CDP 2011 Investor CDP 2011 Information Request Carbon ... · 4 0.6 Modules As part of the Investor...
Transcript of CDP 2011 Investor CDP 2011 Information Request Carbon ... · 4 0.6 Modules As part of the Investor...
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Carbon Disclosure Project CDP 2011 Investor CDP 2011 Information Request
AT&T Inc.
Module: Introduction
Page: Introduction
0.1
Introduction
Please give a general description and introduction to your organization
AT&T Inc. (NYSE:T) is a premier communications holding company. Its subsidiaries and affiliates – AT&T operating companies – are the providers of AT&T services in the United States and around the world. With a powerful array of network resources that includes the nation’s fastest mobile broadband network, AT&T is a leading provider of wireless, Wi-Fi, high speed Internet and voice services. A leader in mobile broadband, AT&T also offers the best wireless coverage worldwide, offering the most wireless phones that work in the most countries. It also offers advanced TV services under the AT&T U-verse® and AT&T │DIRECTV brands. The company’s suite of IP-based business communications services is one of the most advanced in the world. In domestic markets, AT&T Advertising Solutions and AT&T Interactive are known for their leadership in local search and advertising. In 2010, AT&T again ranked among the 50 Most Admired Companies by FORTUNE® magazine.
0.2
Reporting Year
Please state the start and end date of the year for which you are reporting data. The current reporting year is the latest/most recent 12-month period for which data is reported. Enter the dates of this year first. We request data for more than one reporting period for some emission accounting questions. Please provide data for the three years prior to the current reporting year if you have not provided this information before, or if this is the first time you have answered a CDP information request. (This does not apply if you have been offered and selected the option of answering the shorter questionnaire). If you are going to provide additional years of data, please give the dates of those reporting periods here. Work backwards from the most recent reporting year. Please enter dates in following format: day(DD)/month(MM)/year(YYYY) (i.e. 31/01/2001).
Enter Periods that will be disclosed
Fri 01 Jan 2010 - Sat 01 Jan 2011
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0.3
Country list configuration
Please select the countries for which you will be supplying data. This selection will be carried forward to assist you in completing your response
Select country
USA ARGENTINA AUSTRALIA AUSTRIA BAHRAIN BELGIUM BRAZIL BULGARIA CANADA CHILE CHINA COLOMBIA COSTA RICA CROATIA CYPRUS CZECH DENMARK EGYPT EL SALVADOR EQUADOR FINLAND FRANCE GERMANY GREECE HONG KONG HUNGARY INDIA ISRAEL ITALY JAPAN LUXEMBURG MALAYSIA MEXICO MOROCCO NETHERLANDS
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Select country
NEW ZEALAND NORWAY PAKISTAN PANAMA PERU PHILIPPINES POLAND PORTUGAL ROMANIA RUSSIA SINGAPORE SLOVAKIA SLOVENIA SOUTH AFRICA SOUTH KOREA SPAIN SWEDEN SWITZERLAND TAIWAN THAILAND TURKEY UAE UK VENEZUELA VIETNAM
0.4
Currency selection
Please select the currency in which you would like to submit your response. All financial information contained in the response should be in this currency. USD($)
0.5
Please select if you wish to complete a shorter information request
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0.6
Modules
As part of the Investor CDP information request, electric utilities, companies with electric utility activities or assets, companies in the automobile or auto component manufacture sectors and companies in the oil and gas industry should complete supplementary questions in addition to the main questionnaire. If you are in these sectors (according to the Global Industry Classification Standard (GICS)), the corresponding sector modules will be marked as default options to your information request. If you want to query your classification, please email [email protected]. If you have not been presented with a sector module that you consider would be appropriate for your company to answer, please select the module below. If you wish to view the questions first, please see https://www.cdproject.net/en-US/Programmes/Pages/More-questionnaires.aspx.
Further Information
Module: Management [Investor]
Page: 1. Governance
1.1
Where is the highest level of direct responsibility for climate change within your company?
