce unintended externalities. While technology can be a part of the solution, the TOSS framework builds a structure into companies to ensure it does not also become part of the problem as we collectively work towards a more sustainable world. + +## How to Apply the TOSS Pillars + +The four pillars are meant to provide a linear and continuous iteration cycle that companies can apply to their organisation's structure and operations to adjust to changes in both environmental and market demands. + +The Pillars have been formatted as decision tree charts. This presentation choice was made to allow for users to quickly identify where they are working in the context of the entire process and to ensure key actions are not missed in progressing to the end state. + +### Pillar Icon Legend + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
highBroader thematic sections that help organisations to bucket the steps into larger deliverables/outputs.
keyKey actions should be taken by organisations to further their progress in sustainable transformation.
externalTools or resources can be leveraged by organisations during specific phases of the steps. This feature can be improved or adjusted as new tools emerge, both from within the GSF and externally.
outputsDeliverables and collected information/data that result from successful actions along the decision tree charts.
questionsThese are questions that serve as inflection points for different actions and decide sequential steps based on YES or NO answers.
optionsSection choices.
yesDecision arrows are based on answers or actions for corresponding questions.
processThe current gaps in the processes necessitate additional resources and solutions.
clarityOutstanding questions that will need to be addressed within TOSS or in an organisation's application of TOSS.
outputThe deliverable consists of the key pieces of written content or confirmed data that result from the step. Separated out as a deliverable since it will be needed as an input for future steps and adjusted as organisations iterate cycles of the TOSS framework.
+ + +### Engaging with the Framework +The document aligns with the four decision-making frameworks developed for Strategy, Implementation, Operational, and Compliance and Regulations Pillars. Each framework has been developed in conjunction with Green Software Members as part of PhD research project in the form of an Action Research Group. + +The pillars in the framework have been developed in a Miro board - [TOSS Workshops - Decision Trees - Miro](https://miro.com/app/board/uXjVK6P7Dv0=/). The Miro board view details the steps in each pillar as a flow diagram. This document supports the decision trees and provides additional context, checklists, outputs, in addition templates and guidance documentation. + +As the Miro board continues to be revised, this document will be updated to reflect the changes. + +### Structure of the Document +The structure of this document is as follows: + +The document is split into the following key sections: +- Strategy Pillar +- Implementation Pillar +- Operational Pillar +- Compliance and Regulations Pillar +- Appendix listing all the templates and reference documents across TOSS +- Appendix detailing the personas for the Strategy pillar +- Appendix detailing the personas for the Implementation pillar +- Appendix detailing the personas for the Operations pillar +- Appendix detailing the personas for the Compliance and Regulations pillar + +Within each pillar sections, there are key subsections: + +- An introduction to the pillar +- Each stage within the pillar +- An introduction of each stage within the pillar +- The personas associated with each stage within the pillar +- The capability assessment table for each stage +- The steps and outputs for each stage +- The checklist for key items for each stage + +### Capability Assessment Tables +1. Review Each Key Step: Determine how the organisation currently addresses these regulatory integration and sustainability steps. +1. Select the Maturity Level (Basic, Developing, or Advanced) that best describes the current state. +1. Tick the box that is applicable to the organisation, and work towards achieving the desired maturity level for each step. +1. Use the assessment as a reference to monitor the progress of the organisation +1. The assessment table also enables organisations to start at different levels of maturity within each stage. + +### Steps and Output +These sections outline the key steps for each stage, specifying the required activities. Additionally, a list of outputs and artefacts for each stage is provided. Example templates and reference documents are included to serve as a foundational guide. Please note that these documents are not exhaustive and should be viewed as reference materials only. + +### Checklist +A checklist is a simple tool used to ensure that all necessary tasks, steps, or requirements are completed in a systematic manner. It serves as a clear and organized list of items or actions to be reviewed or accomplished, helping to prevent oversight and promote efficiency. By marking off each item as it is completed, a checklist provides a sense of clarity. + +### Strategy Pillar +In the context of an organisation, the strategy pillar refers to a comprehensive plan developed to achieve specific long-term goals. The strategy pillar of the TOSS framework is all about creating and maintaining a long-lasting IT strategy that takes into account how the use and development of technology affects the environment. The pillar has scope to also incorporate social and governance topics in future iterations. + +There are five key stages that this pillar captures that propose key questions and actions to consider. The following section highlights the key areas, the personas for each stage, and the underlying steps and outputs. The key focus is carbon emissions, but other metrics would follow the same process. The detailed framework and decision tree are available on request. + +#### Stage 1 – Strategy Formation +Key areas of focus include analysis, planning, integration, and implementation, as well as inspection and adaptation. + +Key Personas – ESG Leader(s), Internal Regulations Manager(s), Leader(s), IT Leader(s) + +### Capability Assessment for Stage 1 - Strategy Formation + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Key steps in Strategy Formation

+		 +

Basic Maturity

+		 +

Tick if done

+		 +

Developing Maturity

+		 +

Tick if done

+		 +

Advanced Maturity

+		 +

Tick if done

+
+

a. Form and operate a leadership oversight committee & agree governance

+		 +

Ad hoc, minimal clarity

+		 +
    +
  • +
+		 +

Formal committee, partly defined roles

+		 +
    +
  • +
+		 +

Fully formalized, cross-functional, strong leadership support

+		 +
    +
  • +
+
+

b. Agree on metrics for the management dashboard

+		 +

Few metrics, inconsistent tracking

+		 +
    +
  • +
+		 +

Defined metrics, improving data quality and reporting

+		 +
    +
  • +
+		 +

Comprehensive KPIs integrated into decision-making

+		 +
    +
  • +
+
+

c. Assess internal & external factors for IT sustainability

+		 +

Limited awareness, no formal analysis

+		 +
    +
  • +
+		 +

Some structured scanning of trends, partial stakeholder input

+		 +
    +
  • +
+		 +

Continuous, proactive monitoring with robust scenario planning

+		 +
    +
  • +
+
+

d. Conduct a gap analysis for regulations

+		 +

Basic compliance awareness, ad hoc documentation

+		 +
    +
  • +
+		 +

Periodic review, partial compliance tracking

+		 +
    +
  • +
+		 +

Ongoing regulatory monitoring, proactive compliance integrated into strategy

+		 +
    +
  • +
+
+

e. Incorporate findings into the IT sustainability strategy

+		 +

Findings noted but not systematically integrated

+		 +
    +
  • +
+		 +

Partially documented strategy, some alignment with IT goals

+		 +
    +
  • +
+		 +

Comprehensive strategy, fully aligned with corporate objectives, regularly updated

+		 +
    +
  • +
+
+

 

+ +##### Steps and Outputs + +**Steps:** + +a.Form and operate a leadership oversight committee and agree on governance.
+b. Agree on metrics for the management dashboard.
+c. Assess the internal and external factors that will contribute to the formation or revision of the IT sustainable strategy.
+d. Conduct a gap analysis for regulations.
+e. Incorporate into the IT sustainability strategy.
+ +**Outputs:** + +a. Leadership Oversight Committee – structure and processes – [Example Leadership and Oversight Committee](https://docs.google.com/presentation/d/1tW50Ai6hbZNunJpTRwzurMndo6GbajGP95ZHzqLsvlw/edit#slide=id.p) +b. Management Dashboard of all IT environmental metrics – [Example Management Dashboard – IT Environmental Metrics](https://docs.google.com/presentation/d/1a3NgBjWaCanOrI12io82b72BdKM0aotknkPu_7fKF5s/edit#slide=id.p) +c. Gap Analysis Report – [Example Gap Analysis Report](https://docs.google.com/spreadsheets/d/1-idNzIMoy-cxlBVCnYiV8bvXjeXkDY265g9Inxn2oqQ/edit?gid=0#gid=0) +d. Compliance and Regulations Impact Report. [Compliance and Regulations Impact Report](https://docs.google.com/document/d/1-vMTBdup-Cc60eJW8bxOQ9HT75F3gxAXcjnlQbZ8Nxw/edit?tab=t.0) + +The Strategy Formation section covers the creation of a governance approach to establish and maintain the IT sustainability strategy. This is essential in later decision-making needed for the organisation seeking to transform their software sustainability. + +#### Checklist + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Establish and operate the leadership and oversight committee

+		 +
    +
  • +
+		 +

Establish the boundaries of authority and the decision-making capabilities of the committee. 

+
+

Establish and operate the leadership and oversight committee

+		 +
    +
  • +
+		 +

Define an escalation and tie-breaking process for decisions.

+
+

Agree with the committee's vision, mission, and members.

+		 +
    +
  • +
+		 +

Determine the length of committee member terms.

+
+

Agree with the committee's vision, mission, and members.

+		 +
    +
  • +
+		 +

Define the vision and mission of the committee regarding company performance, environmental responsibility, and desired end-state.

+
+

Agree on management of change and continuous improvement and set frequency of review

+		 +
    +
  • +
+		 +

Determine the length, format, and cadence of committee meetings.

+
+

Agree on management of change and continuous improvement and set frequency of review

+		 +
    +
  • +
+		 +

Determine the speed at which committee decisions are implemented and prioritised.

+
+

Agree on IT environmental metrics for the management dashboard.

+		 +
    +
  • +
+		 +

Determine which IT environmental metrics governance decisions should stem from. 

+
+

Agree on IT environmental metrics for the management dashboard.

+		 +
    +
  • +
+		 +

Define the desired relationship or tradeoff among different metrics.

+
+

Leadership and oversight committee in operation

+		 +
    +
  • +
+		 +

Begin the meeting by reviewing compliance, market, and organisational issues relating to software sustainability. 

+
+

 

+ +Many of the future steps will require governance decision-making based on relevance, priority, and magnitude of actions. + +### Stage 2 – Principles +Key areas of focus include the foundation for decision-making, strategy planning, and goal setting, which are embedded in the core principles, such as integrity, innovation, customer focus, and sustainability. + +Key Personas – IT Leader(s) and ESG Leader(s) + +### Capability Assessment for Stage 2 - Principles + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Key steps in Principles

+		 +

Basic Maturity

+		 +

Tick if done

+		 +

Developing Maturity

+		 +

Tick if done

+		 +

Advanced Maturity

+		 +

Tick if done

+
+

a. Check SustainableIT.org for IT OKRs (review other standards)

+		 +

- No referencing

+

- Low awareness of frameworks

+		 +
    +
  • +
+		 +

- Partial referencing

+

- Some alignment with recommended OKRs

+		 +
    +
  • +
+		 +

- Fully integrated into strategy

+

- Regularly updated using best practices

+		 +
    +
  • +
+
+

b. Determine environmental metrics for the IT Sustainability Strategy

+

(e.g., Energy, Water, E-waste, etc.)

+		 +

- Ad hoc approach

+

- Minimal or no defined metrics

+		 +
    +
  • +
+		 +

- Core metrics identified

+

- Some processes for measuring

+		 +
    +
  • +
+		 +

- Comprehensive set of metrics

+

- Fully embedded in strategic planning

+		 +
    +
  • +
+
+

c. Determine if the organization captures metrics for these environmental measures

+		 +

- No consistent data collection

+

- Reliance on anecdotes

+		 +
    +
  • +
+		 +

- Some data systems in place

+

- Inconsistent coverage

+		 +
    +
  • +
+		 +

- Comprehensive, automated data capture

+

- Used for decision-making

+		 +
    +
  • +
+
+

d. If metrics aren’t captured, define approach to obtain/supply them

+

(e.g., engage vendors on sustainability)

+		 +

- No plan for missing data

+

- No vendor engagement

+		 +
    +
  • +
+		 +

- Preliminary plan

+

- Some sustainability clauses in contracts

+		 +
    +
  • +
+		 +

- Clear data strategy

+

- Strong vendor alignment in procurement processes

+		 +
    +
  • +
+
+ +#### Steps and Outputs + +**Steps:** + +a. Check SustainableIT.org for IT OKRs (review other standards).
+b. Determine the environmental metrics for the IT Sustainable Strategy, e.g. Energy, Water, Electronic Waste, Sustainable Procurement.
+c. Determine if the organisation captures metrics for the environmental metrics.
+d. If the organisation does not capture metrics, determine the best approach to obtaining and sourcing them. E.g., sustainable procurement would require vendors to agree with sustainable definitions and principles in the purchasing process.
+ +**Outputs:** + +a. List of material metrics for IT's sustainable strategy. Example – List of metrics for Sustainable IT.
+ +The Principles Section involves the review and identification of relevant environmental metrics such as Energy Consumption, Water Usage, Electronic Waste, and Sustainable Procurement. Availability of data will inform which KPIs can be tracked and what missing data will need to be captured. + +#### Checklist + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Review the SustainableIT.org business and IT standards adopted where applicable

+		 +
    +
  • +
+		 +

Consider which metrics are currently or will be potentially mandated by regulations for your industry.

+
+

Review the SustainableIT.org business and IT standards adopted where applicable

+		 +
    +
  • +
+		 +

Weigh the relative magnitude of the separate areas if determining which to prioritise.

+
+

Determine the environmental metrics being considered for the IT strategy.

+		 +
    +
  • +
+		 +

How does this metric affect the company’s costs or financials?

+
+

Determine the environmental metrics being considered for the IT strategy.

+		 +
    +
  • +
+		 +

Are competitors currently reporting this metric?

+
+

Determine the environmental metrics being considered for the IT strategy.

+		 +
    +
  • +
+		 +

Regardless of the level of data accessibility, which areas are most frequently interacted with in BAU activities?

+
+

Does the IT organisation measure energy consumption from data centres (PUE)?

+		 +
    +
  • +
+		 +

NO → Obtain total energy usage, energy efficiency from IT equipment and calculate PUE

+
+

Does the IT organisation measure energy consumption from data centres (PUE)?

+		 +
    +
  • +
+		 +

YES → Move on to stages 3 and 4.

+
+

Does the IT organisation capture water usage metrics (WUE) from their data centres (leased or owned)?

+		 +
    +
  • +
+		 +

NO → Determine how the water metrics can be captured from data centres.

+
+

Does the IT organisation capture water usage metrics (WUE) from their data centres (leased or owned)?

+		 +
    +
  • +
+		 +

YES → Move on to stages 3 and 4.

+
+

Does the IT organisation recycle hardware?

+		 +
    +
  • +
+		 +

NO → Determine how the hardware can be recycled.

+

Establish discussions with vendors regarding recycling programs.

+
+

Does the IT organisation recycle hardware?

+		 +
    +
  • +
+		 +

YES → Move on to stages 3 and 4.

+
+

Does the IT organisation have sustainable procurement?

+		 +
    +
  • +
+		 +

NO → Determine how to initiate sustainable IT procurement practices 

+

ISO Standard for Sustainable Procurement

+

UK gov guidelines

+
+

Does the IT organisation have sustainable procurement?

+		 +
    +
  • +
+		 +

YES → Move on to stages 3 and 4.

