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Scope 3 is where many organisations discover that decarbonisation is not just an emissions problem. It is a procurement ...
01/10/2026

Scope 3 is where many organisations discover that decarbonisation is not just an emissions problem. It is a procurement problem.

For many businesses, a significant share of emissions sits outside their direct operational control, embedded across suppliers and the wider value chain. That means reducing Scope 3 emissions requires more than requesting data once a year. It requires a structured way to assess suppliers, compare performance and use that information to influence commercial decisions.

I have put together a 10-step guide to building a supplier emissions scorecard. The most important step is what happens after the score is calculated. nbsp; If supplier climate performance has no influence on procurement decisions, contract management or supplier engagement, the scorecard risks becoming another reporting exercise. nbsp; Used properly, it can become a practical lever for Scope 3 reduction, supply-chain resilience and better procurement decisions.

And it does not need to be overly complicated. A relatively simple and transparent framework can provide far more value than an elaborate system that nobody uses.

Swipe through the carousel for the 10-step guide.

At Orka Advisory, we help organisations turn emissions data into practical action across carbon accounting, Scope 3, supplier engagement, procurement, climate reporting and decarbonisation strategy.

The Sustainable Development Goals are only useful if people can connect them to real decisions, real projects and real o...
30/09/2026

The Sustainable Development Goals are only useful if people can connect them to real decisions, real projects and real outcomes.

In 2026, I had the opportunity to deliver a tailored SDG Integration & Impact Workshop for La Trobe University as part of its Industry Venture Challenge program.

The aim was simple: help participants move beyond seeing the SDGs as a global framework and start using them as a practical lens for their own project work.

We explored:

- how the SDGs are structured and why they matter
- how organisations translate global goals into strategy and operations
- the links between sustainability, business value and impact
- real-world examples of SDG integration
- how students could map their own consultancy projects against relevant SDGs
- how sustainability thinking can strengthen both project outcomes and career capability

One of the most valuable parts of the session was seeing participants move from “Which SDG applies?” to “How does this change the way we frame the problem, measure impact and design the solution?”

That shift is where the framework becomes useful. nbsp; The SDGs are not simply 17 colourful icons. Used well, they can help organisations and individuals think more systematically about interconnected risks, opportunities and societal outcomes.

A big thank you to Shannon Ryan Cerasela TANASESCU Tinaika Pereira Scott Harding for the opportunity to contribute to the program and for the generous feedback.

Swipe through the carousel for the case study and workshop highlights.

At Orka Advisory, we design and deliver tailored workshops, masterclasses and capability-building programs across sustainability, ESG, climate, governance and impact.

For many organisations, the hardest part of greenhouse gas reporting is not understanding that emissions matter. It is k...
24/09/2026

For many organisations, the hardest part of greenhouse gas reporting is not understanding that emissions matter. It is knowing where to start, what data to collect, and who inside the organisation actually owns it.

That is why I put together this practical 10-step guide to identifying GHG emission sources. A credible emissions inventory starts with getting the fundamentals right: understanding Scope 1, Scope 2 and Scope 3, identifying the activities that sit within each, and then tracing those emissions back to real operational data.

For Scope 1, that might mean fuel use, fleet records, boilers or onsite generators.
For Scope 2, it is often electricity bills, meter readings and facilities data.

Scope 3 is usually where things become more complex. Purchased goods and services, transport, business travel, employee commuting, distribution, product use and end-of-life impacts can involve multiple functions and suppliers across the value chain.

And this is where one of the biggest lessons sits: GHG accounting cannot belong to the sustainability team alone. Procurement, finance, HR, facilities, operations, fleet managers and business units all have a role to play in building a reliable emissions picture.

The final step is just as important as the first: establish clear ownership, standardise the data, document the methodology and review it regularly. That is what turns an emissions estimate into a reporting process that can stand up to scrutiny.

With climate disclosure requirements continuing to mature, organisations do not need to begin with a perfect system. But they do need to begin building a structured, repeatable and auditable one.

The carousel walks through the 10 steps.

For just under two years, I’ve had the privilege of working with the The University of Sydney Business School MBA commun...
23/09/2026

For just under two years, I’ve had the privilege of working with the The University of Sydney Business School MBA community in a number of different capacities, and it has become a relationship I genuinely value.

A significant part of that work has been as an MBA Career Coach, supporting participants as they think through career transitions, leadership ambitions, professional positioning and the next stage of their careers.

Alongside the coaching, I’ve also had the opportunity to design and deliver a range of practical workshops across areas such as negotiation, stakeholder influence, ESG, sustainability, governance and leadership.

One of the highlights was designing and facilitating a Stakeholder Influence & Negotiation Workshop for MBA and Executive MBA participants. The focus was very much on practical application, moving beyond concepts and frameworks into real-world conversations, stakeholder tension, negotiation scenarios and decision-making

What I’ve enjoyed most over the past two years is the breadth of experience within the MBA cohort. The discussions are always richer because participants bring perspectives from different sectors, functions, cultures and stages of their careers.

Whether it is a one-on-one coaching conversation or a room full of participants working through a negotiation exercise, the common thread is the same: helping people build the confidence, judgement and practical capability to navigate increasingly complex professional environments.

What should a good climate report to the Board actually contain?With mandatory climate reporting now reshaping governanc...
17/09/2026

What should a good climate report to the Board actually contain?

With mandatory climate reporting now reshaping governance, risk and disclosure expectations in Australia, one challenge is becoming increasingly clear: Boards do not need more information. They need the right information, presented in a way that supports decisions.