INDIVIDUAL/SUB-SET OF THE BOARD OR OTHER COMMITTEE APPOINTED BY THE BOARD SENIOR MANAGER/OFFICER OTHER MANAGER/OFFICER NO INDIVIDUAL OR COMMITTEE WITH OVERALL RESPONSIBILITY FOR CLIMATE CHANGE
1.1a
Please identify the position of the individual or name of the committee with this responsibility
Charlene Lake, Chief Sustainability Officer, who reports to the Public Policy committee of the AT&T Board of Directors three times a year on sustainability matters per the charter of that committee.
1.2
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Do you provide incentives for the management of climate change issues, including the attainment of targets?
YES NO
1.2a
Please complete the table
Who is entitled to benefit from these incentives?
The type of incentives
Incentivised performance indicator
BOARD CHARIMAN
BOARD/EXECUTIVE CHAIRMAN DIRECTOR ON BOARD
CORPORATE EXECUTIVE TEAM CEO COO
EXECUTIVE OFFICER MANAGEMENT GROUP
BUSINESS UNIT MANAGERS FACILITY MANAGERS
PROCESS OPERATION MANAGERS PUBLIC AFFAIRS MANAGERS
RISK MANAGERS ALL EMPLOYEES
OTHER
MONETARY REWARD RECOGNITION (NON-MONETARY)
OTHER NON-MONETARY REWARD
Energy Scorecard Score factored into annual performance review
Page: 2. Strategy
2.1
Please select the option that best describes your risk management procedures with regard to climate change risks and opportunities INTEGRATED INTO MUTI-DISCIPLINARY COMPANY WIDE RISK MANAGEMENT PROCESSES A SPECIFIC CLIMATE CHANGE RISK MANAGEMENT PROCESS
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THERE ARE NO DOCUMENT PROCESSES FOR ASSESSING AND MANAGING RISKS AND OPPORTUNITIES FROM CLIMATE CHANGE
2.1a
Please provide further details (see guidance)
In 2008 we conducted our first strategic assessment to identify key risks and opportunities for our company. In 2010, we updated our assessment to account for changes over the preceding two years. We examined 44 sustainability-related issues and assessed their importance to our business and stakeholders. To do so, we called on several groups to provide insight, including: Business for Social Responsibility (BSR), World Wildlife Fund (WWF), Saatchi and Saatchi S, the Carbon Disclosure Project (CDP), World Resources Institute (WRI), the Pacific Institute, and the Environmental Defense Fund (EDF), as well as multiple consumer and interest groups who provide insight from national and local perspective. The results of this were reported across the sustainability program and up to the officer-level Citizenship & Sustainability Steering Committee.
2.2
Is climate change integrated into your business strategy?
YES NO
2.2a
Please describe the process and outcomes (see guidance)
The Public Policy Committee of the Board of Directors has oversight over all Citizenship & Sustainability issues, including environmental sustainability and the management of company emissions. The Chief Sustainability Officer reports to the Board committee three times a year to provide updates and receive input on the direction of the sustainability work within AT&T. This includes the results of the bi-annual strategic assessment of sustainability-related risks and opportunities. More specifically, progress with respect to understanding and managing the Company’s carbon footprint are reviewed. Proactive management of our carbon footprint should help manage Greenhouse Gas emissions which are generally identified as a major contributor to potential changes in climate. Separately, our Citizenship & Sustainability Steering Committee comprises senior executives and officers from across the company with responsibility for the business areas most linked to our current citizenship & sustainability priorities, including the management of our company greenhouse gas emissions. The committee meets quarterly to identify priorities, align resources and help further integrate these issues into our business operations. It is headed by the Chief Sustainability Officer, who works with the chairman’s office, AT&T’s board of directors and the company’s executive management team to further integrate sustainable business practices across the company and its supply chain. We also have more than 20 expert teams that are organized around each sustainability issue that is important to our company, including the management of greenhouse gas emissions. The calculation of our company’s GHG emissions is managed in our Energy management group, and we have a cross-functional expert team responsible for the strategy and communication aspects of the data. In addition to the GHG expert team, we have many expert teams that are directly related to the issues that are the largest contributors to our emissions. These teams all come together through our Energy Council to work on managing our emissions. The council is overseen by our Energy Director, who manages efforts
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across all business units, driving comprehensive programs to reduce energy consumption and directing AT&T’s energy purchasing strategies. To guide short-term and long term strategies, we conduct a bi-annual strategic assessment. In 2010, we updated our assessment to account for changes over the preceding two years, as we conducted our first assessment in 2008. We examined 44 sustainability-related issues and assessed their importance to our business and stakeholders. To do so, we called on several groups to provide insight, including: Business for Social Responsibility (BSR), World Wildlife Fund (WWF), Saatchi and Saatchi S, the Carbon Disclosure Project (CDP), World Resources Institute (WRI), the Pacific Institute, and the Environmental Defense Fund (EDF), as well as multiple consumer and interest groups who provide insight from national and local perspective. The issues that ranked the highest for us are company energy use, innovation, network reliability, customer privacy and data security and diversity. The results of this were reported across the sustainability program and up to the officer-level Citizenship & Sustainability Steering Committee.