+
+ + +### Stage 3 – Sustainable IT Objective Key Results (OKRs) + +Key areas to focus on include the development of sustainable IT OKRs, defining the objectives, and being able to measure them through Key Performance Indicators. + +Key Personas – IT Leader(s), ESG Leader(s), Internal Auditor(s) and Finance manager(s) + +### Capability Assessment for Stage 3 - Sustainability IT Objective Key Results (OKRs) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Key steps in Sustainable IT Objective Key Results (OKRs)

+		 +

Basic Maturity

+		 +

Tick if done

+		 +

Developing Maturity

+		 +

Tick if done

+		 +

Advanced Maturity

+		 +

Tick if done

+
+

a. Define OKR/KPIs for energy consumption & agree with stakeholders

+		 +

- No formal OKRs

+

- Ad-hoc or undefined KPIs

+		 +
    +
  • +
+		 +

- Preliminary OKRs defined

+

- Some stakeholder alignment

+		 +
    +
  • +
+		 +

- Robust, agreed-upon OKRs

+

- Fully endorsed by stakeholders

+		 +
    +
  • +
+
+

b. Determine environmental metrics for IT strategy

+

(e.g., Energy, Water, E-waste, Procurement)

+		 +

- Limited or no defined metrics

+		 +
    +
  • +
+		 +

- Core metrics identified

+

- Partial measurement processes

+		 +
    +
  • +
+		 +

- Comprehensive set of metrics

+

- Metrics fully integrated into strategy

+		 +
    +
  • +
+
+

c. Determine if the organization captures metrics for these environmental measures

+		 +

- Sporadic or anecdotal data

+

- No standardized approach

+		 +
    +
  • +
+		 +

- Some data collection processes

+

- Inconsistent coverage

+		 +
    +
  • +
+		 +

- Automated, reliable data capture

+

- Metrics drive continuous improvement

+		 +
    +
  • +
+
+ +### Steps and Outputs + +**Steps:** + +a. If not already agreed upon for energy consumption, define the OKR and KPIs and agree with stakeholders.
+b. Determine the environmental metrics for the IT Sustainable Strategy, e.g. Energy, Water, Electronic Waste, Sustainable Procurement.
+c. Determine if the organisation captures metrics for the environmental metrics.
+ +**Outputs:** + +a. Sustainable IT OKR. Example - Sustainable IT OKRs.
+b. Water usage IT OKR. Example - Water Usage IT OKRs.
+c. Electronic waste IT OKR. Example - Electronic Waste IT OKRs.
+d. Sustainable procurement IT OKR. Example - Sustainable Procurement IT OKRs.
+e. Vendor KPIs for sustainable procurement. Example – Vendor KPIs for Sustainable Procurement.
+ +The OKR section takes into account the business strategy, the importance of the metrics, and the availability of data from the previous sections. It then decides if certain performance metrics should be tracked as OKRs. The oversight committee/board from section 1 should be involved in the decision-making process. + +### Checklist + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Does energy consumption require a dedicated OKR and KPI?

+		 +
    +
  • +
+		 +

NO → Energy consumption from data centres are captured elsewhere in the organisation.

+

Example – Data Centre Energy Consumption - Options

+
+

Does energy consumption require a dedicated OKR and KPI?

+		 +
    +
  • +
+		 +

YES → Define Sustainable IT Objective Key Results (OKRs) for energy consumption.

+

Example – Defining Sustainable IT OKRs

+
+

Does water usage require a dedicated OKR and KPIs?

+		 +
    +
  • +
+		 +

NO → Reassess the water usage metric for IT on a frequent basis.

+

Example – Water Usage Monitoring

+
+

Does water usage require a dedicated OKR and KPIs?

+		 +
    +
  • +
+		 +

YES → Define Sustainable IT Objective Key Results (OKRs) for water consumption.

+

Example – Defining Water Usage IT OKRs

+
+

Does electronic waste usage require a dedicated OKR and KPIs?

+		 +
    +
  • +
+		 +

NO → Reassess the electronic waste savings for IT on a frequent basis.

+

Example – Defining Electronic Waste Monitoring

+
+

Does electronic waste usage require a dedicated OKR and KPIs?

+		 +
    +
  • +
+		 +

YES → Define Sustainable IT Objective Key Results (OKRs) for electronic waste.

+

Example – Defining Electronic Waste IT OKRs

+
+

Are vendors tracking scope 3 categories?

+		 +
    +
  • +
+		 +

NO → Reassess the sustainable procurement metric for IT on a frequent basis.

+

Example – Sustainable Procurement Monitoring

+
+

Are vendors tracking scope 3 categories?

+		 +
    +
  • +
+		 +

YES → CDP/SBTi data capture for vendors.

+

Example – Defining Sustainable Procurement IT OKRs

+
+

 

+ + +### Stage 4 – Key Performance Indicators (KPIs) + +Key areas to focus on include the quantifiable measures for evaluating KPIs. The strategic approach to establishing and measuring KPIs encompasses the organisation's current assessment and the development of training plans. + +Key Personas – IT Leader(s) and ESG Leader(s) + +#### Capability Assessment for Stage 4 - Key Performance Indicators (KPIs) + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Key steps in Key Performance Indicators (KPIs)

+		 +

Basic Maturity

+		 +

Tick if done

+		 +

Developing Maturity

+		 +

Tick if done

+		 +

Advanced Maturity

+		 +

Tick if done

+
+

a. Establish training plans

+

(Educate employees on the impact of energy/carbon in IT operations)

+		 +

- No formal training

+

- Ad-hoc or minimal efforts

+		 +
    +
  • +
+		 +

- Some structured programs

+

- Partial employee coverage

+		 +
    +
  • +
+		 +

- Comprehensive, ongoing training

+

- Integrated into onboarding and culture

+		 +
    +
  • +
+
+

b. Monitor the education progress

+		 +

- No tracking or oversight

+		 +
    +
  • +
+		 +

- Basic monitoring process

+

- Inconsistent reporting

+		 +
    +
  • +
+		 +

- Continuous, data-driven tracking

+

- Regular reviews & improvements

+		 +
    +
  • +
+
+

c. Conduct the Maturity Matrix assessment

+		 +

- Unfamiliar or not applied

+		 +
    +
  • +
+		 +

- Initial awareness, ad-hoc application

+		 +
    +
  • +
+		 +

- Regularly scheduled assessments

+

- Fully embedded in improvement cycles

+		 +
    +
  • +
+
+

d. Determine frequency & governance for continuous matrix assessments

+		 +

- No formal schedule

+

- Unclear responsibilities

+		 +
    +
  • +
+		 +

- Semi-regular assessments

+

- Some governance mechanisms

+		 +
    +
  • +
+		 +

- Well-defined frequency & governance

+

- Clear accountability & processes

+		 +
    +
  • +
+
+

e. Position business to understand impact of changes/growth on IT carbon

+		 +

- Little or no assessment of impact

+		 +
    +
  • +
+		 +

- Some awareness, partial analyses

+

- Occasional stakeholder updates

+		 +
    +
  • +
+		 +

- Systematic evaluation of business changes

+

- Insights fully inform strategy

+		 +
    +
  • +
+
+

f. Establish green software principles

+

(Make available to IT & business for carbon emissions)

+		 +

- No standardized principles

+

- Little awareness

+		 +
    +
  • +
+		 +

- Basic principles introduced

+

- Limited application in development

+		 +
    +
  • +
+		 +

- Comprehensive principles adopted org-wide

+

- Actively guide software lifecycle

+		 +
    +
  • +
+
+ + +#### Steps and Outputs + +**Steps:** + +a. Establish training plans to educate employees on the impact of energy and carbon in IT operations.
+b. Monitor the education progress.
+c. Conduct the Maturity Matrix assessment.
+d. Determine the frequency and governance approach for the continuous maturity matrix assessment.
+e. Position the business to understand the impact of business change and growth and its impact on carbon from IT.
+f. Establish the green software principles and make them available for IT and business for carbon emissions. + +**Outputs:** + +a. This document is a training plan for an IT organisation. Example - Training Plan.
+b. Current Maturity Matrix level. Example - Green Software Maturity Matrix.
+c. Write-up of the business impact of green software for company. Example - Business Impact of Green Software.
+d. The focus is on OKRs and KPIs for IT operations emissions. Example - OKRs and KPIs for IT Operations.
+ +The KPI section determines the specific metrics required to monitor the progress of selected OKRs. As part of choosing the performance indicator, the Maturity Matrix is used to find the "current state." This procedure sets a baseline that can be checked on a regular basis. Additionally, employees should be educated on the strategy's KPIs and how their actions affect them. + +Checklist + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Is the IT organisation aware of its carbon impact on their IT operations?

+		 +
    +
  • +
+		 +

Ensure there is a training plan and resources for organisational members to learn about the carbon impacts of operations.

+

Output: a training plan for an IT organisation.

+
+

Is the IT organisation aware of its carbon impact on their IT operations?

+		 +
    +
  • +
+		 +

Output: a training plan for an IT organisation.

+
+

Is the IT organisation educated to assess and reduce carbon emissions from software?

+		 +
    +
  • +
+		 +

YES → the organisation should create a business impact assessment 

+

Output: Write-up of business impact of green software for company

+
+

Is the IT organisation educated to assess and reduce carbon emissions from software?

+		 +
    +
  • +
+		 +

NO → education is needed on how to measure and assess the impact of IT operations.

+

Output: Revise Training Plan

+
+

Has the organisation conducted the Mature Matrix assessment?

+		 +
    +
  • +
+		 +

Green Software Maturity Matrix

+

Output: Current Maturity Matrix level assessment

+
+

 

+ +### Stage 5 – Measurement Targets +Key areas to focus include the measurement targets for KPI’s and the ability to track progress and performance + +Key Personas – IT Leader(s), ESG Leader(s), Internal Regulation Manager(s) and Internal Auditor(s) +Capability Assessment for Stage 5 - Measurement Targets + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Key steps in Measurement Targets

+		 +

Basic Maturity

+		 +

Tick if done

+		 +

Developing Maturity

+		 +

Tick if done

+		 +

Advanced Maturity

+		 +

Tick if done

+
+

a. Determine how scope emissions (1, 2, 3) are reported

+		 +

- No formal definitions or data

+

- Ad hoc reporting

+		 +
    +
  • +
+		 +

- Some definitions of scopes

+

- Partial coverage, inconsistent reporting

+		 +
    +
  • +
+		 +

- Clear, comprehensive scope definitions

+

- Consistent, integrated reporting across the org

+		 +
    +
  • +
+
+

b. Utilize procurement teams & IT to determine vendor emissions

+		 +

- Minimal engagement with vendors

+

- No formal data

+		 +
    +
  • +
+		 +

- Some vendor data requests

+

- Basic processes to include sustainability info

+		 +
    +
  • +
+		 +

- Robust vendor collaboration

+

- Sustainability data fully integrated in procurement

+		 +
    +
  • +
+
+

c. Categorize data center (including cloud) into relevant scope emissions

+		 +

- No systematic categorization

+

- Limited awareness

+		 +
    +
  • +
+		 +

- Partial categorization of on-prem vs. cloud

+

- Gaps in scope mapping

+		 +
    +
  • +
+		 +

- Clear classification of all data center & cloud ops

+

- Mapped accurately to scope emissions

+		 +
    +
  • +
+
+

d. Baseline the SCI (Software Carbon Intensity) emissions

+		 +

- No measurement or baseline

+

- Unsure of software impact

+		 +
    +
  • +
+		 +

- Initial data collection for key apps

+

- Some methods to quantify SCI

+		 +
    +
  • +
+		 +

- Comprehensive SCI baseline for all critical apps

+

- Metrics updated regularly

+		 +
    +
  • +
+
+

e. Establish & collect carbon emissions data from cloud providers

+		 +

- No systematic approach

+

- Ad hoc or no data from cloud

+		 +
    +
  • +
+		 +

- Some data sharing agreements

+

- Partial coverage of cloud workloads

+		 +
    +
  • +
+		 +

- Detailed, automated data feed from cloud providers

+

- Full coverage for all workloads

+		 +
    +
  • +
+
+

f. Set up governance & review process for OKRs/KPIs (carbon from software)

+		 +

- No governance structure

+

- Irregular tracking

+		 +
    +
  • +
+		 +

- Some oversight committee

+

- Regular but limited reviews

+		 +
    +
  • +
+		 +

- Formal governance framework

+

- Frequent reviews & updates to software carbon KPIs/OKRs

+		 +
    +
  • +
+
+

g. Discuss options to track carbon emissions data

+		 +

- No common tools/methods

+

- Sporadic conversations

+		 +
    +
  • +
+		 +

- Some defined tools/processes

+

- Inconsistent adoption

+		 +
    +
  • +
+		 +

- Organization wide tracking approach

+

- Standardized tools & processes for carbon data

+		 +
    +
  • +
+
+

h. Compile the IT Sustainable Strategy (environmental metrics, OKRs, KPIs)

+		 +

- Draft or fragmented docs

+

- Little leadership backing

+		 +
    +
  • +
+		 +

- Partially integrated strategy

+

- Some alignment with corporate sustainability

+		 +
    +
  • +
+		 +

- Comprehensive strategy with clear metrics & goals

+

- Fully endorsed by leadership

+		 +
    +
  • +
+
+

i. Continuously review & revise IT Sustainable Strategy (frequency set by Leadership & Oversight Committee)

+		 +

- No formal updates

+

- Strategy static or outdated

+		 +
    +
  • +
+		 +

- Periodic reviews

+

- Some improvements incorporated

+		 +
    +
  • +
+		 +

- Routine, scheduled reviews

+

- Strategy evolves with organizational & market changes

+		 +
    +
  • +
+
+

Steps and Outputs

+ + +#### Steps and Outputs +**Steps:** +a. Determine how scope emissions (1, 2, and 3) are reported. +b. Utilise procurement teams to work with IT teams to determine the scope of emissions from vendors. +c. Categorise data centre operations (including cloud) into their relevant scope emissions. +d. Baseline the SCI carbon emissions from software. +e. Establish and collect carbon emissions data from cloud providers. +f. Set up the governance and review process to manage the OKRs and KPIs (in this case, carbon emissions from software applications). +g. Discuss the options to track carbon emissions data. +h. Compile the IT Sustainable Strategy, capturing all the environmental metrics, OKRs, and KPIs discussed in the principles stage. +i. Continuously review and revise the IT Sustainable Strategy based on frequency set by the Leadership and Oversight Committee. + +**Outputs:** +a. IT Sustainable Strategy. Example – IT Sustainable Strategy + +The Measurement Targets section makes sure that the data being collected can be used to report to outside groups in a way that meets industry standards and to track progress against OKRs and introduce changes to the company's IT strategy that are sustainable. + +If all OKRs and KPIs are supported in the implementation and already available for use in IT operations, TOSS users can skip over the Implementation Pillar and move on to the Operations Pillar. + +#### Checklist + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Does the IT organisation split their carbon emissions by Scope 1, 2, and 3?

+		 +
    +
  • +
+		 +

NO → Can the energy consumption data provide insights into procurement and usage from the IT organisation?

+

Revise energy consumption metrics to enable scope emission metrics

+
+

Does the IT organisation split their carbon emissions by Scope 1, 2, and 3?

+		 +
    +
  • +
+		 +

Yes → Determine the scope of emissions that impact the type of IT organisation (industry, vendor, software provider, consultant, etc.).

+

Continue with this stage

+
+

Does the organisation have defined OKR and KPIs for carbon emissions?

+		 +
    +
  • +
+		 +

NO → Go back to stage 3 and 4

+
+

Does the organisation have defined OKR and KPIs for carbon emissions?

+		 +
    +
  • +
+		 +

YES → Reassess OKRs and KPIs based on current review and incorporate any updates

+
+

Does the organisation have a governance and review process set up to manage OKRs and KPIs for carbon emissions from software applications?

+		 +
    +
  • +
+		 +

NO → Move back to section 1.1 to establish a governance process.

+
+

Does the organisation have a governance and review process set up to manage OKRs and KPIs for carbon emissions from software applications?

+		 +
    +
  • +
+		 +

YES → Continue with this stage

+
+

Does the organisation have all the data to track the OKR's and KPI's for carbon emissions from software applications?

+		 +
    +
  • +
+		 +

Move to Implementation Pillar if data needs to be captured for OKR & KPI tracking.

+
+

Are the tools to calculate carbon emissions, the data, and the processes in place to use in IT operations?

+		 +
    +
  • +
+		 +

Move to Implementation Pillar if data tooling needs to be created for operations use. 

+
+

Proceed to the Operations Pillar once the implementation supports and makes all OKRs and KPIs available for use in IT operations.

+
+

Does the cloud hyperscaler provide a detailed breakdown of carbon emissions per application/subscription?

+		 +
    +
  • +
+		 +

NO → Collaborate with the cloud provider to provide scope 3 emission data.

+
+

Does the cloud hyperscaler provide a detailed breakdown of carbon emissions per application/subscription?

+		 +
    +
  • +
+		 +

YES → Continue with this stage

+
+

Does the company have a comprehensive environmental strategy for its IT operations?

+		 +
    +
  • +
+		 +

NO → Define the IT sustainability strategy incorporating environmental factors.

+ +
+

Does the company have a comprehensive environmental strategy for its IT operations?

+		 +
    +
  • +
+		 +

YES → Refine the IT sustainable strategy based on new decisions and/or regulations.

