In a context of increasing regulatory pressure and environmental requirements in supply chains, carbon footprint measurement is consolidating as a key tool to strengthen companies’ competitiveness. For industrial SMEs in particular, having accurate information on their greenhouse gas (GHG) emissions is no longer just an environmental issue: it is a strategic advantage in the marketplace.
A strategic vision from an industrial SME
Grindel, a precision machining company based in Elgoibar, is a clear example of how an SME can integrate sustainability into its business strategy. In 2024, the company began a complete calculation of its organisational carbon footprint, with the aim of reducing its emissions and anticipating the challenges of the ecological transition.
The work carried out by Naider for Grindel covers the three scopes of the GHG protocol, in accordance with the ISO 14064-1 standard and using the Ihobe calculator, a tool recognised by the Ministry for Ecological Transition and the Demographic Challenge. This approach has enabled the company to accurately identify its direct emissions (fuel used in plants and vehicles), indirect emissions (electricity) and other emissions associated with activities outside its direct control, such as personnel transport, suppliers, deliveries to customers, material consumption or waste management.
Measurable results and concrete actions
76.5% of Grindel’s emissions are Scope 3 emissions. The main drivers are steel consumption, employee transport and waste management. These results not only provide a better understanding of the company’s climate impact, but also serve as a basis for defining an ambitious and realistic reduction plan.
The emission reduction plan that Naider designed for Grindel includes several lines of action: from substitution of fossil fuels to improving energy efficiency, using electricity from renewable sources, optimising logistics, eco-designing products and working with suppliers and customers to reduce the carbon footprint throughout the value chain.
Grindel has set a target of a 30% reduction in its Scope 1 and 2 emissions by 2030, based on an intensity indicator linked to turnover. In addition, progress will also be made in quantifying and phasing out Scope 3.
Sustainable competitiveness
Grindel’s experience shows that calculating the carbon footprint is not merely a technical or compliance exercise. It is a transformative tool that improves processes, optimises resources and prepares the company for the challenges of the future. In increasingly demanding industrial sectors, knowing and reducing GHG emissions is becoming a necessary condition for maintaining a competitive position, accessing new markets or building customer loyalty.
In short, sustainability is not incompatible with profitability. Companies like Grindel are demonstrating that decarbonisation can be a real driver of innovation, efficiency and industrial leadership.