2.2b
Please explain why not
N/A
2.3
Do you engage with policy makers to encourage further action on mitigation and/or adaptation? YES
NO
2.3a
Please explain (i) the engagement process and (ii) actions you are advocating
Public policy can accelerate society's transition to a world less reliant on fossil fuels. We hope to encourage the pace of change by taking an active part in regulatory initiatives and strategic alliances. Updating the Country's Power Supply In 2010, we continued to provided input to help resolve issues and provide a framework that will accelerate smart grid deployment and help put the U.S. on a path toward a more energy-efficient economy. At the national level we contributed to the content of the National Institute of Standard and Technology (NIST) task force providing guidance on Smart Grid Cyber Security. We also provided input to the Department of Energy describing how commercial networks – both wireline and wireless – can reduce costs for utilities and materially advance the pace at which the Smart Grid capabilities can be introduced. We also continued our dialogue with the U.S. Department of Energy, the Federal Communications Commission, the Federal Energy Regulatory Commission and the National Institute of Standards and Technology on recommendations for a regulatory framework and standards that will accelerate smart grid deployment, and help put the U.S. on a path toward a more energy-efficient economy.
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Smart grid technology has the potential to cut U.S. electrical power generation sector carbon emissions by as much as 14 percent by 2020, saving $15 billion to $35 billion in energy and fuel costs.* This will reduce the country’s reliance on fossil fuels, including imported oil, contributing to our energy independence and lessening our entanglement with foreign, oil-producing regimes. AT&T supports a consensus-based approach to developing smart grid standards. Standards for smart grid equipment and devices should be based on an open network-layer standard, such as Internet Protocol, in order to promote interoperability and reduce costs. This will ensure that different types of network technologies can be employed most efficiently, while also making the benefits of smart grid technology widely available. Updating the country's power grid can drive greater energy efficiencies in a number of ways. For one, consumers can make smarter decisions about energy consumption, avoiding use during peak demand periods, which will reduce costs. At the same time, energy providers will be able to even out costly spikes in demand. Utilities will also be able to better monitor power quality, detect weak spots in the grid, integrate renewable energy sources into their operations and isolate problems. All of this adds up to higher quality, more efficient power and faster restoration when there are power outages. A smarter grid also permits power companies to be smarter about acquiring excess energy from consumers and businesses, so that they don't have to invest as heavily in backup power, potentially reducing the need to build additional power generation facilities. Finally, this two-way flow of information can help optimize the grid as electric vehicles become more prevalent. This smart grid model ultimately helps consumers understand the economics of their consumption patterns so they can make intelligent decisions about their energy use. It also helps to enhance reliability and energy efficiency, lower power-line losses and provide utilities with the ability to remotely automate service.
Encouraging Greater Use of Telecommuting We were supportive of legislation that the President signed into law in 2010 regarding telecommuting by the federal work force. More generally, in the past we have filed comments with the Federal Communications Commission to encourage greater use of telecommuting as a means to reduce greenhouse gas emissions – and expand the potential for economic growth. We provide our customers with a variety of technology solutions to help reduce travel and improve the potential for their employees to work virtually anywhere and anytime. Learn more In particular, we recently contracted with the Government Services Administration to provide 15 Telepresence suites spread across the agency’s offices nationwide. These facilities have the potential to increase the efficiency and reduce the carbon footprint of GSA, as well as other federal agencies that have the opportunity to use them. * Smart2020: United States Report Addendum, Global e-Sustainability Initiative, 2008.