+

IT Infrastructure Strategy should cover responses to:

+
    +
  • Energy consumption OKR / KPIs
    • +
  • Carbon emissions OKR / KPIs
    • +
  • Water OKR / KPIs
    • +
  •  Electronic Waste OKR / KPIs
    • +
  • Sustainable Procurement OKR / KPIs
    • +
+
+ +## Implementation Pillar +Implementation within organisations is the structured process of executing the IT sustainable strategy and implementing the tools and processes to meet the objectives and KPI’s. Key components of this process include refining and enhancing tools to support organisational processes; setting up systems for effective data collection; and ensuring accuracy through validation. Tracking progress involves monitoring key performance indicators (KPIs) and analysing the data to assess performances and make informed adjustments. Data aggregation then compiles information from various sources to provide a comprehensive view, while trend analysis identifies patterns over time to guide strategic planning. Together, these elements ensure the effective and efficient implementation of organisational objectives. + +### Stage 6 – Implementation / Refinement of Tooling + +Key areas of focus include the evaluation and selection of tools. + +_Key Personas – IT Leader(s), Programme Manager(s), Procurement Manager(s), Finance Manager(s)_ + +### Capability Assessment for Stage 6 - Implementation / Refinement of Tooling + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Key steps in Implementation / Refinement of Tooling

+		 +

Basic Maturity

+		 +

Tick if done

+		 +

Developing Maturity

+		 +

Tick if done

+		 +

Advanced Maturity

+		 +

Tick if done

+
+

a. Determine solution type (in-house, purchased, or combination).

+		 +

No formal process; sustainability not prioritized

+		 +
    +
  • +
+		 +

Some criteria; partial sustainability focus

+		 +
    +
  • +
+		 +

Comprehensive selection aligned with sustainability goals

+		 +
    +
  • +
+
+

b. Check for upcoming regulatory impacts.

+		 +

Limited awareness; ad hoc compliance

+		 +
    +
  • +
+		 +

Regular checks; partial compliance processes

+		 +
    +
  • +
+		 +

Proactive, formal monitoring; integrated compliance

+		 +
    +
  • +
+
+

c. Create databases/flows to capture metrics per OKRs/KPIs.

+		 +

No structured data collection; inconsistent sources

+		 +
    +
  • +
+		 +

Some metrics defined; partial data flows

+		 +
    +
  • +
+		 +

Comprehensive, automated tracking

+		 +
    +
  • +
+
+

d. Set frequency for updating metrics.

+		 +

No formal schedule; sporadic updates

+		 +
    +
  • +
+		 +

Regular updates; partly automated

+		 +
    +
  • +
+		 +

Fully automated; aligned with governance cadence

+		 +
    +
  • +
+
+ +#### Steps and Outputs +**Steps:** + +a. Determine the type of solution for the IT Sustainable Strategy (in-house development, purchased, or a combination). +b. Check for any upcoming regulatory impacts. +c. Based on the OKR’s and KPIs, create the associate databases/flows to capture the metrics. +d. Set up the frequency to update the metrics based on the cadence set by the leadership and oversight committee. + +**Outputs:** + +e. Energy Usage Metric Database – Example Energy Usage - Database Schema +f. Water Usage Metric Database – Example Water Usage – Database Schema +g. Electronic Waste Database – Example Electronic Waste - Database Schema +h. Sustainable Procurement Database – Example Sustainable Procurement - Database Schema + +The implementation and refinement of tooling cover selecting, customising, and enhancing tools to support the IT organisation's sustainability processes by evaluating existing tools, identifying gaps, and refining or implementing new ones to boost efficiency, productivity, and goal alignment. + + +#### Checklist + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Can the environmental emissions be calculated using an in-house developed/purchased or combined tool?

+		 +
    +
  • +
+		 +

In-house development – initiate organisation requirements, planning processes

+
+

Can the environmental emissions be calculated using an in-house developed/purchased or combined tool?

+		 +
    +
  • +
+		 +

Purchased tool – initiate market assessment of tools 

+
+

Can the environmental emissions be calculated using an in-house developed/purchased or combined tool?

+		 +
    +
  • +
+		 +

Combined tool – initiate both planning and tool/service assessment

+
+

Has the IT organisation reviewed and incorporated any upcoming regulations into its strategic objectives and KPIs?

+		 +
    +
  • +
+		 +

NO → Review Compliance and Regulations (reference Gap Analysis Report) Example Gap Analysis Report

+

Add any relevant items into OKRs Example - OKRs and KPIs for IT Operations Go back to this stage

+
+

Has the IT organisation reviewed and incorporated any upcoming regulations into its strategic objectives and KPIs?

+		 +
    +
  • +
+		 +

YES → Continue

+
+

Determine the environmental metrics from the Strategy pillar or new methodology being considered for IT implementation

+		 +
    +
  • +
+		 +

Determine metrics for the organisation that should be captured to drive strategy and measure progress.

+
+

Does the IT organisation store PUE energy usage values from their data centres?

+		 +
    +
  • +
+		 +

Example Energy Usage - Database Schema

+
+

Does the IT organisation store water usage metrics from their data centres?

+		 +
    +
  • +
+		 +

Example Water Usage - Database Schema

+
+

Does the IT organisation capture electronic waste metrics?

+		 +
    +
  • +
+		 +

Example Electronic Waste - Database Schema

+
+

Does the IT organisation monitor sustainability targets provided by IT vendors? 

+		 +
    +
  • +
+		 +

Example Sustainable Procurement - Database Schema

+
+

 

+ +### Stage 7 – Set Up Data Collection +Key areas of focus include the methods and systems for collecting the data. In this section, we are referring to carbon data collection. + +_Key Personas – Programme Manager(s), Product Owner(s), Business Analyst(s), Cloud Architect(s) Cloud Operations Manager(s), Software Engineer(s) Procurement Manager(s)_ + +#### Capability Assessment for Stage 7 - Set Up Data Collection + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Key steps in Set Up Data Collection

+		 +

Basic Maturity

+		 +

Tick if done

+		 +

Developing Maturity

+		 +

Tick if done

+		 +

Advanced Maturity

+		 +

Tick if done

+
+

a. Establish the split of carbon emissions by scope 1, 2, and 3, based on IT hosting services.

+		 +

- No formal breakdown of emissions

+

- Single total only

+		 +
    +
  • +
+		 +

- Partial breakdown of scope 1, 2, 3

+

- Some data sources identified

+		 +
    +
  • +
+		 +

- Comprehensive, verified split

+

- Automated data feeds across all scopes

+		 +
    +
  • +
+
+

b. For IT-owned/co-located Data Centres, establish data collection for SCI calculations.

+		 +

- Limited or manual data collection

+

- Ad hoc processes

+		 +
    +
  • +
+		 +

- Basic standardized processes

+

- Some automation for data gathering

+		 +
    +
  • +
+		 +

- Fully automated capture

+

- Integrated with sustainability systems

+		 +
    +
  • +
+
+

c. Collaborate with vendors for co-located/vendor-operated Data Centres to source carbon metrics or embed SCI calculations.

+		 +

- No vendor engagement for carbon data

+

- Reliance on estimates

+		 +
    +
  • +
+		 +

- Periodic vendor outreach

+

- Some vendor-provided data

+		 +
    +
  • +
+		 +

- Strong partnerships

+

- Ongoing, standardized vendor reporting

+		 +
    +
  • +
+
+

d. Work with cloud hyperscalers for scope 3 emissions data for applications.

+		 +

- No insight into cloud footprint

+

- Minimal provider reporting

+		 +
    +
  • +
+		 +

- Some provider data

+

- Limited alignment with internal metrics

+		 +
    +
  • +
+		 +

- Comprehensive reporting from hyperscalers

+

- Integrated into dashboards

+		 +
    +
  • +
+
+

e. Set metric update frequency per leadership/oversight committee cadence.

+		 +

- Unscheduled or sporadic updates

+

- Manual reporting

+		 +
    +
  • +
+		 +

- Scheduled updates

+

- Partially automated processes

+		 +
    +
  • +
+		 +

- Regular, automated updates

+

- Real-time or near-real-time reporting

+		 +
    +
  • +
+
+ +#### Steps and Outputs + +**Steps:** + +a. The task involves establishing the split of carbon emissions by scope 1, 2, and 3, based on the types of IT hosting services. +b. IT-owned/colocated data Data Centres, establish the process to collect the data for SCI calculations. +c. Work with vendors for co-located or vendor-operated Data Centres to source the carbon metrics or embed SCI calculations +d. Work with cloud hyperscalers for scope 3 emissions data for applications. +e. Set up the frequency to update the metrics based on the cadence set by the leadership and oversight committee. + +**Outputs:** + +f. SCI Methodology and Approach – Example SCI Methodology and Approach +g. SCER results for applications - Github SCER +h. Time share of hardware - Example Time Share of Hardware +i. Options to consider for functional unit - Example Options for Functional Unit + +Setting up data collection is a critical step in the implementation process. It involves establishing methods and systems to gather relevant data needed to monitor and evaluate the progress and impact of implemented strategies. + +**Checklist** + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Is this the first time the organisation is setting up the data collection process for software carbon emissions?

+		 +
    +
  • +
+		 +

NO → Continue through  the next steps of stage 7

+
+

Is this the first time the organisation is setting up the data collection process for software carbon emissions?

+		 +
    +
  • +
+		 +

YES → set up collection of scope 1 and scope 2

+
    +
  • Split the carbon emissions by scope for categorization purposes
    • +
  • Are there clear definitions of the boundary of types of software applications to be measured?
    • +
  • Does the IT organisation purchase RECs and or PPAs
    • +
+
+

Operational Emissions O = (E*I)

+

Calculate E (Energy) Units (KWh)

+		 +
    +
  • +
+		 +

NO → Options to consider (not exhaustive, an area which is constantly changing)

+

Example - Calculate E (Energy) Units (kW h)

+
+

Operational Emissions O = (E*I)

+

Calculate E (Energy) Units (KWh)

+		 +
    +
  • +
+		 +

YES → continue with this stage

+
+

Operational Emissions O = (E*I)

+

Calculate I (Carbon emitted per kWh of energy, gCo2/kWh) 

+		 +
    +
  • +
+		 +

NO → Options to consider (not exhaustive, an area which is constantly changing)

+
    +
  • Tools or API Datasets available as open source (e.g. WattTime API, ElectricityMap)
    • +
  • Manually calculate carbon emitted based on software component, location, grid data
    • +
+
+

Operational Emissions O = (E*I)

+

Calculate I (Carbon emitted per kWh of energy, gCo2/kWh) 

+		 +
    +
  • +
+		 +

YES → continue with this stage

+
+

Embodied Emissions M= TE *  TS * RS

+

Calculate Total Embodied Emissions (TE)

+		 +
    +
  • +
+		 +

NO → research embodied emissions of components.

+
    +
  • Manually look up embodied emissions from the manufacturer of the software component.
    • +
  • The system performs an automatic lookup of embodied emissions for software components.
    • +
+
+

Embodied Emissions M= TE *  TS * RS

+

Calculate Total Embodied Emissions (TE)

+		 +
    +
  • +
+		 +

YES → continue with this stage

+
+

Embodied Emissions M= TE *  TS * RS

+

Calculate Time Share (TS) & Calculate Resource Share (RS)

+		 +
    +
  • +
+		 +

NO →  Example Time Share of Hardware 

+
+

Embodied Emissions M= TE *  TS * RS

+

Calculate Time Share (TS) & Calculate Resource Share (RS)

+		 +
    +
  • +
+		 +

YES → continue with this stage

+
+

Functional Unit

+		 +
    +
  • +
+		 +

Example Options for Functional Unit

+
+

Are there open source cloud carbon footprint calculators?

+		 +
    +
  • +
+		 +

NO → Work with hyperscalers to provide energy and scope 3 emissions

+
+

Are there open source cloud carbon footprint calculators?

+		 +
    +
  • +
+		 +

YES → e.g. Cloud carbon footprint calculator, GitHub cloud carbon footprint tool, Boavizta cloud carbon footprint tool

+
+

Can the Impact Framework calculate carbon emissions from the cloud hyperscaler(s)?

+		 +
    +
  • +
+		 +

NO → Use the tools from Azure, Amazon, Meta etc.

+
+

Can the Impact Framework calculate carbon emissions from the cloud hyperscaler(s)?

+		 +
    +
  • +
+		 +

YES → Implement the Impact Framework

+
+

 

+

 

+ +## Stage 8 - Data Aggregation +Key areas of focus include the creation of a comprehensive dataset. In this section, we refer to carbon data. + +_Key Personas – Programme Manager(s), Product Owner(s), Business Analyst(s), Cloud Architect(s) Cloud Operations Manager(s), Software Engineer(s) Procurement Manager(s)_ + +### Capability Assessment for Stage 8 - Data Aggregation + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + + +
+

Key steps in Data Aggregation

+		 +

Basic Maturity

+		 +

Tick if done

+		 +

Developing Maturity

+		 +

Tick if done

+		 +

Advanced Maturity

+		 +

Tick if done

+
+

a. Process to calculate the SCI.

+		 +

- No defined formula or process

+

- Ad hoc or manual calculations

+		 +
    +
  • +
+		 +

- Partially documented calculations

+

- Some automation or tools used

+		 +
    +
  • +
+		 +

- Fully documented & verified

+

- Automated, repeatable process

+		 +
    +
  • +
+
+

b. Utilising the Impact Framework.

+		 +

- Framework not defined or implemented

+

- Limited awareness

+		 +
    +
  • +
+		 +

- Partial use of framework

+

- Some processes mapped to it

+		 +
    +
  • +
+		 +

- Fully integrated framework

+

- KPI alignment across IT ops

+		 +
    +
  • +
+
+

c. GreenOps approach (linking costs & carbon) for cloud hosting.

+		 +

- No cost/carbon linkage

+

- Awareness only

+		 +
    +
  • +
+		 +

- Some cost-carbon metrics

+

- Limited governance or monitoring

+		 +
    +
  • +
+		 +

- Comprehensive GreenOps model

+

- Embedded in budgeting & ops decisions

+		 +
    +
  • +
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d. Implement the tool(s) with the IT organisation.

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- Tools not selected/introduced

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- Informal use of spreadsheets

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- Tools in pilot phase

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- Some teams trained or onboarded

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- Fully deployed & adopted

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- Mature governance & user training

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e. Store all carbon calculations for IT as a temporal database.

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- No central repository

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- Ad hoc storage practices

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- Partial repository

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- Some versioning or historical data

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- Complete temporal database

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- Automated data ingestion & retrieval

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f. Establish a dashboard & workflow tool to expose carbon metrics.

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- No dashboard or manual reporting

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- Limited visibility

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- Basic dashboard

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- Partially automated workflows

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- Comprehensive, real-time dashboard

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- Automated workflows & alerts

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g. Reporting tool for carbon metrics; monitor vs. OKRs/KPIs.

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- No formal reporting

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- Minimal alignment with OKRs/KPIs

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- Some reporting capabilities

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- Partial integration with OKRs/KPIs

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- Advanced reporting

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- Direct correlation to OKRs/KPIs

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h. Continuously review industry’s carbon methodologies, tools, & processes.

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- No formal review

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- Reactive to changes

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- Periodic reviews

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- Some alignment with best practices

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- Proactive tracking of new methods

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- Integrations updated regularly

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+ +#### Steps and Outputs + +**Steps:** + +a. Process to calculate the SCI. +b. Utilising the Impact Framework: +c. We are establishing a GreenOps (linking costs and carbon) approach for cloud-based hosting. +d. Implement the tool(s) with the IT organisation. +g. Store all carbon calculations for IT operations as a temporal database. +h. Establish a dashboard and underlying workflow tool to expose the carbon metrics. +i. Establish a reporting tool for carbon metrics and monitor them against OKRs and KPIs. +j. Continuously review the industry's carbon emission methodologies, tools, and processes. + +**Outputs:** +k. Impact Framework Results +l. Carbon Usage Metric Database - Example Carbon Usage Metric - Database Schema +k. Carbon Usage Tool +l. Carbon Emission Methodologies - Example Carbon Emission Methodologies + +Data aggregation involves compiling carbon data from various sources to create a comprehensive dataset. This process involves combining and summarising data to provide a holistic view of performance and trends. Aggregated data helps in identifying broader patterns and insights that may not be apparent from individual data points. + +#### Checklist + + + + + + + + + + + + + + +
+

Has the IT organisation established GreenOps (cost and cloud consumption)?

