Residual carbon and Resilience: Difference between pages

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1. ''Environmental policy - carbon footprint - construction - infrastructure.''  
1. ''Behavioural skills.''


In the context of buildings and other physical infrastructure, residual carbon is the carbon footprint remaining after all feasible methods for reducing carbon impacts have been reasonably exhausted.
The ability of individuals to recover from difficulties or to withstand external pressures.


A net zero carbon balance can then be achieved by purchasing offsets for the appropriate amount of residual carbon.


The amount of offsets purchased should be published.
:<span style="color:#4B0082">'''''Practise resilience'''''</span>
:Resilience is the best tool for when your environment changes, and this is a skill that can be learned.
:Six ways to practise personal resilience:


''(UK Green Building Council.)''
:*Attitude – understand your motivational state and how to change it
:*Responses to stress – awareness enables control
:*Commitment – what are your motivations?
:*Control – understand what can and can’t be controlled in your environment
:*Relationships – maintain clear and consistent communication
:*Health – mental and physical


:Four ways to practise personal resilience during COVID-19:


2.  ''Environmental policy - carbon footprint.''
:*Maintain boundaries between home and work especially when working from home
:*Be transparent
:*Manage your positivity
:*Look out for verbal and non-verbal clues in your work relationships


Similar measures in other contexts.


:''Association of Corporate Treasurers, Mental wellbeing and top tips for thinking in a resilient way, May 2020''


== See also ==
 
* [[Carbon footprint]]
2. ''Risk management - organisations and systems - finance.''
* [[Carbon offsetting]]
 
* [[Corporate social responsibility]]
The ability of organisations or entire systems to recover from major problems, or to withstand adverse external conditions.
* [[Embodied carbon]]
 
* [[Emissions]]
Examples of major problems include climate change, natural catastrophes, cyber-risk, financial market shocks and stresses.
* [[Environmental concerns]]
 
* [[Greenhouse gas]]
 
* [[Infrastructure]]
:<span style="color:#4B0082">'''''Rolls-Royce bolsters financial resilience'''''</span>
* [[Net zero]]
 
* [[Operational carbon]]
:"With the aviation sector decimated by COVID-19 and an entire staff base working from home, Rolls-Royce, which generates around 50% of its annual revenue from civil aerospace, undertook swift action to conserve cash and bolster liquidity through a series of complex transactions in the second half of 2020.
* [[Renewables]]
 
* [[Streamlined Energy and Carbon Reporting]]
:The deals stemmed from overarching aims to:
* [[Zero emissions]]
 
::1. provide financial resilience and strong liquidity headroom to see the business through any severe but plausible downside scenarios on the recovery in air transport..."
 
:''ACT Deals of the Year Awards 2020 - Rolls Royce''
 
 
==See also==
* [[ACT Competency Framework]]
* [[AMCT]]
* [[Black swan]]
* [[Business skills]]
* [[Call for Action on Adaptation and Resilience]]
* [[Capital Conservation Buffer]]
* [[Climate change: testing the resilience of corporates’ creditworthiness to natural catastrophes]]
* [[Commercial drive and organisation]]
* [[COVID-19]]
* [[Cyber resilience]]
* [[Emotional intelligence]]
* [[Equifinality]]
* [[Event risk]]
* [[Executive coaching]]
* [[Financial Policy Committee]]
* [[FOMO]]
* [[Growth mindset]]
* [[Headroom]]
* [[Influencing skills]]
* [[Liquidity]]
* [[Mind map]]
* [[Redundancy]]
* [[Self management and accountability]]
* [[Self-regulation]]
* [[Silo]]
* [[SMART]]
* [[TCFD Recommendations]]
* [[Technical skills]]
* [[Wellbeing]]
* [[Working effectively with others]]




==External link==
==External link==


[https://www.ukgbc.org/wp-content/uploads/2019/04/Net-Zero-Carbon-Buildings-A-framework-definition.pdf Net Zero Carbon buildings - UK Green Building Council]
*[https://www.treasurers.org/hub/treasurer-magazine/how-read-your-own-emotions-and-develop-resilience How to read your own emotions and develop resilience, The Treasurer, 2019]


[[Category:Accounting,_tax_and_regulation]]
[[Category:Commercial_drive_and_organisation]]
[[Category:The_business_context]]
[[Category:Influencing]]
[[Category:Corporate_finance]]
[[Category:Self_management_and_accountability]]
[[Category:Intercompany_funding]]
[[Category:Working_effectively_with_others]]
[[Category:Investment]]
[[Category:Planning_and_projects]]
[[Category:Long_term_funding]]
[[Category:Compliance_and_audit]]
[[Category:Ethics]]
[[Category:Identify_and_assess_risks]]
[[Category:Manage_risks]]
[[Category:Risk_frameworks]]
[[Category:Risk_reporting]]

Revision as of 10:37, 17 May 2023

1. Behavioural skills.

The ability of individuals to recover from difficulties or to withstand external pressures.


Practise resilience
Resilience is the best tool for when your environment changes, and this is a skill that can be learned.
Six ways to practise personal resilience:
  • Attitude – understand your motivational state and how to change it
  • Responses to stress – awareness enables control
  • Commitment – what are your motivations?
  • Control – understand what can and can’t be controlled in your environment
  • Relationships – maintain clear and consistent communication
  • Health – mental and physical


Four ways to practise personal resilience during COVID-19:
  • Maintain boundaries between home and work especially when working from home
  • Be transparent
  • Manage your positivity
  • Look out for verbal and non-verbal clues in your work relationships


Association of Corporate Treasurers, Mental wellbeing and top tips for thinking in a resilient way, May 2020


2. Risk management - organisations and systems - finance.

The ability of organisations or entire systems to recover from major problems, or to withstand adverse external conditions.

Examples of major problems include climate change, natural catastrophes, cyber-risk, financial market shocks and stresses.


Rolls-Royce bolsters financial resilience
"With the aviation sector decimated by COVID-19 and an entire staff base working from home, Rolls-Royce, which generates around 50% of its annual revenue from civil aerospace, undertook swift action to conserve cash and bolster liquidity through a series of complex transactions in the second half of 2020.
The deals stemmed from overarching aims to:
1. provide financial resilience and strong liquidity headroom to see the business through any severe but plausible downside scenarios on the recovery in air transport..."
ACT Deals of the Year Awards 2020 - Rolls Royce


See also


External link

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