Original article Total Telecom:Read More
Interview
BT’s Head of Environmental Sustainability Gabrielle Ginér explains how the Joint Alliance for Corporate Social Responsibility (JAC) is helping telcos tackle sustainability issues collectively
As the telecoms sector sets its sights on net zero, it faces a major challenge to reduce emissions from the global supply chain. For most operators, Scope 3 emissions (those generated outside of their direct operations) account for much of their carbon footprint, and it is a problem they cannot solve in isolation.
This is where the Joint Alliance for Corporate Social Responsibility (JAC) comes in.
“JAC is a not-for-profit association of telecom operators dedicated to developing Corporate Social Responsibility across the Information and Communication Technology supply chain,” explains Gabrielle Ginér, Head of Environmental Sustainability at BT and a board member of JAC. “JAC verifies, assesses and implements CSR while sharing resources and best practice to develop long-term supply chain sustainability.”
With over 30 members and growing, including industry giants like AT&T, BT, Vodafone, and Singtel, the JAC represents a large portion of the telecoms market, and its influence is expanding in both scope and ambition.
A shifting focus
The JAC was founded in 2010 by Deutsche Telekom, Orange, and Telecom Italia to promote basic CSR principles, but members’ priorities have quickly evolved. The alliance has expanded to also focused on three emerging areas: climate change, supply chain due diligence, and circularity.
To support these goals, JAC has created dedicated working groups. One is focused on accelerating progress toward net zero by helping members reduce Scope 3 emissions. Another is addressing human rights risks across global supply chains through collaborative due diligence. A third, more recently established, group is working on circularity, exploring how telcos can reduce waste by reusing components from network equipment and consumer devices.
“Most of JAC’s members either have circularity targets in place or plan to set them in the next three years,” Ginér explains. “The top three motivations for pursuing re-use and recycling are carbon reduction, waste reduction, and regulatory compliance.”
Sustainability down the supply chain
While collaboration between telcos is important, JAC’s impact depends on execution, and that means working directly with suppliers. The body’s Supplier Engagement Programme (SEP) uses data to assess more than 900 suppliers on their environmental maturity, offering tailored support to help them improve.
In parallel, the Carbon Reduction Programme (CRP) focuses on around 50 high-impact suppliers. These are the companies whose products and services contribute most significantly to telecom operators’ Scope 3 emissions. Suppliers are asked to disclose product-level carbon footprints and to provide clear, time-bound reduction plans.
A standout example of this work involves BT, Ericsson and the electronics manufacturer Flex.
“Ericsson worked with one of its suppliers, Flex, that switched to 100% renewable electricity for its factory in Tczew, Poland,” Ginér explains. “Of the 1.1 million products Flex produced for Ericsson in Poland, 1,401 baseband units were shipped by Ericsson to BT Group. As Flex switched to renewable energy at its Tczew site, Flex and Ericsson estimated an 11k-tonne reduction in Flex’s Scope 2 carbon emissions dedicated to Ericsson for 2022, which translates to a 14-tonne reduction in embodied carbon emissions for the 1,401 baseband units shipped to BT Group.”
“It may seem like a small improvement,” she adds, “but these types of actions are necessary in the journey towards net zero and set a precedent for how these types of collaborations can be scaled in value chains.”
Sustainability at BT
BT is also progressing with its own sustainability agenda, both operationally and within its supply chain. It aims to get to net zero by 2031 within its own operations, and in its wider supply chain by 2041. The company is rolling out more energy-efficient fixed and mobile networks, phasing out legacy infrastructure, and consolidating real estate to reduce emissions from buildings. Last year, it recovered 1,750 tonnes of network equipment and reused 1,548 items in its network.
“We switch off the energy-intensive 3G network in 2024 which saved over 60 GWh,” Ginér notes. “When older networks are switched off, we recover the network equipment so it can be reused or recycled.” In October last year, it secured £105m from recycler EMR (European Metal Recycling) for its surplus copper networks. The income stream is significant, even after the costs of extracting and processing the cabling.
The company is also transitioning its fleet to electric and zero-emission vehicles, with over 5,500 electric vehicles already in use. It placed its largest ever order of 3,500 EVs in January this year. “We’re working hard and investing to convert the majority of this fleet to electric or zero-emission vehicles by the end of FY31 – where that’s the best technical or economic solution.”
Supplier expectations have also been formalised. ESG-related topics now carry a 20% weighting in BT’s supplier assessments, and environmental criteria are embedded into onboarding.
“Today, suppliers representing more than 65% of our supply chain emissions are reporting to CDP,” says Ginér. CDP stands for the Carbon Disclosure Project, a platform where companies report environmental data such as carbon emissions, to promote transparency and accountability.
The next steps
As telecom operators face mounting pressure to decarbonise, improve transparency, and reduce waste, the need for collective action only intensifies.
“The sector is doing quite well,” says Ginér, “but of course there is always more to be done, especially in tackling Scope 3 emissions.”
With most JAC members now committed to science-based or net zero targets, and an increasing number taking action on circularity and due diligence, the foundations are in place. The next challenge is scale, ensuring that pilot programmes and successful supplier partnerships become standard practice across the global telecom ecosystem.
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