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+		 +

Example – Establishing GreenOps

+
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Review other methodologies/tools and carbon emissions

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Continuously review and monitor new and changed methodologies and tools to monitor carbon emissions

+
+

 

+ + + +Stage 9 – Validate Data Accuracy +Key areas of focus include the validation of data. In this section, we refer to carbon data. + +Key Personas – IT Leader(s), Programme Manager(s), Product Owner(s), Business Analyst(s), Cloud Architect(s), Cloud Operations Manager(s), Software Engineer(s), Procurement Manager(s) +Capability Assessment for Stage 9 - Validate Data Accuracy +Key steps in Validate Data Accuracy +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Establishing baseline carbon emissions. +- No formal baseline +- Partial data coverage + + +- Preliminary baseline +- Some data validation + + +- Fully validated, org-wide baseline +- Consistent methodology + + +b. Framework for baselining carbon emissions by software type. +- No standard framework +- Ad hoc approach + + +- Preliminary framework +- Applied to some software categories + + +- Comprehensive framework +- Covers all software categories + + +c. Reviewing tools & approaches for AI models/applications. +- Limited or outdated tools +- No standard review process + + +- Some tool evaluation +- Partial alignment with best practices + + +- Ongoing reviews & updates +- Robust AI-specific processes + + +d. Formalising data quality checks. +- No defined data checks +- Errors found ad hoc + + +- Basic validation rules +- Some documented checks + + +- Rigorous QA processes +- Automated checks & monitoring + + +e. Working with Compliance & Regulations team to review data. +- Minimal engagement +- Reactive to compliance needs + + +- Periodic reviews +- Some compliance alignment + + +- Proactive partnership +- Compliance embedded in data reviews + + +f. Creating the exception report process. +- No formal exception reporting +- Issues rarely documented + + +- Basic exception reports +- Some root-cause analysis + + +- Mature exception handling +- Automated alerts & resolution process + + + + +Steps and Outputs +Steps: +We are establishing baseline carbon emissions. +The project aims to provide a framework for baselining carbon emissions based on the type of software. +Reviewing the tools and approaches for AI models/applications. +We are formalising the data quality checks. +Working with the Compliance and Regulations team to review the data. +Creating the exception report process. +Outputs: + h. Carbon Emission Baseline Data - Example Carbon Emissions Baseline Data + I. Data Quality Checks - Example Data Quality Checks + j. Exception Reports - Example Exception Report + + +Validating data accuracy is essential to ensure the reliability of the data collected for carbon metrics. This type of validation involves checking the data for errors, inconsistencies, and completeness. Validation processes may include cross-referencing data with other sources, conducting audits, and using automated tools to detect anomalies. Accurate data is crucial for making sound decisions and assessments. +Checklist +Does the organisation have to consider AI tools and approaches? + + +NO → Continue + + +Does the organisation have to consider AI tools and approaches? + + +YES → Determine the use case of AI tools and approaches. Validate the impact to the IT sustainable strategy. Example - AI Tools and Approaches +Has the organisation baselined carbon emissions for their software applications? + + +Example - Carbon Emissions Baseline Data +Does the IT organisation have data quality checks in place for carbon emissions across the scope? + + +NO → Set up data quality check approaches - Example Data Quality Check Approach +Does the IT organisation have data quality checks in place for carbon emissions across the scope? + + +YES → Data Quality Checks - Example Data Quality Checks + + +Stage 10 – Tracking & Analysis Data Aggregation +Key areas of focus include the monitoring and performance of the metrics. In this section, we refer to carbon data. + +Key Personas – IT Leader(s), Programme Manager(s), Product Owner(s), Business Analyst(s), Cloud Architect(s), Cloud Operations Manager(s), Software Engineer(s) +Capability Assessment for Stage 10 - Tracking & Analysis Data Aggregation +Key steps in Tracking & Analysis Data Aggregation +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Establish a group to review carbon emissions baseline data for different hosting options. +- No formal group +- Ad hoc reviews only + + +- Informal working group +- Some documented reviews + + +- Dedicated team with clear mandate +- Regular, structured reviews + + +b. Determine if AI models/applications should have a separate review process. +- No separate process +- AI treated as general workload + + +- Partial distinction for AI +- Some specialized review steps + + +- Fully defined AI review +- Tailored criteria & procedure + + +c. Provide energy/carbon reduction recommendations for owned data centres. +- No formal recommendations +- Reactive measures only + + +- Basic recommendations +- Some follow-up or tracking + + +- Comprehensive plan +- Continuously updated & monitored + + +d. Provide energy/carbon reduction recommendations for co-located data centres. +- No guidance +- Dependent on vendor initiatives + + +- Some recommendations +- Limited partnership with providers + + +- Collaborative strategy +- Regularly refined & measured + + +e. Provide energy/carbon reduction recommendations for cloud hosting. +- No cloud-specific guidance +- Minimal awareness of cloud footprint + + +- Some best-practice guidelines +- Partial alignment with provider tools + + +- Mature, cloud-optimized recommendations +- Integrated across all cloud usage + + +f. Provide energy/carbon reduction recommendations for AI applications. +- No specialized guidance +- Ad hoc improvements only + + +- Limited guidelines for AI +- Some performance metrics tracked + + +- Comprehensive AI strategy +- Continuous optimizations & frameworks + + +g. Continuously add/improve energy/carbon reduction recommendations for all hosting options. +- No process for updates +- Static or outdated recommendations + + +- Periodic updates +- Some monitoring for improvement needs + + +- Ongoing updates based on feedback +- Formal governance for continuous improvement + + +h. Continuously add/improve energy/carbon reduction recommendations for AI applications. +- No ongoing revisions +- AI treated as generic workload + + +- Ad hoc updates +- Some specialized AI improvements + + +- Regular enhancements based on AI-specific data +- Formal improvement cycle + + +i. Review options to run workloads at low/zero carbon intensity locations. +- No location-based approach +- Minimal awareness of local carbon intensity + + +- Occasional location checks +- Some shift of workloads + + +- Proactive location-based planning +- Automated or near-automated workload shifts + + +j. Establish processes to move workloads for low/zero carbon intensity hosting. +- No formal process +- Manual/one-off migrations + + +- Some guidelines +- Partially automated or scheduled moves + + +- Fully automated, policy-driven migrations +- Clear governance & triggers + + +k. Establish a reporting tool for carbon metrics; monitor vs. OKRs/KPIs. +- No formal reporting +- Minimal tie to organizational goals + + +- Basic reporting +- Some linkage to OKRs/KPIs + + +- Robust reporting platform +- Direct integration with OKRs/KPIs + + +l. Continuously review industry carbon emission methodologies, tools, & processes. +- No formal review +- Reactive approach only + + +- Some periodic scanning +- Partial alignment with emerging standards + + +- Proactive, scheduled reviews +- Integrate latest best practices promptly + + +m. Update carbon emissions calculations based on recommendation changes. +- No formal update process +- Infrequent recalculations + + +- Ad hoc updates after major changes +- Some documented triggers + + +- Systematic, timely recalculations +- Clearly defined update triggers + + + + +Steps and Outputs +Steps: +Establish a group to review the carbon emissions baseline data for the different hosting options. +Determine if the AI models/applications should have a separate review process. +Provide energy and carbon reduction recommendations for owned data centres. +Provide energy and carbon reduction recommendations for co-located data centres. +Provide energy/carbon reduction recommendations for cloud hosting. +Provide energy/carbon reduction recommendations for AI applications. +Continuously add and improve the energy/carbon reduction recommendations for all types of hosting options. +Continuously add and improve the energy/carbon reduction recommendations for AI applications. +Review options to run workloads from low/zero carbon intensity for hosting options based on location. +Establish processes to move workloads when there is low/zero carbon intensity for hosting options. +Establish a reporting tool for carbon metrics and monitor them against OKRs and KPIs. +Continuously review the industry's carbon emission methodologies, tools, and processes. +Update the carbon emissions calculations based on any recommendation changes. +Outputs: +Governance and Review – Example Governance Review +Recommendations for the Software Application – Example Recommendations for the Software Application +Carbon Usage Metric Database – Example Carbon Usage Metric - Database Schema + +Tracking and analysis involve monitoring the progress and performance of implemented tools and processes for carbon. The process includes collecting data on key performance indicators (KPIs), analysing this data to assess performance against targets, and identifying trends or issues that need to be addressed. Effective tracking and analysis enable organisations to make informed decisions and necessary adjustments to their implementation plans. +Checklist +Governance and review process for the carbon emission data and tools? + + +Governance and Review – Example Governance Review +Scope 1 and 2 emissions - software reduction recommendations + + +Examples to reduce energy from software for scope 1 and 2 emissions - Scope 1 and 2 Software Reductions +Co-located software emission reduction recommendations + + +Examples - Co-located Reductions +Cloud carbon reduction recommendations + + +Examples - Cloud Carbon Reductions +AI carbon emission recommendations + + +Examples - AI carbon reductions +Can the software component run in a location with low / zero carbon intensity? + + +NO → Establish processes / data to determine low / zero carbon intensity for on prem / co located data centres / cloud - Example - Carbon Intensity Shifting +Can the software component run in a location with low / zero carbon intensity? + + +YES → Recalculate carbon emissions from software components + + +Stage 11 - Trend Analysis +Key areas of focus include the identification of patterns and trends to provide insights. In this section, we refer to carbon data. + +Key Personas - IT Leader(s), Programme Manager(s), Product Owner(s), Business Analyst(s), Finance Manager(s) +Capability Assessment for Stage 11 - Trend Analysis +Key steps in Trend Analysis +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Continuously check if baseline data in carbon temporal database for software applications needs further calculations. +- No ongoing checks +- Updates ad hoc + + +- Periodic reviews +- Some triggers for recalculation + + +- Automated, continuous checks +- Well-defined triggers for updates + + +b. Provide approaches to manage trade-offs between carbon and other priorities to IT teams. +- No formal guidance +- Carbon vs. other priorities ad hoc + + +- Some documented trade-off strategies +- Limited stakeholder training + + +- Comprehensive frameworks +- Consistently applied & reviewed by all teams + + +c. Implement or embed carbon considerations into SRE practices. +- No carbon focus in SRE +- SRE purely operational + + +- Some carbon-related SRE metrics +- Partial alignment with SRE workflows + + +- Fully integrated carbon-focused SRE +- Carbon metrics are core SRE KPIs + + +d. Continuously provide recommendations for trade-off strategies. +- No review mechanism +- Static or outdated guidelines + + +- Regular updates +- Some stakeholder feedback considered + + +- Ongoing enhancement +- Proactive engagement with all stakeholders + + +e. Establish governance policies to monitor baseline data, data accuracy, and reviewing standards. +- No formal governance +- Little or no data validation + + +- Some governance rules +- Inconsistent enforcement + + +- Well-defined governance +- Automated checks & continuous audits + + +f. Establish a culture of continuous improvement. +- No formal improvement process +- Reactive approach + + +- Some improvement initiatives +- Periodic retrospectives + + +- Embedded in organisational DNA +- Ongoing feedback loops + + +g. Communicate the dashboard and any carbon scoring for software applications. +- No dashboards or scoring +- Internal knowledge only + + +- Basic dashboard +- Limited distribution or detail + + +- Comprehensive, real-time dashboards +- Broad visibility across teams + + +h. Review carbon budgeting techniques. +- No budgeting approach +- Ad hoc spending or tracking + + +- Initial exploration of carbon budgets +- Some pilot programs + + +- Established carbon budgeting +- Aligned with financial budgets & goals + + +i. Assess whether the IT organization can establish carbon budgets for IT operations. +- No formal feasibility study +- Unclear ownership or accountability + + +- Preliminary assessment +- Some potential budget outlines + + +- Clear carbon budgeting framework +- Fully integrated with operational decisions + + + + +Steps and Outputs +Steps: +Continuously check if the baseline data in the carbon temporal database for software applications requires further calculations. +Provide approaches to manage trade-offs between carbon and other priorities to IT teams. +Implement or embed carbon into SRE practices. +Continuously provide recommendations for trade-off strategies. +Establish governance policies to monitor against the baseline data, accuracy of the data and reviewing standards. +Establish a culture of continuous improvement. +Communicate the dashboard and any carbon scoring for software applications. +Review carbon budgeting techniques. +Assess whether the IT organisation can establish carbon budgets for IT operations. +Outputs: +Trade-Off Decisions - Example Trade Off Decisions +Carbon Budgets - Example Carbon Budgets + +Trend analysis is the examination of data over time to identify patterns, trends, and insights for carbon usage data. The process involves analysing aggregated data to detect changes, forecast future performance, and inform strategic planning. Trend analysis helps organisations understand the effectiveness of their implementation efforts and make proactive adjustments to stay on track with their goals. +Checklist +After the baseline review, does the SME's require additional calculations of the carbon emissions? + + +NO → Continue with next steps +After the baseline review, does the SME's require additional calculations of the carbon emissions? + + +YES → Determine the additional calculations and change processes, data, and tools to accommodate the changes +Does the organisation have practices for site reliability engineering? + + +NO → Initiate discussions to set up site reliability engineering practices. Example - Site Reliability Engineering Approaches +Does the organisation have practices for site reliability engineering? + + +YES → Continue with next steps +Can the IT teams fulfil the IT sustainable strategy and fulfil business, cost, delivery outcomes and manage trade-offs? + + +NO → Discuss with management the trade-offs and next steps. +Can the IT teams fulfil the IT sustainable strategy and fulfil business, cost, delivery outcomes and manage trade-offs? + + +YES → Continue with next steps +Are there internal governance policies to monitor progress against baseline accuracy and address breaches of standards? + + +NO → Set up governance policies +Example - Governance Policy Approach +Are there internal governance policies to monitor progress against baseline accuracy and address breaches of standards? + + +YES → Continue with next steps +Is the IT organisation mature enough to introduce carbon budgeting processes or improve them? + + +NO → Continue with next steps +Is the IT organisation mature enough to introduce carbon budgeting processes or improve them? + + +YES → Carbon Budgets - Example Carbon Budgets + + + +Operational Pillar +Operational strategies within organisations are essential for maximising overall performance, advancing sustainability initiatives, and achieving key business objectives in a competitive and rapidly evolving landscape. These strategies embrace a comprehensive range of methods, frameworks, and practices aimed at enhancing efficiency and effectiveness across various operational domains while aligning with broader organisational goals. By integrating sustainability into operational strategies, organisations can reduce their environmental impacts, drive innovation, create value for stakeholders, and improve resilience in the face of regulatory, market, and societal changes. +Stage 12 – Decision-Making Tools +Leveraging advanced analytics, data-driven frameworks, and scenario planning to support informed and strategic decisions that balance cost, performance, and sustainability goals. + +Key Personas – Technology Innovator, Programme Manager, Product Owner +Capability Assessment for Stage 12 - Decision-Making Tools +Key steps in Decision-Making Tools +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Decide whether a tool will be developed, purchased, or a combination of both to calculate carbon emissions. +- No formal decision +- Ad hoc or unclear approach + + +- Some criteria established +- Partial alignment with sustainability needs + + +- Clear, well-documented decision +- Fully aligned with sustainability goals + + +b. Complete training plans for carbon emissions. +- No formal training +- Limited awareness + + +- Basic training plan +- Some staff participation + + +- Comprehensive training program +- Ongoing staff development & certification + + +c. Monitor training. +- No monitoring +- Training impact unknown + + +- Some tracking of attendance +- Limited feedback loops + + +- Continuous monitoring & assessment +- Actionable improvements made regularly + + +d. Educate the IT teams on the tool used for carbon emissions. +- No specific tool training +- Limited user adoption + + +- Some tool introductions +- Partial usage across IT teams + + +- Structured, ongoing tool education +- High adoption & proficiency + + + + +Steps and Outputs +Steps: +Decide whether a tool will be developed, purchased, or a combination of both to calculate carbon emissions. +Complete training plans for carbon emissions. +Monitor training. +Educate the IT teams on the tool used for carbon emissions. +Outputs: +Training plan for IT teams – Example Training Plan for IT Teams +Checklist +Does the team have the knowledge and skills required to measure and track carbon emissions? + + +YES → Move to the next step +Does the team have the knowledge