Page: 3. Targets and Initiatives
3.1
Did you have an emissions reduction target that was active (ongoing or reached completion) in the reporting year? YES NO
3.1a
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Please provide details of your absolute target
ID
Scope
% of emissions in
scope
% reduction from base year
Base year
Base year emissions
(metric tonnes CO2e)
Target year
Comment
3.1b
Please provide details of your intensity target
ID
Scope
% of emissions in scope
% reduction from base year
Metric
Base year
Base year emissions
(metric tonnes CO2e)
Target year
Comment
3.1c
Please also indicate what change in absolute emissions this intensity target reflects
ID
Direction of change anticipated in absolute Scope 1+2 emissions at
target completion?
% change anticipated in absolute Scope 1+2
emissions
Direction of change anticipated in absolute Scope 3 emissions at target
completion?
% change anticipated in absolute Scope 3
emissions
Comments
3.1d
Please provide details on your progress against this target made in the reporting year
ID
% complete (time)
% complete (emissions)
Comment
3.1e
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Please explain (i) why not; and (ii) forecast how your emissions will change over the next five years
We know that our electricity use and our fleet are our two biggest drivers of emissions, and we have set goals related to both and established initiatives to help us meet those goals. For energy, we have established an intensity metric to track and measure our electricity usage as related to our growth in terms of the total amount of information transmitted over our network, including our global network, voice and video traffic. For 2011, we set a goal to reduce the electricity consumption of our company relative to data growth on our network by 17 percent as compared with year 2010. To help us meet this goal, our energy director and his team work to implement energy-savings projects and explore alternative energy options. In 2010, we used 415 kWh per terabyte of data carried on our network, which is a 16.6 percent decrease from 2009. We implemented 4,200 energy-saving projects, which resulted in an annualized energy savings of 443 million kWh, which equates to $44million.
For our fleet, in March 2009, we announced plans to invest up to $565 million as part of a long-term strategy to deploy approximately 15,000 alternative-fuel vehicles through the end of 2018. Our goal for 2011 is to continue progress to replace eligible retiring passenger vehicles with alternative fuel vehicles and deploy up to 8,000 CNG service vehicles by EOY 2013. By the end of 2010, AT&T had deployed 3,487 AFVs, including 2,472 CNG vehicles and 1,013 hybrid electric vehicles. AT&T has also deployed two all-electric vehicles (AEVs). The use of compressed natural gas (CNG) vehicles in our corporate vehicle fleet helped the company avoid the purchase of more than one million gallons of traditional petroleum fuel in 2010. As demand for our products and services increases, the amount of energy needed to carry data over the network will increase. In fact, mobile broadband on AT&T’s network has grown nearly 2,300 percent over the past three years. Despite this fact, however, our efficiency efforts have made it such that our overall emissions remain fairly steady. We will continue these efforts in the coming years. * In addition to our Energy Intensity goal, which addresses our Scope 2 emissions, we have established an absolute reduction goal for our Scope 1 emissions. We have in 2011 set a goal to reduce our Scope 1 emissions by 10% by 2020, using our 2008 Scope 1 baseline of 1,248,017 metric tons of C02-e (note that this number has been adjusted from our original 2008 disclosure to include refrigerants).
