Across industries, companies are setting ambitious decarbonization targets — yet reducing emissions across complex supply chains remains one of the most difficult challenges in climate action.
While Scope 3 efforts often focus on emissions accounting, reporting, targets, technology, and supplier requirements, much less attention is given to the human, organizational, and psychological conditions that determine whether meaningful change actually happens.
Effective supply chain transformation requires cooperation across companies, departments, suppliers, and industries — often involving different priorities, unequal resources, competing incentives, limited trust, and complex power dynamics.
This facilitated workshop explores Scope 3 implementation through a psychological and systems-oriented lens: trust, cooperation, ownership, collective agency, organizational culture, decision-making, supplier engagement, and the often invisible barriers between commitments and action.
Participants from companies, business networks, and other relevant organizations will collectively explore where Scope 3 implementation currently breaks down, which enabling conditions are missing, and how stronger human and psychological infrastructure could support effective supply chain transformation.
Rather than focusing primarily on technical emissions accounting or regulatory compliance, the workshop takes a broader perspective on the people, relationships, organizations, and cooperation systems needed to deliver meaningful emissions reductions.