and skills required to measure and track carbon emissions? + + +NO → develop a training plan for IT Teams +External Resources: +GSF Principles +GSF Fundamentals Course +CNCF (Cloud Native Computing First) +FinOps Sustainability +IT sustainability training plan + + +Example Training Plan for IT Teams + + + +Stage 13 – Transformation Execution + +We are implementing structured methodologies and change management practices to effectively transition to more sustainable and efficient operational models, ensuring alignment with long-term strategic goals. + +Key Personas – Programme Manager, Product Owner, Project Manager, Business Analyst, DevOps Engineer, Data Architect, Cloud Architect, Cloud Engineer +Capability Assessment for Stage 13 - Transformation Execution +Key steps in Transformation Execution +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Determine whether IT sustainability is implemented in the project/change section of the organization. +- No formal consideration of IT sustainability +- Sporadic or ad hoc inclusions + + +- Some sustainability considerations +- Partial integration in project/change processes + + +- Embedded sustainability in all project/change efforts +- Proactive alignment with sustainability goals + + +b. Implement the metrics in the software lifecycle methodology used by the IT organization. +- Metrics not incorporated +- Minimal or no tracking + + +- Some sustainability metrics included +- Partial tracking in lifecycle stages + + +- Comprehensive metrics fully integrated +- Automated tracking throughout the lifecycle + + +c. Implement the metrics into other frameworks used in the IT organization (e.g., DORA, deployment frequency). +- No extension of sustainability metrics +- Siloed data and processes + + +- Some metrics implemented in selected frameworks +- Basic alignment with existing performance measures + + +- Sustainability metrics deeply embedded in all relevant frameworks +- Holistic, real-time performance and impact reporting + + + + +Steps and Outputs +Steps: +Determine whether IT sustainability has been implemented in the project/change section of the organisation. +Implement the metrics in the software lifecycle methodology used by the IT organisation. +Implement the metrics into any other frameworks used in the IT organisation, e.g. DORA, deployment frequency, etc. +Outputs: +Project Sustainable Metrics. Example Project Sustainable Metrics +Project Sustainable Processes and Guidance. Example - Project Sustainable Processes and Guidance +Checklist + +Implement metrics into the project frameworks used in the IT organisation + + + + +Implement the carbon emission metric into the software application life-cycle methodology +Agile methodology +Scrum methodology +Lean methodology +Waterfall methodology +Extreme Programming (XP) methodology +Scrumban methodology +Feature-driven development (FDD) methodology +DevOps methodology +Prince2 methodology +Implement monitoring practices into the project frameworks used in the IT organisation + + +Implement the monitoring of the carbon emission metrics, utilising SRE and Carbon Usage Metric - Database Schema + + + + +Stage 14 – Prioritisation of Energy-Efficient Solutions + +Identifying and prioritising initiatives that promote the use of energy-efficient technologies and processes, reducing both operational costs and carbon footprints. + +Key Personas – Programme Manager, Project Manager, Business Analyst, DevOps Engineer, Data Architect, Cloud Architect, Cloud Engineer +Capability Assessment for Stage 14 - Prioritisation of Energy-Efficient Solutions +Key steps in Prioritisation of Energy-Efficient Solutions +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Determine the type of software — new or existing. +- No formal classification +- Ad hoc approach to new vs. existing software + + +- Some criteria for classifying +- Partial consideration of energy needs + + +- Clear process to classify +- Energy impact regularly assessed for each category + + +b. For new software, determine the choice for hosting. +- Hosting choice not driven by energy concerns +- Minimal or no energy data used + + +- Some energy-efficiency considerations +- Partial alignment with sustainability goals + + +- Hosting decision fully integrates energy impact +- Ongoing review & optimization + + + + +Steps and Outputs +Steps: +Determine the type of software — new or existing. +For new software, determine the choice for hosting. +Outputs: +Software hosting options. Example - Overview of Software Hosting Considerations +Checklist +Types of software application + + +Example -Type of Software Applications +Where will the application be hosted? + + +Example - Hosting Application - Questions +Software hosting options + + +Example - Hosting Factors and Considerations + + +Stage 15 – Integrate Eco-Friendly Practices + +Embedding sustainability into day-to-day operations, including the adoption of circular economy principles, waste reduction practices, and sustainable procurement policies. + +Key Personas – Programme Manager, Project Manager, Business Analyst, DevOps Engineer, Data Architect, Cloud Architect, Cloud Engineer +Capability Assessment for Stage 15 - Integrate Eco-Friendly Practices +Key steps in Integrate Eco-Friendly Practices +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Check whether the baseline data is available for types of software. +- No formal baseline data +- Ad hoc data collection + + +- Partial baseline data +- Some tools/processes in place + + +- Comprehensive data sets +- Automated collection & ongoing validation + + +b. Ensure there are regular reviews of carbon emissions across different environments. +- Rare or no reviews +- Reactive approach to emissions + + +- Scheduled reviews +- Limited automation or consistency + + +- Frequent, structured reviews +- Fully automated tracking & alerts + + +c. Implement governance and communications for regular reviews. +- No governance framework +- Minimal awareness or communication + + +- Basic governance processes +- Occasional stakeholder updates + + +- Formal governance structure +- Transparent, consistent comms for all stakeholders + + + + +Steps and Outputs +Steps: +Check whether the baseline data is available for types of software. +Ensure there are regular reviews of carbon emissions across the different environments. +Implement governance and communications for regular reviews. +Outputs: +This is a reference database for baseline emissions. Example - Reference Database Schema +Energy / Carbon Usage tool for production applications.Example - Spec for Carbon Usage Tool +SDLC checklist. Example - SDLC Checklist +Checklist +Has the application team set regular reviews of the carbon emissions in production, test, and dev environments? + + +YES → Review the carbon emissions usage metric database for application type and utilise insights for software development process +Move to the next stage (16) +Has the application team set regular reviews of the carbon emissions in production, test, and dev environments? + + +NO → Move back to Implementation Pillar and create a reference database for baseline and application-type carbon emissions + + +Stage 16 - Green Non-Functional Requirements + +The process involves defining and incorporating environmental sustainability considerations, such as energy efficiency, carbon neutrality, and resource optimisation, in the design and development of IT systems, products, and infrastructure. + +Key Personas – Programme Manager, Project Manager, Business Analyst, DevOps Engineer, Data Architect, Cloud Architect, Infrastructure Engineer +Capability Assessment for Stage 16 - Green Non-Functional Requirements +Key steps in Green Non-Functional Requirements +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Plan software application (architecture & NFRs). +- No structured planning +- Ad hoc approach to NFRs + + +- Some planning methods +- Partial incorporation of NFRs + + +- Formal, documented planning +- Comprehensive NFR integration + + +b. Determine application architecture based on requirements. +- Architecture decisions undocumented +- Minimal sustainability consideration + + +- Some architectural guidelines +- Limited sustainability alignment + + +- Robust architectural framework +- Strong sustainability focus + + +c. Include vendor & procurement options/decisions. +- No formal vendor evaluation +- Ad hoc procurement + + +- Some vendor selection criteria +- Partial sustainability weighting + + +- Comprehensive vendor assessment +- Sustainability & carbon metrics integrated + + +d. Ensure architecture reviews during planning & development. +- Irregular or nonexistent reviews +- Limited stakeholder input + + +- Scheduled reviews +- Some documentation & feedback loops + + +- Continuous review process +- Automated checks & cross-functional input + + +e. Check decisions against carbon-reducing principles. +- No carbon principles applied +- Unclear or ad hoc approach + + +- Some carbon guidelines +- Partial alignment in decisions + + +- Formal, embedded carbon principles +- Documented alignment & traceability + + +f. Check production app carbon emissions vs. forecast targets. +- No emissions tracking +- Ad hoc or minimal forecasting + + +- Basic tracking +- Some variance analysis vs. targets + + +- Automated tracking & forecasting +- Ongoing variance analysis & remediation + + +g. Ensure AI components are reviewed for energy efficiency. +- No AI-specific review +- Energy usage unknown + + +- Some energy-focused checks +- Limited AI governance + + +- Comprehensive AI energy review +- Embedded in all AI lifecycle stages + + +h. Optimize AI models by evaluating options. +- No optimization +- Default AI settings used + + +- Periodic optimization +- Limited tooling or analysis + + +- Rigorous, ongoing optimization +- Advanced tools & systematic evaluation + + +i. Check environment-level carbon emissions vs. forecasts. +- No environment-specific tracking +- Inconsistent or incomplete data + + +- Some environment-level checks +- Basic forecasting process + + +- Automated, environment-level monitoring +- Real-time analytics & alerting + + +j. Optimize the application for higher environments. +- No optimization strategy for non-prod/prod environments +- Reactive approach only + + +- Some standard practices +- Limited performance or carbon checks + + +- Proactive optimization strategy +- Continuous performance & carbon monitoring + + +k. Determine carbon emissions results based on architecture, code, or implementation. +- No structured analysis +- Emissions impacts not considered + + +- Some code/architecture reviews +- Partial carbon impact assessments + + +- Some code/architecture reviews +- Partial carbon impact assessments + + +l. Implement continuous monitoring. +- Ad hoc or manual monitoring +- Inconsistent data collection + + +- Basic automated monitoring +- Some alerting & reporting + + +- Fully automated, continuous monitoring +- Proactive alerts & integrated dashboards + + + + +Steps and Outputs +Steps: +Planning the software application, including architecture and non-functional requirements. +Determine the architecture for the application based on requirements. +Include vendor and procurement options and decisions. +Ensure architecture reviews during the planning and development stages. +Check the decisions with the carbon-reducing principles. +Check the carbon emissions for applications in production and if they meet forecast targets. +Ensure AI components are reviewed against energy-efficient choices. +Optimise AI models by evaluating their options. +Check the carbon emissions for the environments against forecasts +Optimise the application for higher environments. +Determine the carbon emissions results based on the software architecture, code, or implementation. +Implement continuous monitoring. +Outputs: +Sustainable NFR. Example - Sustainable NFR +Application carbon metrics. Example Application Carbon Metrics +Architecture design and decisions and rationale. Example - Architecture Design +Production based application optimisation decisions and rationale. Example - Production Optimization +Architecture review and decisions. Example - Architecture Review +Checklist +Planning the Software application + + +Example - Planning the Software Application +Determine the architecture for the application, based on the business requirements for the solution + + +Example - Architecture for the Application +AI - model optimisations + + +Example - AI - Model Optimisation + + +Stage 17 – Energy / Carbon Metrics from Dev / Test Environments + +Establishing robust mechanisms to measure, monitor, and optimise the energy and carbon impact of development, testing, and operational processes, ensuring alignment with sustainability benchmarks. + +Key Personas – Project Manager, Architect, Cloud Architect, Data Architect, Infrastructure Engineer, Cloud Developer, Cloud Security Specialist, Cloud Operations Manager, SRE – Cloud Engineer, Dev Ops Engineer +Capability Assessment for Stage 17 - Energy / Carbon Metrics from Dev / Test Environments +Key steps in Energy / Carbon Metrics from Dev / Test Environments +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Develop the software with carbon emissions and energy usage considerations. +- No formal process +- Ad hoc awareness only + + +- Some guidelines for energy efficiency +- Limited enforcement + + +- Formal, documented practices +- Regularly enforced & measured + + +b. Store carbon emission metrics from the development environment. +- No tracking of carbon metrics +- Data not retained + + +- Some manual data capture +- Inconsistent or partial storage + + +- Automated metric capture +- Centralized, consistent database + + +c. Test the software with business, architecture & carbon considerations. +- Carbon considerations ignored in testing +- Focus purely on functional testing + + +- Some carbon-related test cases +- Limited coverage or frequency + + +- Comprehensive testing approach +- Carbon metrics a standard test dimension + + +d. Store carbon emission metrics from the test environment. +- No metric collection during testing +- Data unavailable post-test + + +- Partial or manual metric capture +- Sporadic storage + + +- Fully automated capture +- Central repository integrated with QA + + +e. Deploy the application into production. +- Deployment with no carbon impact tracking +- No integrated sustainability checks + + +- Some checks included +- Limited or optional gating for carbon considerations + + +- Formal gating with carbon goals +- Deployment guided by sustainability targets + + +f. Store carbon emission metrics from the production environment. +- No production metrics +- No feedback loop + + +- Some production metric capture +- Limited or manual collation + + +- Continuous, automated metric capture +- Data fed into analytics platform + + +g. Review carbon emissions against the project priorities. +- No formal review process +- Emissions not compared with priorities + + +- Periodic reviews +- Some correlation with project objectives + + +- Ongoing, structured reviews +- Carbon goals embedded in overall project KPIs + + +h. Analyse carbon emission data for insights and improvements. +- No analysis or improvement plan +- Data sits unused + + +- Occasional analysis or reports +- Limited improvement actions + + +- Full analytics integration +- Iterative improvements with clear accountability + + + +Steps and Outputs +Steps: +Develop the software with carbon emissions and energy usage considerations. +Store the carbon emission metrics from the development environment. +Test the software based on business requirements, architecture patterns, and carbon emission considerations. +Store the carbon emission metrics from the test environment. +Deploy the application into production. +Store the carbon emission metrics from the production environment. +Review carbon emissions against the project priorities. +Analyse the carbon emission data for analysis and insights for improvements. +Outputs: +The focus is on development environment metrics. Example - Development Environment Metrics +Test environment carbon metrics. Example Test Environment Metrics +The production environment includes carbon metrics. Example Production Environment Metrics +The focus is on continuous improvement environment metrics. Example - Continuous Improvement Environment Metrics +This study focusses on comparing data and insights. Example - Comparative Data and Insights + +Stage 18 – Energy / Carbon Metrics from Decommissioned Plans + +Developing comprehensive decommissioning strategies that quantify and minimise the environmental impact of retiring outdated systems and infrastructure while maximising recycling and reuse opportunities. + +Key Personas – Project Manager, Architect, Cloud Architect, Data Architect, Infrastructure Engineer, Cloud Developer, Cloud Security Specialist, Cloud Operations Manager, SRE – Cloud Engineer, Dev Ops Engineer +Capability Assessment for Stage 8 - Energy / Carbon Metrics from Decommissioned Plans +Key steps in Energy / Carbon Metrics from Decommissioned Plans +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Review tradeoffs between IT sustainability and other requirements. +- No formal tradeoff discussions +- Ad hoc or siloed approach + + +- Some documented discussions +- Partial integration with project planning + + +- Well-defined tradeoff framework +- Sustainability consistently weighed against other requirements + + +b. Determine if there are any decommission plans (hardware and software). +- No formal decommission strategy +- Reactive or on-demand disposal + + +- Basic plan for some assets +- Limited alignment with sustainability goals + + +- Comprehensive decommission strategy +- Proactive approach for sustainability and cost savings + + +c. Capture decommission carbon emission data. +- No metrics captured +- No tracking post-decommission + + +- Some metrics tracked +- Inconsistent or partial data collection + + +- Automated, comprehensive capture +- Data feeds into sustainability reporting + + + + +Steps and Outputs +Steps: +Review the tradeoffs between IT sustainability and other requirements. +Determine if there are any decommission plans (hardware and software). +Capture the decommission carbon emission data. +Outputs: +Trade off decisions and rationale. Example Trade off Decisions +Carbon data from decommissioned applications. Example Carbon Data from Decommissioned Applications + +An operational strategy is a vital framework for enhancing organisational performance, driving sustainability, and achieving key business objectives. It involves a coordinated set of practices and methods aimed at improving efficiency, effectiveness, and environmental responsibility across all operational areas. By lining up these parts with goals, an operational strategy encourages new ideas, adaptability, and value creation while lowering the impact on the environment. This feature helps a business succeed in the long term in a way that is both competitive and sustainable. This pillar will continuously evolve based on the strategy and implementation pillar. +Checklist +Are operations and SDLC releases supporting strategy and business outcomes? + + +NO → Refine processes in the implementation and operational stages +Are operations and SDLC releases supporting strategy and business outcomes? + + +YES → Continue with next steps +Are operations in