In the evolving world of public procurement, sustainability is no longer a nice-to-have, it’s expected. Yet, despite years of guidance, Green Public Procurement (GPP) can still feel unnecessarily complex. At Keystone, we believe that public sector buyers would benefit from understanding how the private sector tackles environmental impact, especially through the lens of ESG and emissions categorisation.
Let’s explore what Scope 1, 2 and 3 emissions really mean, and why they matter in public procurement.
ESG vs Green Public Procurement: What’s the Difference?
ESG (Environmental, Social and Governance) is the language of sustainability in the private sector. It’s a broad framework used to assess and report how companies manage risks and opportunities related to environmental and social factors.
Green Public Procurement, meanwhile, is driven by regulations and targets, often broken down by product or service category. This can lead to overly granular approaches that obscure the big picture. In contrast, ESG, particularly through the concept of Scope 1, 2 and 3 emissions, gives a clearer view of organisational impact.
Understanding these scopes allows buyers to ask more intelligent, targeted questions during procurement processes.
The Three Scopes of Emissions
Greenhouse gas (GHG) emissions are typically divided into three categories. These help organisations understand which emissions they directly produce and which result from their wider activities and supply chains.
- Scope 1: Direct Emissions
These are emissions produced directly by an organisation’s activities. Think fuel burned in company vehicles, emissions from boilers on-site, or industrial processes in manufacturing.
Example: A publicly funded bakery using gas ovens would count the combustion of gas in those ovens as a Scope 1 emission.
- Scope 2: Indirect Energy Emissions
These emissions stem from the energy an organisation purchases, like electricity, heat, or steam, but doesn’t directly generate. Although the emissions come from the energy supplier, they’re accounted for by the buyer.
Example: The bakery’s electricity usage to power mixers or refrigeration would fall under Scope 2.
- Scope 3: Other Indirect Emissions
These are all other emissions that occur outside of an organisation’s direct operations but are still linked to its activities. They include everything from the production of raw materials, to staff commuting, to waste disposal.
Example: Emissions from transporting flour to the bakery, or emissions from packaging suppliers, are Scope 3.
Why It Matters: Levels of Control
Scope 1: You control it. These are the easiest emissions to track and reduce, as they stem from your own operations.
Scope 2: You influence it. You can choose renewable energy providers or improve efficiency, but you don’t control the source directly.
Scope 3: You can only influence it. These emissions often make up the majority of an organisation’s footprint but sit in the hands of suppliers and partners.
Implications for Public Buyers
Understanding these emission types empowers procurement professionals to tailor their tender criteria. Instead of generic sustainability questions, you can ask:
- Scope 1: “What steps are you taking to reduce emissions from your own operations?”
- Scope 2: “Are you using renewable energy sources or improving energy efficiency?”
- Scope 3: “How do you assess and manage emissions within your supply chain?”
This framing encourages suppliers to think holistically and avoids tokenistic answers. It also aligns with Ireland’s national priorities: the Department of the Environment has outlined ten priority categories for GPP, including transport, food, construction, and ICT. These questions can easily be woven into the selection and award stages of a tender.
Final Thoughts
In 2025, the climate crisis is no longer theoretical, it’s a real and measurable risk. For public procurement professionals, understanding Scope 1, 2 and 3 emissions isn’t a technical indulgence. It’s a practical tool to ensure that spending decisions support a low-carbon, sustainable future.
If we want to lead by example, as the public sector should, we must go beyond box-ticking. Procurement must become an active agent of change, asking the right questions and demanding meaningful answers.
Source:
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