3.2
Does the use of your goods and/or services directly enable GHG emissions to be avoided by a third party? YES NO
3.2a
Please provide details (see guidance)
Information and Communication Technology (ICT) solutions – comprising hardware, software and broadband technologies – have the ability to enable people and businesses to make more energy-efficient choices and reduce environmental impact and costs by: • Moving work to people rather than people to work
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• Connecting rather than traveling • Managing business remotely and in real time • Improving transportation and distribution systems According to projections in the 2008 Global e-Sustainability Initiative (GeSI) Smart 2020 report, ICT-enabled solutions could cut annual CO2 emissions in the U.S. by up to 22 percent in year 2020. This translates to a gross energy and fuel cost savings of as much as $140 billion to $240 billion annually. *SMART 2020: Enabling the Low Carbon Economy in the Information Age, Global e-Sustainability Initiative and Boston Consulting, pg. 6. Here are some ways that our global network helps users operate more sustainably: Telepresence
AT&T Telepresence Solution® lets the users collaborate with people across the globe as if they were in the same room. With its "real-size" ultra-high-definition video, CD-quality audio, interactive technologies and a specially designed environment you can easily see every raised eyebrow and hear every sigh. When someone on the left side of the table speaks, you hear the sound on your left. In 2010, AT&T sponsored a study by Carbon Disclosure Project (CDP) produced by Verdantix, an independent analyst research firm to examine the financial and environmental benefits offered by Telepresence. The study called ―The Telepresence Revolution‖ found significant global environmental and financial benefits for businesses that deploy telepresence. According to the study by 2020, U.S. and U.K. businesses with revenues over $1 billion can cut nearly 5.5 million metric tons of CO2 emissions (4.6 million metric tons CO2 in the U.S.; 940,000 metric tons CO2 in the U.K.) by using the technology to avoid some travel. This is the greenhouse gas equivalent of removing more than one million passenger vehicles from the road for one year. Over the same period, those U.S. and U.K. businesses can also achieve economy-wide financial benefits of almost $19 billion ($15b in the U.S.; nearly $4b in the U.K.) by substituting telepresence for some business travel. Since introducing its AT&T Telepresence Solution in 2008, AT&T’s own use of the technology has been skyrocketing. AT&T has more than doubled its internal deployment in 2010 from 50 rooms to more than 130 rooms. The company has realized savings of more than $4.1 million in travel dollars and more than 2,500 metric tons of CO2 emissions avoided in 2010. Smarter Energy Grids
Smart energy grids allow for two-way communication between the energy provider and sensing, monitoring and measuring end points on the electric grid, including meters at the home or business. This could enable more efficient energy use, which impacts emissions. As of fall 2010, AT&T provided the communication for 7.5 million smart meters. Teleworking
Telecommuting, which is defined as working from a home office, is one of the most promising opportunities for businesses to cut carbon emissions, and it offers a variety of benefits for both companies and employees. Driving Smarter
Along with our business alliance members, we offer dozens of vehicle-based solutions that combine the latest advances in GPS, wireless and Web technologies to make mobile workforce and fleet management a more affordable reality. These solutions can lead to reduced idle time, better management of miles driven per day, improved route planning, and reduced travel time and costs. AT&T's technician vehicles are equipped with similar solutions. For our company, these products provide: • Better management of miles driven per day by technicians • Improved processes in place for vehicle returns to the work center • Improved inventory management • Reduced travel time and costs with real-time dispatching
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Operating Smarter
By 2020, data centers could surpass the airline industry in GHG emissions, according to a data center study released in 2009 by the U.S. Environmental Protection Agency. AT&T helps businesses build and operate their IT infrastructure more efficiently – lowering the cost of doing business. Current trends toward the adoption of hosted services (e.g., outsourcing and cloud computing), server and storage virtualization and low-energy cooling as a means to replace less-efficient data centers and application services have great potential to increase IT and data center efficiency.
3.3
Did you have emissions reduction initiatives that were active within the reporting year (this can include those in the planning and/or implementation phases) YES NO
3.3a
Please provide details in the table below
Activity type
Description of activity
Annual monetary savings (unit
currency)
Investment required (unit
currency)
Payback period
BEHAVIOR CHANGE ENERGY EFFICIENCY: BUILDING FABRIC
ENERGY EFFICIENCY: BUILDING SERVICES ENERGY EFFICIENCY: PROCESSESS FUGITIVE EMISSIONS REDUCTIONS
LOW CARBON ENERGY INSTALLATION LOW CARBON ENERGY PURCHASE PROCESS EMISSIONS REDUCTIONS
PRODUCT DESIGN TRANSPORTATION: FLEET TRANSPORTATION: USE
OTHER
In 2010 we voluntarily implemented 4,200 energy
efficiency projects that include facility, processes and building
services. This resulted in energy savings of approximately 443
million kWh in annualized energy savings in 2010. This
was part of a new energy program, headed by our Energy Director, who was appointed in
2009. He will continue to oversee energy-savings efforts
into the next year.