line with or responsive to both existing and upcoming regulations? + + +NO → Refine processes in the operational stages to respond to upcoming regulations +Are operations in line with or responsive to both existing and upcoming regulations? + + +YES → Continue with next steps +Is more data needed to better inform operational decisions or measure progress? + + +NO → Refine data in the operational stages to perform better decisions +Is more data needed to better inform operational decisions or measure progress? + + +YES → Continue with next steps + + + +Compliance and Regulations Pillar +Compliance and regulations are essential for organisations to ensure transparency by disclosing sustainability efforts, meeting legal requirements, and aligning with business objectives. These strategies involve robust governance, proactive assessment of regulations, effective stakeholder management, and clear communication. By focusing on data gathering, auditing, and reporting, organisations can bridge gaps between current practices and regulatory demands, ensuring environmental accountability while driving business success. + +Stage 19 – Governance +Strong governance frameworks establish accountability and oversight, ensuring compliance strategies are effectively implemented and aligned with organisational goals. + +Key Personas – Board of Directors, Executive Leadership Team, internal Regulator, Compliance Officer, ESG Leader(s) +Capability Assessment for Stage 19 - Governance +Key steps in Governance +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Set up a governance team to review regulations for all impacted jurisdictions. +- No formal governance team +- Ad hoc compliance checks + + +- Partial governance structure +- Some regular regulation reviews + + +- Dedicated governance function +- Proactive, comprehensive regulatory monitoring + + +b. Set up regular reviews of the governance approach and continuously refine. +- Governance approach rarely reviewed +- Little to no refinement + + +- Scheduled governance reviews +- Some updates based on feedback + + +- Continuous improvement loop +- Governance approach evolves with organisational needs + + + + +Steps and Outputs +Steps: +Set up a governance team to review regulations for all impacted jurisdictions. +Set up regular reviews of the governance approach and continuously refine. +Outputs: +Regulations and Compliance Governance Terms of Reference. Example Regulations and Compliance ToR +Checklist +Does the organisation have a department/team that regularly reviews external regulations per jurisdiction? + + +NO → Are there regular reviews of the governance approach? +Ensure the governance committee for compliance has a shared mission, approach, and meeting cadence for reviews. +Foster communication to keep compliance and regulations team aligned with committee decisions +Does the organisation have a department/team that regularly reviews external regulations per jurisdiction? + + +YES → Move to stage 21 + + + +Stage 20 – Environmental Regulations + +Adherence to environmental regulations ensures organisations operate within legal boundaries while reducing their ecological footprints. + +Key Personas – Internal Regulator, Compliance Officer, Compliance Team, ESG Leader(s) +Capability Assessment for Stage 20 - Environmental Regulations +Key steps in Environmental Regulations +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Ensure the teams are assessing the regulations. +- No formal assessment +- Ad hoc or reactive approach + + +- Some assessment process +- Partial alignment with business needs + + +- Fully documented process +- Proactive, organisation wide engagement + + +b. Hire SMEs where there are knowledge gaps. +- No subject matter experts +- Reliance on generalist knowledge + + +- Some SME involvement +- Limited or informal knowledge sharing + + +- Dedicated SMEs covering key areas +- Structured knowledge transfer programs + + +c. Continuously review the regulations. +- No review cycle +- Regulations addressed on an as-needed basis + + +- Scheduled, periodic reviews +- Some tracking of changes + + +- Ongoing, automated updates +- Integrated into governance & risk management + + +d. Teams to monitor upcoming regulations. +- No monitoring +- Changes discovered after they’re in effect + + +- Partial monitoring +- Some alerts or notifications + + +- Comprehensive tracking +- Proactive analysis & readiness planning + + + + +Steps and Outputs +Steps: +Ensure the teams are assessing the regulations. +Hire SME’s where there are knowledge gaps. +Continuously review the regulations. +Teams to monitor upcoming regulations. +Outputs: +Compliance and Regulations Team Responsibilities. Example Regulations and Compliance Team Responsibilities + +Checklist +Are the teams assessing regulations in the jurisdictions where the company is operating? + + +NO → +Ensure teams are trained and knowledgeable enough for regulatory analysis in the relevant jurisdictions +Are the teams assessing regulations in the jurisdictions where the company is operating? + + +YES → Move to stage 21 +Continuously review the regulations by monitoring meetings and any other format based on the regulator comms approach + + +Formalize responsibilities of the team to monitor jurisdictions and update on communications +Example Regulations and Compliance Team Responsibilities + + +Stage 21 – Assessment of Upcoming Regulations + +Actively analysing upcoming regulations allows organisations to anticipate changes and adjust strategies to remain compliant and competitive. + +Key Personas – Internal Regulator, Compliance Officer, Compliance Team, ESG Leader(s) +Capability Assessment for Stage 21 - Assessment of Upcoming Regulations +Key steps in Assessment of Upcoming Regulations +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. There are regular meetings with external regulators. +- No/few direct engagements +- Minimal regulatory relationship + + +- Some scheduled meetings +- Partial alignment with regulatory priorities + + +- Ongoing, proactive dialogue +- Strong, collaborative relationships + + +b. Regular updates from policymakers. +- No structured updates +- Ad hoc awareness of policy changes + + +- Periodic briefings or newsletters +- Some internal distribution + + +- Comprehensive, timely policy monitoring +- Active integration into business plans + + +c. Updates from industry stakeholders & consumers. +- Infrequent or unstructured feedback +- Little stakeholder collaboration + + +- Some stakeholder input +- Partial use in planning + + +- Continuous stakeholder engagement +- Formal mechanisms for ongoing feedback + + +d. Split the updates into mandatory, voluntary, & disclosures. +- No formal categorization +- Updates treated uniformly + + +- Basic categorization +- Some processes to handle each category differently + + +- Clear, systematic classification +- Tailored processes for each category + + +e. Assess the impact of regulations on company operations & products. +- No or minimal impact assessment +- Reactive approach + + +- Some structured impact assessments +- Partial integration into planning + + +- Thorough, ongoing impact analysis +- Fully integrated into strategic decision-making + + +f. Set up a database/tool to manage all regulations (risks, timelines, etc.). +-No centralized tool +- Regulations tracked ad hoc + + +- Some basic repository +- Limited features or manual updates + + +- Comprehensive, automated system +- Real-time updates & enterprise-wide access + + + + +Steps and Outputs +Steps: +There are regular meetings with external regulators. +Regular updates from policymakers. +Updates from industry stakeholders and consumers. +Split the updates into mandatory, voluntary, and disclosures. +Assess the impact of regulations on the company operations and products. +Set up a database/tool to manage all regulations for risks, timelines, etc. +Outputs: +The database serves as a tool to monitor all regulations. Example Database Schema for Regulations +Checklist +Funnel updates from external teams, policymakers, industry peers, stakeholders, and consumers to understand general sentiment around upcoming regulations + + +Mandatory (involuntary regulations) – legally required +Voluntary frameworks not legally enforced +Disclosures – often required by regulations or based on frameworks +Do the compliance and regulations teams have a central database of all the regulations and their associated requirements, risks, timelines and impacts on the organisation? + + +NO → Implement a database/tool to capture all the regulation requirements and associated risks. +Example Database Schema for Regulations + + +Do the compliance and regulations teams have a central database of all the regulations and their associated requirements, risks, timelines and impacts on the organisation? + + +YES → Move to stage 22 + + +Stage 22 – Gap Analysis + +Conducting a gap analysis identifies areas where current practices fall short of regulatory requirements, enabling targeted improvements. + +Key Personas - IT Leader(s), Internal Regulator, Compliance Officer, Compliance team, ESG Leader(s), Regulatory SMEs +Capability Assessment for Stage 22 - Gap Analysis +Key steps in Gap Analysis +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Set up a process to conduct regular gap analysis of all upcoming regulations. +- No regular gap analysis +- Ad hoc regulatory checks + + +- Some scheduled reviews +- Partial documentation & follow-up + + +- Formal, recurring gap analysis +- Comprehensive review process & action items + + +b. Implement a continuous improvement process to monitor regulations. +- No continuous improvement +- Regulations monitored in a reactive manner + + +- Basic improvement cycle +- Some updates based on feedback or changes + + +- Ongoing monitoring & refinement +- Well-defined improvement loops and feedback mechanisms + + +c. Set up a process to conduct gap analysis. +- No defined gap analysis approach +- Regulatory changes often overlooked + + +- Some guidelines for gap analysis +- Inconsistent application + + +- Robust, standardized gap analysis process +- Fully documented & consistently applied + + +d. Assess the severity of new and updated regulations. +- No severity assessment +- All changes treated equally + + +- Some classification (high/medium/low) +- Limited methodology for assigning severity + + +- Detailed severity framework +- Clear thresholds & consistent application + + +e. Record all the gap analysis in the database/tool. +- No central record +- Gap findings often lost or undocumented + + +- Basic data capture +- Partial consolidation in spreadsheets or simple tools + + +- Automated, centralized database/tool +- Real-time updates & reporting capabilities + + + + +Steps and Outputs +Steps: +Set up a process to conduct regular gap analysis of all upcoming regulations. +Implement a continuous improvement process to monitor regulations. +Set up a process to conduct gap analysis. +Assess the severity of the new and updated regulations. +Record all the gap analysis in the database/tool. +Outputs: + g. Compliance and Regulations Gap Analysis Report. Example - Compliance Regulations Gap Analysis Report + +Checklist +Does the IT organisation have a process to conduct a gap analysis of the new and updated regulations impacting it? + + +NO → Is there a continuous process to conduct gap analysis on all new and updated regulations? +Set up cadence frequency, process, and resources to support gap analysis. +Does the IT organisation have a process to conduct a gap analysis of the new and updated regulations impacting it? + + +YES → Example - Compliance Regulations Gap Analysis Report + + + +Assess the severity of the new / updated regulations with the current regulations and disclosures + + +Critical gaps: non-compliance risks (e.g. missing audits or reports) +Assess the severity of the new / updated regulations with the current regulations and disclosures + + +Moderate gaps: inefficiencies in regulations and disclosures +Assess the severity of the new / updated regulations with the current regulations and disclosures + + +Minor gaps: best practice misalignments + +Stage 23 – Stakeholder Management + +Effective stakeholder management fosters collaboration and trust, ensuring alignment between internal teams and external partners on sustainability initiatives. + +Key Personas – Board of Directors, Executive Leadership Team, ESG Leader(s), CSR Team, IT Leader(s) +Capability Assessment for Stage 23 - Stakeholder Management +Key steps in Stakeholder Management +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Ensure the IT organization has stakeholders reviewing & managing regulations. +- No formal stakeholder group +- Ad hoc or minimal involvement + + +- Some stakeholder involvement +- Partial clarity on roles & responsibilities + + +- Clearly defined stakeholder group +- Regular engagement & well-documented roles + + +b. Review the gap analysis with all stakeholders. +- Gap analysis results rarely shared +- Limited or no feedback loops + + +- Some reviews with stakeholders +- Occasional feedback & action items + + +- Structured, recurring reviews +- Comprehensive feedback & follow-up on action items + + +c. Manage the decisions and actions. +- No formal tracking +- Decisions and actions often lost or untracked + + +- Some tracking of decisions +- Partially documented action items + + +- Robust governance & tracking +- Clear accountability and updates on progress + + + + +Steps and Outputs +Steps: +Ensure the IT organisation has stakeholders reviewing and managing the regulations. +Review the gap analysis with all stakeholders. +Manage the decisions and actions. +Outputs: +Minutes and Actions Report. Example Minutes and Actions Report + +Checklist +Does the IT organisation have stakeholders that are responsible for managing upcoming regulations and changes to existing ones? + + +NO → Establish leadership and oversight committee – Move to Strategy Pillar +Does the IT organisation have stakeholders that are responsible for managing upcoming regulations and changes to existing ones? + + +YES → Review the gap analysis output with all stakeholders. +Document decisions, next steps, actions, and timelines. + + +Stage 24 – Environmental Regulatory Reporting + +Accurate environmental regulation reporting demonstrates accountability by transparently communicating an organization's sustainability performance. + +Key Personas - Board of Directors, Executive Leadership Team, ESG Leader(s), CSR Team, Internal Regulators, Compliance Officer, IT Leader(s) +Capability Assessment for Stage 24 - Environmental Regulatory Reporting +Key steps in Environmental Regulatory Reporting +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Review the tradeoffs between IT sustainability and other requirements. +- No formal tradeoff process +- Ad hoc or siloed decision-making + + +- Some formal discussions +- Partial documentation of tradeoffs + + +- Clearly defined framework for tradeoffs +- Sustainability fully integrated into decision-making + + +b. Determine if there are any decommission plans (hardware & software). +- No formal decommission strategy +- Reactive or case-by-case decommission + + +- Basic decommission approach +- Partial alignment with sustainability objectives + + +- Comprehensive decommission strategy +- Proactive planning to minimize environmental impact + + +c. Capture the decommission carbon emission data. +- No data captured +- Emissions from decommission not tracked + + +- Some manual data collection +- Limited tracking or reporting + + +- Automated, detailed capture +- Data integrated into sustainability reports + + + + +Steps and Outputs +Steps: +Review the tradeoffs between IT sustainability and other requirements. +Determine if there are any decommission plans (hardware and software). +Capture the decommission carbon emission data. +Outputs: +Transition Plan. Example Transition Plan +Checklist +Has the organisation established a team across compliance, internal regulators, product managers, IT leaders, procurement teams, and ESG teams to produce a transition plan? + + +NO → Establish the internal SMEs that can provide input and guidance to create a transition plan + + +Has the organisation established a team across compliance, internal regulators, product managers, IT leaders, procurement teams, and ESG teams to produce a transition plan? + + +YES → Continue to the next step +Establish a transition plan for the new and changed regulations + + +Review regulations and impact across geographies, frameworks, standards, industry pacts, and voluntary disclosures. +Scope 1, 2 and 3 emissions + + +Determine the impact of the regulations on scope 1, 2 and 3 emissions + + + +Stage 25 – Communications + +Clear communication strategies ensure that sustainability goals, progress, and challenges are effectively conveyed to all relevant stakeholders. + +Key Personas – ESG Leader(s), CSR Team, Internal Regulators, Compliance Officer, Regulatory SMEs +Capability Assessment for Stage 25 - Communications +Key steps in Communications +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Determine the impact of regulations on scope emissions. +- No formal process +- Ad hoc estimates only + + +- Some process to assess scope changes +- Partial data or limited coverage + + +- Comprehensive, data-driven analysis +- Automated or near-automated evaluations + + +b. Communicate the transition plan with the IT organization. +- No formal communication +- Ad hoc updates or email blasts + + +- Basic communication strategy +- Some awareness sessions for IT teams + + +- Well-defined communication plan +- Integrated with project management & governance + + +c. Establish training for upcoming regulatory changes within timelines. +- No training plan +- Teams learn on their own + + +- Some scheduled training +- Limited tracking or follow-up + + +- Structured, ongoing training +- Clear timelines, tracking, & continuous improvement + + +d. Assess the impact of regulations on the vendor. +- Vendor impact not considered +- Minimal or no engagement + + +- Partial engagement with vendors +- Some documented assessments or feedback loops + + +- Proactive, collaborative vendor assessments +- Continuous monitoring of vendor compliance & alignment + + + + +Steps and Outputs +Steps: +Determine the impact of the regulations on the scope emissions. +Communicate the transition plan with the IT organisation. +Establish training for the upcoming regulatory changes within the timelines. +Assess the impact of regulations on the vendor. +Outputs: +Regulatory Communication Plan. Example Regulatory Communication Plan +Regulatory Training Plan. Example Regulatory Training Plan +Regulatory Vendor Documentation. Example Regulatory Vendor Documentation +Checklist +Communicate the transition plan and details with the IT leadership and oversight committee. + + +Example Transition Plan +Has the IT organisation been trained on the new and updated regulatory changes, and what is required to fulfil the timeline? + + +NO → Create detailed training plans of all changes, schedule and deliver training. +Has the IT organisation been trained on the new and updated regulatory changes, and what is required to fulfil the timeline? + + +YES → Continue with the next step +Do the new or updated regulations have an impact on vendors? + + +NO → Move to stage 26. +Do the new or updated regulations have an