I have pulled these elements together into a 10-step guide to effective ASRS Board reporting. The final step is perhaps the most important: be explicit about the decisions required from the Board. A climate paper that ends with 40 pages of information but no clear asks is unlikely to drive meaningful governance.

As organisations move further into AASB S2 implementation, the quality of the conversation in the boardroom will matter just as much as the quality of the eventual disclosure.

Swipe through the carousel for the 10-step guide.

At Orka Advisory, we are supporting organisations with AASB S2 readiness, climate governance, scenario analysis, Board reporting, risk and opportunity assessment, and assurance preparation.

From ESG frameworks to everyday business decisions.It was a pleasure to deliver an Embedding ESG into Operations Masterc...
16/09/2026

From ESG frameworks to everyday business decisions.

It was a pleasure to deliver an Embedding ESG into Operations Masterclass for Singtel as part of its Annual Learning Fiesta.

One of the biggest challenges organisations face with ESG is moving beyond policies, frameworks and reporting requirements and making sustainability relevant to the people actually running the business.

That was the focus of this session. We explored how organisations can translate ESG expectations into practical considerations around strategy, operations, risk, governance and decision-making, while connecting global sustainability developments with the realities businesses are navigating today.

For me, the most valuable ESG conversations are the ones where people leave not simply knowing more, but thinking differently about how sustainability connects to their role and the decisions they make.

At Orka Advisory, we continue to work with organisations on ESG and sustainability capability building, including executive and board education, masterclasses and tailored corporate training.

Swipe through to read the feedback.

If your organisation is looking to build practical ESG, sustainability or climate capability across its teams, please feel free to reach out.

AASB S2 reporting is not just about producing the climate statement. It is about being able to show the evidence behind ...
10/09/2026

AASB S2 reporting is not just about producing the climate statement. It is about being able to show the evidence behind it.

As organisations move further into Australia’s mandatory climate reporting regime, one of the areas I expect to receive significantly more attention is assurance readiness.

A disclosure may read well, but an assurance process will ask deeper questions:

Where did the information come from? Who owns it? What methodology was used? What assumptions were made? How was management judgement applied? Where is the evidence of board oversight? Can the numbers be reproduced? And does everything reconcile across risk, strategy, metrics and financial information?

That is why I have put together this 10-step guide to preparing for an ASRS audit and assurance process.

The biggest mistake is leaving assurance preparation until the climate report is almost finished. By then, gaps in governance, controls, data ownership, documentation and evidence can be difficult to fix.

A better approach is to build assurance readiness into the reporting process from the beginning. That means treating climate information increasingly like other important corporate information: with clear ownership, documented methodologies, review controls, traceable evidence and appropriate governance.

For many Group 2 and Group 3 organisations preparing for ASRS, this is likely to be one of the most important capability shifts over the next few years. How assurance-ready is your organisation’s climate reporting process today?

At Orka Advisory, we support organisations with AASB S2 readiness, climate governance, risk and opportunity assessment, scenario analysis, emissions and data readiness, financial implications, disclosure preparation and assurance readiness.

One of the most rewarding parts of sustainability work is seeing it move beyond strategy and reporting, and into the day...
09/09/2026

One of the most rewarding parts of sustainability work is seeing it move beyond strategy and reporting, and into the day-to-day decisions people make across a business.

I’m pleased to share this recent Orka Advisory client case study with Richmond Dairies, where we delivered a series of tailored Sustainability Fundamentals training sessions to nearly 50 employees across the organisation.

The objective was simple: make sustainability practical, relevant and accessible.

Across the sessions, we explored topics including energy and water efficiency, waste management, circular economy principles and the pathway to net zero, while connecting these concepts directly to the realities of the dairy sector.

Importantly, the training was designed to go beyond awareness. Through real-world examples, discussion and interactive activities, employees identified practical opportunities to reduce emissions, conserve resources and strengthen operational resilience.

What happened next was particularly encouraging. Building on the enthusiasm generated through the training, Richmond Dairies launched an internal ESG competition, encouraging employees to develop ideas and actively contribute to sustainability improvements across the business.

For me, this is what effective sustainability capability-building should achieve. Not simply another training session, but greater confidence, stronger engagement and people asking: “What can we do differently here?”

A big thank you to the Richmond Dairies team for the opportunity to work with them and for embracing the program with such enthusiasm.

At Orka Advisory, we work with organisations to design practical, sector-specific sustainability, ESG and climate training for employees, executives and boards.

If you are looking to build sustainability capability across your organisation, I’d be very happy to have a conversation.

4.4% of the world’s GDP. Potentially lost every year by 2050.That is not merely an environmental statistic. It is a fina...
03/09/2026

4.4% of the world’s GDP. Potentially lost every year by 2050.

That is not merely an environmental statistic. It is a financial risk signal.

Physical climate risks can affect assets, operations, supply chains, insurance, productivity and revenue.

For boards and finance teams, the implication is clear: climate scenario analysis must connect physical hazards to business and financial outcomes, rather than stopping at high-level narratives.

Where could climate risk first appear in your organisation’s numbers?

Climate disclosure should be the output of a robust business process, not a last-minute reporting exercise.For organisat...
02/09/2026

Climate disclosure should be the output of a robust business process, not a last-minute reporting exercise.

For organisations preparing for AASB S2, the work involves identifying material climate risks and opportunities, embedding them into governance and strategy, testing resilience through scenario analysis and producing evidence-backed disclosures.

This carousel breaks the process into 10 practical steps.

The goal is not simply compliance. It is better governance, stronger decisions and a clearer understanding of how climate could affect your business model and financial performance.

Where is your organisation on this journey?

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