$44 million -- <1 YEAR
1-3 YEARS >3 YEARS
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BEHAVIOR CHANGE ENERGY EFFICIENCY: BUILDING FABRIC
ENERGY EFFICIENCY: BUILDING SERVICES ENERGY EFFICIENCY: PROCESSESS FUGITIVE EMISSIONS REDUCTIONS
LOW CARBON ENERGY INSTALLATION LOW CARBON ENERGY PURCHASE PROCESS EMISSIONS REDUCTIONS
PRODUCT DESIGN TRANSPORTATION: FLEET TRANSPORTATION: USE
OTHER
Implemented an Energy Scorecard at each of our 500
largest energy-consuming facilities. Quarterly, the Energy
Team – headed by AT&T’s Energy Director – reviews
performance and gives each real estate managers a score for her or his efforts, determined by
variables such as projects, savings, electricity usage and
training. In 2010, scores improved by 58% compared to
2009. The results have also been incorporated into the
annual performance objectives for real estate managers. This
was part of a new energy program, headed by our Energy Director, who was appointed in
2009. He will continue to oversee energy-savings efforts
into the next year.
Unable to calculate Unable to calculate
<1 YEAR 1-3 YEARS >3 YEARS
N/A
BEHAVIOR CHANGE ENERGY EFFICIENCY: BUILDING FABRIC
ENERGY EFFICIENCY: BUILDING SERVICES ENERGY EFFICIENCY: PROCESSESS FUGITIVE EMISSIONS REDUCTIONS
LOW CARBON ENERGY INSTALLATION LOW CARBON ENERGY PURCHASE PROCESS EMISSIONS REDUCTIONS
PRODUCT DESIGN TRANSPORTATION: FLEET TRANSPORTATION: USE
OTHER
Deployment of AFVs - In 2009, we announced plans to invest up to $565 million to deploy
approximately 15,000 alternative-fuel vehicles (AFVs)
through 2018. By the end of 2010, AT&T had deployed 3,487
AFVs, including 2,472 CNG vehicles and 1,013 hybrid
electric vehicles. AT&T has also deployed two all-electric
vehicles (AEV). The use of compressed natural gas (CNG) vehicles in our corporate vehicle fleet helped the company avoid the purchase of more than one
million gallons of traditional petroleum fuel in 2010.
-- $565 million over
10 years
<1 YEAR 1-3 YEARS >3 YEARS
N/A
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BEHAVIOR CHANGE ENERGY EFFICIENCY: BUILDING FABRIC
ENERGY EFFICIENCY: BUILDING SERVICES ENERGY EFFICIENCY: PROCESSESS FUGITIVE EMISSIONS REDUCTIONS
LOW CARBON ENERGY INSTALLATION LOW CARBON ENERGY PURCHASE PROCESS EMISSIONS REDUCTIONS
PRODUCT DESIGN TRANSPORTATION: FLEET TRANSPORTATION: USE
OTHER
In 2010, our third solar system was installed at one of our data centers in San Diego. The 262
kW system will produce 444,000 kWh of electricity per year. We
also contracted for 19 additional systems at 16 sites to be
installed in the coming year- five in California and 11 in New
Jersey.
-- --
<1 YEAR 1-3 YEARS >3 YEARS
BEHAVIOR CHANGE ENERGY EFFICIENCY: BUILDING FABRIC
ENERGY EFFICIENCY: BUILDING SERVICES ENERGY EFFICIENCY: PROCESSESS FUGITIVE EMISSIONS REDUCTIONS
LOW CARBON ENERGY INSTALLATION LOW CARBON ENERGY PURCHASE PROCESS EMISSIONS REDUCTIONS
PRODUCT DESIGN TRANSPORTATION: FLEET TRANSPORTATION: USE
OTHER
We continued our involvement with Austin Energy's
GreenChoice renewable energy program through which we purchase wind power for 10
percent of our electricity consumption in all AT&T
facilities in Austin, Texas. This effort will help us avoid 7.2
million kWh of fossil-generated electricity each year.