impact on vendors? + + +YES → Communicate impact to vendors and establish a monitoring process. +Create the documentation / content that is to be shared with the vendors +Share the plans and the timelines with the vendors +Establish the governance process to monitor the vendors + + +Stage 26 – Business Delivery +Integrating compliance into business delivery ensures sustainability objectives are seamlessly embedded into operations, driving efficiency and long-term success. + +Key Personas – Board of Directors, Executive Leadership Team, ESG Leader(s), CSR Team, IT Leader(s), Internal Regulators, Compliance Officer, Compliance Team, Procurement Team, Internal Auditor, Product Manager +Capability Assessment for Stage 26 - Business Delivery +Key steps in Business Delivery +Basic Maturity +Tick if done +Developing Maturity +Tick if done +Advanced Maturity +Tick if done +a. Establish an approach within the IT organisation to integrate regulatory changes. +- No formal approach +- Ad hoc integration of regulations + + +- Some guidelines +- Partial alignment with existing IT processes + + +- Well-defined, documented approach +- Proactive integration of regulations into IT strategy + + +b. Embed the regulatory changes into existing processes. +- No embedding +- Processes remain unchanged + + +- Some process updates +- Limited documentation or training + + +- Comprehensive embedding in all relevant processes +- Regular reviews & continuous improvement + + +c. Split the regulations across the scope emissions. +- No differentiation of emissions +- Minimal clarity on scopes + + +- Basic categorization of scope 1, 2, 3 +- Some relevant data collected + + +- Detailed mapping across all scopes +- Data fully integrated & continuously updated + + +d. Analyse database for carbon usage metrics with current IT sustainability OKRs/KPIs & required changes. +- Little or no analysis +- No link to OKRs/KPIs + + +- Some ad hoc analysis +- Partial alignment with OKRs/KPIs + + +- Automated, comprehensive analysis +- Directly tied to IT’s sustainability OKRs/KPIs + + +e. Analyse additional data requirements. +- No formal data gap analysis +- Reactive approach to new data needs + + +- Some requirements identified +- Basic data acquisition plan + + +- Ongoing, structured data assessments +- Robust plan for scaling data as needs evolve + + +f. Plan changes to IT’s sustainable OKRs/KPIs. +- No updates to OKRs/KPIs +- Sustainability not a factor in goal-setting + + +- Some revisions made for sustainability +- Partial stakeholder involvement + + +- Systematic revision of OKRs/KPIs +- Full alignment with sustainability strategy + + +g. Establish a process for the IT organisation to review regulatory data requirements. +- No formal review process +- Data requirements handled ad hoc + + +- Some standardized reviews +- Limited integration with governance + + +- Fully documented, ongoing review process +- Clear accountability & continuous improvement + + +h. Change methodologies & processes based on regulatory requirements. +- No significant changes +- Minimal compliance or documentation + + +- Some methodology/process updates +- Partial compliance & alignment + + +- Thorough, proactive methodology updates +- Complete alignment with regulatory mandates + + + + +Steps and Outputs +Steps: +Establish an approach within the IT organisation to integrate the regulatory changes. +Embed the regulatory changes into the existing processes. +Split the regulations across the scope emissions +Analyse the database for carbon usage metrics with current IT sustainability OKRs and KPIs with the changes required. +Analyse the additional data requirements. +Plan changes to the IT's sustainable OKRs and KPIs. +Establish a process for the IT organisation to review the regulatory data requirements. +Change methodologies and processes based on regulatory requirements. +Outputs: +Public Regulatory Reports. Example Public Regulatory Reports +Internal Regulatory Reports. Example Internal Regulatory Reports + +Compliance and regulations are critical components of organisational sustainability efforts— ensuring that companies meet legal requirements, disclose their sustainability measures, and align these efforts with broader business objectives. These strategies involve implementing governance structures, adhering to environmental regulations, and proactively assessing new regulatory developments. By conducting gap analyses, managing stakeholder relationships, and ensuring transparent reporting, organisations can address deficiencies and foster accountability. Effective communication and integration of compliance measures in business operations enable companies to enhance their environmental performance while achieving operational excellence and long-term value creation. +Checklist +Does the IT organisation have an approach to embed the new or updated changes into their IT operations? + + +NO → Embed the regulatory changes and approaches into key processes and forums +Does the IT organisation have an approach to embed the new or updated changes into their IT operations? + + +YES → Separate the regulations based on hosting types +Do the new or updated regulations need additional data for energy/carbon emissions? + + +NO → Continue to the next step +Do the new or updated regulations need additional data for energy/carbon emissions? + + +YES → Further analysis to establish if data is available and impact on current processes +Add the additional data requirements in the implementation pillar +Do the current IT sustainable OKR's and KPI's for energy and carbon usage need to be reviewed and updated based on the new or updated regulations? + + +NO → Continue to the next step +Do the current IT sustainable OKR's and KPI's for energy and carbon usage need to be reviewed and updated based on the new or updated regulations? + + +YES → Update OKR’s and KPI’s across pillars. +Strategy discussion to update the OKR's and KPIs +Update the OKR's and KPI's in the implementation pillar +Update the OKR's and KPI's in the operational pillar +Does the organisation have a systematic review of the data required for regulations? + + +NO → Set up a process to review the data for the regulations +Does the organisation have a systematic review of the data required for regulations? + + +YES → Continue to the next step +Do the data, methodologies, and processes for the regulations require changing? + + + + +NO → Review with senior leadership team before publishing to regulators. +Publish and incorporate feedback from regulators into future compliance pillar cycles. +Do the data, methodologies, and processes for the regulations require changing? + + + + +YES → Make the changes and remodel, recalculate the data +Update the data and methodologies or processes in the implementation pillar +Update the data and methodologies or processes in the operational pillar + + + + +Appendix - List of all the Example Documents + +Pillar +Stage +Document +Link to Document +Strategy +Strategy Formation +Leadership and Oversight Committee +Leadership and Oversight Committee +Strategy +Strategy Formation +Management Dashboard – IT Environmental Metrics +Management Dashboard – IT Environmental Metrics +Strategy +Strategy Formation +Gap Analysis Report +Gap Analysis Report +Strategy +Strategy Formation +Compliance and Regulations and Impact Report +Compliance and Regulations Impact Report +Strategy +Principles +List of metrics for Sustainable IT +List of metrics for Sustainable IT +Strategy +Sustainable IT Objective Key Results (OKRs) +Sustainable IT OKR +Sustainable IT OKRs +Strategy +Sustainable IT Objective Key Results (OKRs) +Data Centre Energy Consumption – Options +Data Centre Energy Consumption - Options +Strategy +Sustainable IT Objective Key Results (OKRs) +Water usage IT OKR +Water Usage IT OKRs +Strategy +Sustainable IT Objective Key Results (OKRs) +Water Usage Monitoring +Water Usage Monitoring +Strategy +Sustainable IT Objective Key Results (OKRs) +Electronic Waste IT OKR +Electronic Waste IT OKRs +Strategy +Sustainable IT Objective Key Results (OKRs) +Electronic Waste Monitoring +Electronic Waste Monitoring +Strategy +Sustainable IT Objective Key Results (OKRs) +Sustainable procurement IT OKR +Sustainable Procurement IT OKRs +Strategy +Sustainable IT Objective Key Results (OKRs) +Sustainable Procurement Monitoring +Sustainable Procurement Monitoring +Strategy +Sustainable IT Objective Key Results (OKRs) +Vendor KPIs for sustainable procurement +Vendor KPIs for Sustainable Procurement +Strategy +Key Performance Indicators (KPIs) +Training Plan +Training Plan +Strategy +Key Performance Indicators (KPIs) +Green Software Maturity Matrix +Green Software Maturity Matrix +Strategy +Key Performance Indicators (KPIs) +Business Impact of Green Software +Business Impact of Green Software +Strategy +Key Performance Indicators (KPIs) +OKRs and KPIs for IT Operations +OKRs and KPIs for IT Operations + + +Strategy +Measurement Targets +IT Sustainable Strategy +IT Sustainable Strategy + + +Strategy +Measurement Targets +Template – IT Sustainable Strategy +Template - IT Sustainable Strategy +Implementation +Implementation / Refinement of Tooling +Energy Usage - Database Schema +Energy Usage - Database Schema +Implementation +Implementation / Refinement of Tooling +Water Usage - Database Schema +Water Usage – Database Schema +Implementation +Implementation / Refinement of Tooling +Electronic Waste - Database Schema +Electronic Waste - Database Schema +Implementation +Implementation / Refinement of Tooling +Sustainable Procurement - Database Schema +Sustainable Procurement - Database Schema + + +Implementation +Implementation / Refinement of Tooling +Gap Analysis Report +Gap Analysis Report +Implementation +Implementation / Refinement of Tooling +OKRs and KPIs for IT Operations +OKRs and KPIs for IT Operations +Implementation +Set Up Data Collection +SCI Methodology and Approach +SCI Methodology and Approach +Implementation +Set Up Data Collection +Time Share of Hardware +Time Share of Hardware +Implementation +Set Up Data Collection +Options for Functional Unit +Options for Functional Unit +Implementation +Set Up Data Collection +Calculate E (Energy) Units (kWh) +Calculate E (Energy) Units (kWh) +Implementation +Data Aggregation +Carbon Usage Metric - Database Schema +Carbon Usage Metric - Database Schema +Implementation +Data Aggregation +Carbon Emission Methodologies +Carbon Emission Methodologies +Implementation +Validate Data Accuracy +Carbon Emissions Baseline Data +Carbon Emissions Baseline Data +Implementation +Validate Data Accuracy +Data Quality Checks +Data Quality Checks +Implementation +Validate Data Accuracy +Exception Reports +Exception Report +Implementation +Tracking & Analysis Data Aggregation +Governance Review +Governance Review +Implementation +Tracking & Analysis Data Aggregation +Recommendations for the Software Application +Recommendations for the Software Application +Implementation +Tracking & Analysis Data Aggregation +Carbon Usage Metric - Database Schema +Carbon Usage Metric - Database Schema + + +Implementation +Trend Analysis +Trade Off Decisions +Trade Off Decisions +Implementation +Trend Analysis +Carbon Budgets +Carbon Budgets +Operational +Decision-Making Tools +Training Plan for IT Teams +Training Plan for IT Teams +Operational +Transformation Execution +Project Sustainable Metrics +Project Sustainable Metrics +Operational +Transformation Execution +Project Sustainable Processes and Guidance +Project Sustainable Processes and Guidance + + +Operational +Prioritisation of Energy-Efficient Solutions +Overview of Software Hosting Considerations +Overview of Software Hosting Considerations +Operational +Prioritisation of Energy-Efficient Solutions +Type of Software Applicaitons +Type of Software Applications +Operational +Prioritisation of Energy-Efficient Solutions +Hosting Application - Questions +Hosting Application - Questions +Operational +Prioritisation of Energy-Efficient Solutions +Hosting Factors and Considerations +Hosting Factors and Considerations +Operational +Integrate Eco-Friendly Practices +Reference Database Schema +Reference Database Schema + + +Operational +Integrate Eco-Friendly Practices +Spec for Carbon Usage Tool +Spec for Carbon Usage Tool + + +Operational +Integrate Eco-Friendly Practices +SDLC Checklist +SDLC Checklist +Operational +Green Non-Functional Requirements +Sustainable NFR +Sustainable NFR +Operational +Green Non-Functional Requirements +Application Carbon Metrics +Application Carbon Metrics +Operational +Green Non-Functional Requirements +Architecture Design +Architecture Design +Operational +Green Non-Functional Requirements +Production Optimization +Production Optimization +Operational +Green Non-Functional Requirements +Architecture Review +Architecture Review +Operational +Green Non-Functional Requirements +Planning the Software Application +Planning the Software Application +Operational +Green Non-Functional Requirements +Architecture for the Application +Architecture for the Application +Operational +Green Non-Functional Requirements +AI - Model Optimisation +AI - Model Optimisation +Operational +Energy Carbon Metrics from Dev / Test Environments +Development Environment Metrics +Development Environment Metrics +Operational +Energy Carbon Metrics from Dev / Test Environments +Test Environment Metrics +Test Environment Metrics +Operational +Energy Carbon Metrics from Dev / Test Environments +Production Environment Metrics +Production Environment Metrics + + +Operational +Energy Carbon Metrics from Dev / Test Environments +Continuous Improvement Environment Metrics +Continuous Improvement Environment Metrics +Operational +Energy Carbon Metrics from Dev / Test Environments +Comparative Data and Insights +Comparative Data and Insights + + +Operational +Energy / Carbon Metrics from Decommissioned Plans +Trade-off Decisions +Trade off Decisions +Operational +Energy / Carbon Metrics from Decommissioned Plans +Carbon Data from Decommissioned Applications +Carbon Data from Decommissioned Applications + + +Compliance and Regulations +Governance +Regulations and Compliance ToR +Regulations and Compliance ToR +Compliance and Regulations +Environmental Regulations +Regulations and Compliance Team Responsibilities +Regulations and Compliance Team Responsibilities +Compliance and Regulations +Assessment of Upcoming Regulations +Database Schema for Regulations +Database Schema for Regulations +Compliance and Regulations +Gap Analysis +Compliance Regulations Gap Analysis Report +Compliance Regulations Gap Analysis Report + + +Compliance and Regulations +Stakeholder Management +Minutes and Actions Report +Minutes and Actions Report +Compliance and Regulations +Environmental Regulatory Reporting +Transition Plan +Transition Plan +Compliance and Regulations +Communications +Regulatory Communication Plan +Regulatory Communication Plan +Compliance and Regulations +Communications +Regulatory Training Plan +Regulatory Training Plan +Compliance and Regulations +Communications +Regulatory Vendor Documentation +Regulatory Vendor Documentation +Compliance and Regulations +Business Delivery +Public Regulatory Reports +Public Regulatory Reports +Compliance and Regulations +Business Delivery +Internal Regulatory Reports +Internal Regulatory Reports + + + +Appendix - Strategy Pillar Personas + + +Persona +RACI (Responsible, Accountable, Consult and Informed) +Key Motivation +Artifacts + + +Data Required +Leader +Responsible +As a leader, I am driving the strategic vision and overall growth of the organization with a commitment to sustainable IT practices. +Strategic sustainability plans, executive sustainability reports, green performance dashboards. +Market analysis and trends, Performance metrics and KPIs, Financial reports and forecasts, Competitor analysis, Stakeholder feedback +ESG Leader +Accountable +As an ESG leader, I am ensuring that our company meets and exceeds environmental, social, and governance standards, particularly in IT. +ESG reports, IT sustainability assessments, compliance certifications for green IT. +Regulatory requirements and guidelines, Sustainability performance metrics, Environmental impact data, Stakeholder expectations and feedback, Benchmarking data against industry standards +Internal Regulations Manager +Consult +As an internal regulations manager, I am establishing and enforcing policies to ensure organizational compliance with sustainable IT practices. +Green policy documents, IT sustainability compliance checklists, internal green audits. +Regulatory and compliance requirements, Internal audit findings, Compliance metrics and reports, Industry best practices, Policy and procedure documentation +Finance Manager +Informed +As a finance manager, I am overseeing the financial health and reporting of the organization, including investments in sustainable IT. +Financials - profit and loss, balance sheet, cash flows. Finance impacted sustainability reports. +Financial performance metrics, Budget and expenditure data, Investment opportunity assessments, Cost-benefit analysis of green initiatives, Financial forecasts +Internal Auditor +Consult +As an internal auditor, I am evaluating the effectiveness of our internal controls and risk management processes with a focus on sustainable IT. +Green audit reports, IT sustainability risk assessments, compliance reviews. +Audit criteria and standards, Risk assessment data, Compliance documentation, Historical audit reports, Process and control documentation +IT Leader +Accountable +As an IT leader, I am driving the strategic direction and ensuring the operational excellence of our IT initiatives, with a focus on sustainability and innovation. +IT strategic plans, technology roadmaps, performance dashboards, IT governance policies, sustainability impact reports, risk management plans, budget and resource allocation reports. +IT performance metrics, market trends, technology assessments, budget and financial reports, risk assessments, stakeholder feedback, regulatory compliance data, innovation benchmarks + + + + +Appendix - Implementation Pillar Personas + + +Persona +RACI (Responsible, Accountable, Consult and Informed) +Key Motivation +Artifacts +Data Required +Finance Manager +Consult and Informed +As a finance manager, I am overseeing the financial health and reporting of the organization, including investments in sustainable IT. +As a finance manager, I am overseeing the financial health and reporting of the organization, including investments in sustainable IT. +Financial performance metrics, Budget and expenditure data, Investment opportunity assessments, Cost-benefit analysis of green initiatives, Financial forecasts +Procurement Manager +Consult + + +As a procurement specialist, I am responsible for acquiring goods and services that align with our green IT initiatives. +Sustainable vendor contracts, green purchase orders, green procurement strategies. +Supplier sustainability credentials, Contract terms and conditions, Procurement policies, Cost and pricing data, Supplier performance metrics +Technology Innovator +Responsible +As a technology innovator, I am exploring and implementing new technologies to drive sustainability and competitive advantage. +Innovation roadmaps, technology assessments for sustainability, pilot project reports on green technology. +Technology trends and research, Innovation project performance