-- --
<1 YEAR 1-3 YEARS >3 YEARS
BEHAVIOR CHANGE ENERGY EFFICIENCY: BUILDING FABRIC
ENERGY EFFICIENCY: BUILDING SERVICES ENERGY EFFICIENCY: PROCESSESS FUGITIVE EMISSIONS REDUCTIONS
LOW CARBON ENERGY INSTALLATION LOW CARBON ENERGY PURCHASE PROCESS EMISSIONS REDUCTIONS
PRODUCT DESIGN TRANSPORTATION: FLEET TRANSPORTATION: USE
OTHER
To address business-related travel emissions, AT&T has
more than doubled its internal deployment of Telepresence
from 50 rooms in 2009 to more than 130 rooms at the end of 2010. The company realized
savings of more than $4.1 million in travel dollars and more than 2,500 metric tons of CO2-e
emissions avoided in 2010.
$4.1 million
AT&T does not disclose its public spend, but a study we sponsored with
the Carbon Disclosure Project
and Verdantix found that a large
business could achieve payback of its investment in as little as 15 months.
<1 YEAR 1-3 YEARS >3 YEARS
3.3b
What methods do you use to drive investment in emissions reduction activities?
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Method
Comment
COMPLIANCE WITH REGULATORY REQUIREMENTS/STANDARDS
DEDICATED BUDGET FOR ENERGY EFFICIENCY
DEDICATED BUDGET FOR LOW CARBON PRODUCT R&D
DEDICATED BUDGET FOR OTHER CARBON REDUCTION ACTIVIES
EMPLOYEE ENGAGEMENT FINANCIAL OPTIMIZATION
CALCULATIONS INTERNAL PRICE OF CARBON
INTERNAL INCENTIVES/RECOGNITION PROGRAMS
INTERNAL FINANCE MECHANISMS LOWER RETURN ON INVESTMENT (ROI)
SPECIFICATION MARGINAL ABATEMENT COST CURVE PARTNERING WITH GOVERMENTS ON
TECHNOLOGY DEVELOPMENT OTHER
The Energy Director and team are allocated a budget to implement energy
efficiency initiatives.
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COMPLIANCE WITH REGULATORY REQUIREMENTS/STANDARDS
DEDICATED BUDGET FOR ENERGY EFFICIENCY
DEDICATED BUDGET FOR LOW CARBON PRODUCT R&D
DEDICATED BUDGET FOR OTHER CARBON REDUCTION ACTIVIES
EMPLOYEE ENGAGEMENT FINANCIAL OPTIMIZATION
CALCULATIONS INTERNAL PRICE OF CARBON
INTERNAL INCENTIVES/RECOGNITION PROGRAMS
INTERNAL FINANCE MECHANISMS LOWER RETURN ON INVESTMENT (ROI)
SPECIFICATION MARGINAL ABATEMENT COST CURVE PARTNERING WITH GOVERMENTS ON
TECHNOLOGY DEVELOPMENT OTHER
We have developed and implemented an Energy Scorecard to benchmark the
energy performance at each of our 500 largest energy-consuming facilities in
2010. The scorecard tracks energy management in each of these facilities
and we use this information to set goals for each facility. Quarterly, the Energy
Team — headed by AT&T's Energy Director — reviews performance and
gives each real estate manager a score for her or his efforts, determined by variables such as projects, savings,
electricity usage and training. In 2010, scores improved by 58% compared to
2009. The results have also been incorporated into the annual performance
objectives for real estate managers.
COMPLIANCE WITH REGULATORY REQUIREMENTS/STANDARDS
DEDICATED BUDGET FOR ENERGY EFFICIENCY
DEDICATED BUDGET FOR LOW CARBON PRODUCT R&D
DEDICATED BUDGET FOR OTHER CARBON REDUCTION ACTIVIES
EMPLOYEE ENGAGEMENT FINANCIAL OPTIMIZATION
CALCULATIONS INTERNAL PRICE OF CARBON
INTERNAL INCENTIVES/RECOGNITION PROGRAMS
INTERNAL FINANCE MECHANISMS LOWER RETURN ON INVESTMENT (ROI)
SPECIFICATION MARGINAL ABATEMENT COST CURVE PARTNERING WITH GOVERMENTS ON
TECHNOLOGY DEVELOPMENT OTHER
We have a comprehensive employee engagement program to make our
sustainability communication relevant, frequent and easily accessible. Our goal
is to communicate with our employees on a regular basis and involve them on a personal and professional level. A key component of our commitment is an
employee Web site specifically focused on our environmental sustainability efforts called EcoSystem. They also
receive regular communications from the sustainability team about initiatives
underway and what they can do as well, and we work to promote sustainable
practices such as printing on both sides to turning off the lights when not in a
room.