metrics, Sustainability impact data, Cost-benefit analysis, Stakeholder feedback and adoption rates +Product Owner +Accountable +As a product owner, I am defining product vision and prioritizing features to deliver maximum value with sustainability in mind. +Product backlogs, user stories with sustainability features, release plans. +Market and user research, Product performance metrics, Sustainability impact assessments, Stakeholder feedback, Competitive analysis +Business Analyst +Responsible +As a business analyst, I am analyzing business needs and translating them into technical requirements with a focus on sustainability. +Business requirements documents, process flows with sustainability considerations, green use case diagrams. +Business process documentation, Requirements specifications, Stakeholder interviews and feedback, Sustainability impact data +Programme Manager +Responsible +As a programme manager, I am coordinating and overseeing multiple projects to ensure they align with our strategic sustainability objectives in IT. +Green program charters, sustainable IT project plans, green status reports. +Project timelines and milestones, Resource allocation data, Budget and financial data, Performance metrics, Risk assessments +Cloud Architect +Accountable +As a cloud architect, I am designing cloud solutions that optimize performance while minimizing environmental impact. +Cloud architecture diagrams, sustainable cloud design specifications, cloud sustainability assessments. +Cloud infrastructure requirements, performance and scalability data, sustainability impact assessments, cloud service provider capabilities, stakeholder requirements +Cloud Operations Manager +Responsible +As a cloud operations manager, I am overseeing the operations of our cloud environments to ensure they are efficient and sustainable. +Cloud operations manuals, green operations dashboards, sustainability performance reports for cloud operations. +Operations performance metrics, incident and change management records, sustainability impact data, capacity planning data, operational efficiency benchmarks +FinOps Manager +Responsible +As a FinOps manager, I am optimizing cloud financial management to achieve cost efficiency and support sustainable IT initiatives. +Cloud cost analysis report, cost optimization plans, budget forecasts for cloud expenditures, cloud cost allocations models, sustainability impact assessments of cloud usage, monthly finops performance dashboards +Cloud usage data, cost allocation data, budget forecasts, cost optimization opportunities, sustainability impact data, financial performance metrics +IT Leader +Consult and Informed +As an IT leader, I am driving the strategic direction and ensuring the operational excellence of our IT initiatives, with a focus on sustainability and innovation. +IT strategic plans, technology roadmaps, performance dashboards, IT governance policies, sustainability impact reports, risk management plans, budget and resource allocation reports. +IT performance metrics, market trends, technology assessments, budget and financial reports, risk assessments, stakeholder feedback, regulatory compliance data, innovation benchmarks +Software Engineers +Rsponsible +As a software engineer, I am responsible for creating the applications/tools and underlying processes and capture, calculate and make available metrics. +Requirements to implement the solution, RAG status, RAID log +Underlying data from applications that provide data for calculations, methodologies. + + + + +Appendix - Operational Pillar Personas + +Persona +RACI (Responsible, Accountable, Consult and Informed) +Key Motivation +Artifacts +Data Required +Procurement +Consult +As a procurement specialist, I am responsible for acquiring goods and services that align with our green IT initiatives. +Sustainable vendor contracts, green purchase orders, green procurement strategies. +Supplier sustainability credentials, Contract terms and conditions, Procurement policies, Cost and pricing data, Supplier performance metrics +Programme Manager +Responsible +As a programme manager, I am coordinating and overseeing multiple projects to ensure they align with our strategic sustainability objectives in IT. +Green program charters, sustainable IT project plans, green status reports. +Project timelines and milestones, Resource allocation data, Budget and financial data, Performance metrics, Risk assessments +Architect +Accountable +As an architect, I am designing the structural framework and ensuring the integrity of our technical solutions with sustainability in mind. +Architectural diagrams, sustainable design specifications, IT sustainability roadmaps. +System requirements and specifications, Sustainability standards and guidelines, Technology stack and infrastructure details, Performance and scalability metrics, Stakeholder requirements +Developer +Accountable + + +As a developer, I am creating and maintaining software applications with a focus on minimizing environmental impact. +Code repositories, development plans with sustainability criteria, user stories with green considerations. +Functional and technical requirements, Codebase and version control data, Performance benchmarks, Sustainability impact assessments, Testing and debugging data +Infrastructure Engineer +Responsible +As an infrastructure engineer, I am managing and optimizing our IT infrastructure for sustainability and performance. +Network diagrams, sustainable system configurations, green maintenance schedules. +Infrastructure performance metrics, Sustainability impact data, Configuration management data, Incident and change management records, Capacity planning data +Data Architect +Accountable +As a data architect, I am designing and managing our data architecture to ensure data integrity, accessibility, and sustainability. +Data models, sustainable database schemas, data governance policies focused on green IT. +Data requirements and specifications, Data quality metrics, Database performance data, Sustainability impact assessments, Data security and compliance records +Technology Innovator +Responsible +As a technology innovator, I am exploring and implementing new technologies to drive sustainability and competitive advantage. +Innovation roadmaps, technology assessments for sustainability, pilot project reports on green technology. +Technology trends and research, Innovation project performance metrics, Sustainability impact data, Cost-benefit analysis, Stakeholder feedback and adoption rates +Tester +Accountable +As a tester, I am ensuring the quality and functionality of our software through rigorous testing, with a focus on sustainability. +Test plans, bug reports with sustainability impact, test automation scripts for green IT. +Functional and non-functional requirements, Test case documentation, Defect tracking data, Test environment configurations, Performance and sustainability benchmarks +Product Owner +Consult +As a product owner, I am defining product vision and prioritizing features to deliver maximum value with sustainability in mind. +Product backlogs, user stories with sustainability features, release plans. +Market and user research, Product performance metrics, Sustainability impact assessments, Stakeholder feedback, Competitive analysis +Business Analyst +Consult +As a business analyst, I am analyzing business needs and translating them into technical requirements with a focus on sustainability. +Business requirements documents, process flows with sustainability considerations, green use case diagrams. +Business process documentation, Requirements specifications, Stakeholder interviews and feedback, Sustainability impact data +Project Manager +Responsible +As a project manager, I am leading project teams to deliver projects on time, within scope, and on budget, with an emphasis on sustainability. +Project plans, Gantt charts with sustainability milestones, risk management plans for green IT. +Project timelines and schedules, resource allocation data, budget and financial data, risk assessment data, performance metrics +Cloud Architect +Accountable +As a cloud architect, I am designing cloud solutions that optimize performance while minimizing environmental impact. +Cloud architecture diagrams, sustainable cloud design specifications, cloud sustainability assessments. +Cloud infrastructure requirements, performance and scalability data, sustainability impact assessments, cloud service provider capabilities, stakeholder requirements +Cloud Engineer +Accountable +As a cloud engineer, I am implementing and managing cloud infrastructure with a focus on sustainability. +Cloud infrastructure configurations, cloud optimization reports, sustainable deployment scripts. +Cloud infrastructure performance data, deployment and configuration scripts, sustainability impact data, incident and change management records, capacity planning data +Cloud Security Specialist +Accountable +As a cloud security specialist, I am ensuring that our cloud solutions are secure and adhere to sustainability practices. +Cloud security policies, green security assessments, compliance certifications for cloud sustainability. +Security requirements and standards, vulnerability and threat assessment data, compliance documentation, incident response plans, sustainability impact assessments +Cloud Developer +Responsible + + +As a cloud developer, I am building and maintaining cloud-native applications with an emphasis on reducing their environmental footprint. +Green cloud-native code repositories, sustainable development plans, cloud-based user stories with green considerations. +Functional and technical requirements, codebase and version control data, performance benchmarks, sustainability impact assessments, testing and debugging data +Cloud Operations Manager +Accountable +As a cloud operations manager, I am overseeing the operations of our cloud environments to ensure they are efficient and sustainable. +Cloud operations manuals, green operations dashboards, sustainability performance reports for cloud operations. +Operations performance metrics, incident and change management records, sustainability impact data, capacity planning data, operational efficiency benchmarks +FinOps Manager +Informed +As a FinOps manager, I am optimizing cloud financial management to achieve cost efficiency and support sustainable IT initiatives. +Cloud cost analysis report, cost optimization plans, budget forecasts for cloud expenditures, cloud cost allocations models, sustainability impact assessments of cloud usage, monthly finops performance dashboards. +Cloud usage data, cost allocation data, budget forecasts, cost optimization opportunities, sustainability impact data, financial performance metrics +SRE - Cloud Engineer +Informed +As a SRE - Cloud Engineer, I am designing, building, and maintaining cloud infrastructure and services while optimizing for environmental sustainability. +Infrastructure as code files e.g. Terraform scripts, monitoring dashboards for real time performance, incident reports and root cause analysis, runbooks and playbooks, CI/CD pipeline configuration, capacity and performance reports, alerting documents against SLA's, configuration management artifacts and security and compliance audits. +Cloud resource metrics, application performance metrics, logs and traces, incident data, monitoring and alerting data, security event data, capacity and usage metrics, version control information and cost data. +DevOps Engineer +Responsible +As a DevOps Engineer, I am automating and operations, building and maintaining CI/CD pipeline management, optimizing cloud and infrastructure, sustainable resource management, monitoring and observability with Green IT metrics, +Infrastructure as code templates, CI/CD pipeline configurations, energy and environmental monitoring dashboards, Green IT best practices, automation playbooks and runbooks, incident reports and root case analyses, resource utilization and environmental impact reports, containerization configurations and Green IT compliance reports +Resource utilization data, energy consumption metrics, CO2 emission data, cloud cost and efficiency data, workload efficiency data, environmental impact of infrastructure providers, build and deployment data, application performance metrics, heat and power metrics and SLA Data. + + +Appendix - Compliance and Regulations Pillar Personas + +Persona +RACI (Responsible, Accountable, Consult and Informed) +Key Motivation +Artifacts +Data Required +Board of Directors +Informed +As a member of the board of directors, I am responsible for overseeing the organisations regulations and ensuring that we have the policies and frameworks in place to comply. I also monitor the CEO and senior management to ensure they are implementing appropriate regulatory compliance measures. In some cases, I will interact directly with the regulators. +Board meeting agenda and minutes, governance documents, strategic and oversight documents (including risk management frameworks, compliance reports, audit reports, regulatory filings and approvals. +Strategic data, financial data, risk management data, regulatory and compliance data, ESG and sustainability data, stakeholder data, decision specific data +Executive Leadership Team (CEO, CFO, etc) +Accountable +As a member of the executive team I manage and respond to regulations that affect the organisation, which includes staying informed, leveraging expertise and trend analysis. I also have to ensure policy development, resource allocation and risk assessment. +Strategic planning, governance and policy and financial performance reporting. +Strategic decision-making, financial and operational performance, environmental data, technology data +ESG Leader +Accountable +As an ESG leader, I am ensuring that our company meets and exceeds environmental, social, and governance standards, particularly in IT. +ESG reports, IT sustainability assessments, compliance certifications for green IT. +Regulatory requirements and guidelines, Sustainability performance metrics, Environmental impact data, Stakeholder expectations and feedback, Benchmarking data against industry standards +CSR Team +Accountable +As a CSR team member, I must stay updated on the latest compliance and ensure the risks have been assessed and mitigated and that the regulations are integrated into business strategy. I must also ensure there is adequate education and training and provide proactive leadership for IT sustainable strategies. +CSR policy, environmental policy, regulatory documentation, ESG reports, training and awareness materials, certifications and declarations, legal disclosures. +Environmental data (energy consumption, carbon emissions, water usage etc), operational data, reporting and benchmarking data, risk and impact data +Internal Regulator +Consult +As an internal regulations manager, I am establishing and enforcing policies to ensure organizational compliance with sustainable IT practices. +Green policy documents, IT sustainability compliance checklists, internal green audits. +Regulatory and compliance requirements, Internal audit findings, Compliance metrics and reports, Industry best practices, Policy and procedure documentation +Investor Relations Team +Consult +As an investor relations team member, I am responsible for acting as a bridge between the company and its stakeholders, including investors, analysts and regulators. +Compliance and disclosure documents, transparency and fair disclosures, environmental disclosures. +Financial data, ESG data, environmental data, regulatory and legal data, and operational data +Internal Auditor +Informed +As an internal auditor, I am evaluating the effectiveness of our internal controls and risk management processes with a focus on sustainable IT. +Green audit reports, IT sustainability risk assessments, compliance reviews. +Audit criteria and standards, Risk assessment data, Compliance documentation, Historical audit reports, Process and control documentation +Compliance Team +Responsible +As an internal compliance regulator, I am ensuring the regulatory rules are adhered. +Compliance and disclosure documents, transparency and fair disclosures, environmental disclosures. +Financial data, ESG data, environmental data, regulatory and legal data, and operational data +Procurement team +Informed +As a procurement team member, I am responsible for monitoring the scope 3 emissions for the organisation. +Green audit reports, IT sustainability risk assessments, contract terms, SLAs with vendors. +Contract documentation, contract management and audit data, IT operational data, environmental data. +Compliance Officer +Responsible +As a compliance officer, I am ensuring that our company adheres to all relevant laws and regulations regarding sustainable IT. +Green compliance manuals, regulatory filings for IT sustainability, training materials on green practices. +Current regulatory requirements, Compliance program details, Training attendance and completion records, Compliance incident reports, Industry compliance benchmarks +Product Manager +Responsible +As a product manager, I am responsible for managing the product life-cycle and ensuring that they are inline with the IT Sustainability Strategy. +Product plans, requirement lists, IT sustainability strategy, business plans. +Product data, project data, IT operational data, costs, timeline data, testing data and customer feedback data. +Finance +Responsible +As a finance manager, I am overseeing the financial health and reporting of the organization, including investments in sustainable IT. +As a finance manager, I am overseeing the financial health and reporting of the organization, including investments in sustainable IT. +Financial performance metrics, Budget and expenditure data, Investment opportunity assessments, Cost-benefit analysis of green initiatives, Financial forecasts +IT Leader +Responsible +As an IT leader, I am driving the strategic direction and ensuring the operational excellence of our IT initiatives, with a focus on sustainability and innovation. +IT strategic plans, technology roadmaps, performance dashboards, IT governance policies, sustainability impact reports, risk management plans, budget and resource allocation reports. +IT performance metrics, market trends, technology assessments, budget and financial reports, risk assessments, stakeholder feedback, regulatory compliance data, innovation benchmarks +Regulatory SMEs +Responsible +As a regulatory SME, I am responsible for ensuring that regulations are assessed and gaps are identified for the IT organisation. +Regulations, disclosures, IT plans, IT operational documentation, environmental documentation. +Regulatory data, risks, timelines, IT operational data. + + diff --git a/images/High.png b/images/High.png new file mode 100644 index 0000000..3dad8cd Binary files /dev/null and b/images/High.png differ diff --git a/images/Picture 1.png b/images/Picture 1.png new file mode 100644 index 0000000..3dad8cd Binary files /dev/null and b/images/Picture 1.png differ diff --git a/images/clarity.png b/images/clarity.png new file mode 100644 index 0000000..1a00c78 Binary files /dev/null and b/images/clarity.png differ diff --git a/images/external.png b/images/external.png new file mode 100644 index 0000000..0ba39d5 Binary 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