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COMPLIANCE WITH REGULATORY REQUIREMENTS/STANDARDS
DEDICATED BUDGET FOR ENERGY EFFICIENCY
DEDICATED BUDGET FOR LOW CARBON PRODUCT R&D
DEDICATED BUDGET FOR OTHER CARBON REDUCTION ACTIVIES
EMPLOYEE ENGAGEMENT FINANCIAL OPTIMIZATION
CALCULATIONS INTERNAL PRICE OF CARBON
INTERNAL INCENTIVES/RECOGNITION PROGRAMS
INTERNAL FINANCE MECHANISMS LOWER RETURN ON INVESTMENT (ROI)
SPECIFICATION MARGINAL ABATEMENT COST CURVE PARTNERING WITH GOVERMENTS ON
TECHNOLOGY DEVELOPMENT OTHER
We collaborate with others in the industry to develop more efficient products. We are involved in the Green Grid, a global
consortium dedicated to advancing energy efficiency in data centers and
business computing ecosystems. We are also a member and Chairman of the
Board of Directors of the Alliance for Telecommunication Industry Solutions
(ATIS), the North American telecommunications standards
development organization, which is working to establish a methodology for
measuring and reporting the energy efficiency of telecommunications
equipment.
3.3c
If you do not have any emissions reduction initiatives, please explain why not
Page: 4. Communication
4.1
Have you published information about your company’s response to climate change and GHG emissions performance for this reporting year in other places than in your CDP response? If so, please attach the publication(s)
Publication
Page/Section Reference
Identify the attachment
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NO IN ANNUAL REPORTS (COMPLETE)
IN ANNUAL REPORTS (UNDERWAY) –PREVIOUS YR ATTCHD
IN ANNUAL REPORTS (UNDERWAY) – FIRST YEAR
IN OTHER REGULATORY FILINGS (COMPLETE)
IN OTHER REGULATROY FILINGS (UNDERWAY) – PREVIOUS YR ATTCHD
IN OTHER REGUILATORY FILINGS (UNDERWAY) – FIRST YEAR
IN VOLUNTARY COMMUNICATIONS (COMPLETE)
IN VOLUNTARY COMMUNICATIONS (UNDERWAY) – PREVIOUS YR ATTCHD
IN VOLUNTARY COMMUNICATIONS (UNDERWAY) – FIRST YEAR
AT&T’s 2010 Sustainability
Information online -
www.att.com/environment Under Greenhouse Gas
emissions
ADD FILE NAME OF SCREENSHOT OF ATT.COM/CSR
Module: Risks and Opportunities [Investor]
Page: 5. Climate Change Risks
5.1
Have you identified any climate change risks (current or future) that have potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply
RISKS DRIVEN BY CHANGES IN REGULATION RISKS DRIVEN BY CHANGES IN PHSYICAL CLIMATE PARAMETERS RISKS DRIVEN BY CHANGES IN OTHER CLIMATE-RELATED DEVELOPMENTS
5.1a
Please describe your risks driven by changes in regulation
19
19
ID
Risk driver
Description
Potential impact
Timeframe
Direct/ Indirect
Likelihood
Magnitude of impact
-INTERNATIONAL AGREENMENTS -AIR POLLUTION
LIMITS -CARBON TAXES -CAP AND TRADE
SCHEMES -EMISSIONS REPORTING
OBLIGATIONS -FUEL/ENERGY
TAXES AND REGULATIONS
-PRODUCT EFFICIENCY
REGULATIONS AND STANDARDS
-PRODUCT LABELING
REGULATIONS AND STANDARDS
-VOLUNTARY AGREEMENTS
-GENERAL ENVIRONMENTAL
REGULATIONS, INCLUDING PLANNING
-UNCERTAINTY SURROUNDING
NEW REGULATION -LACK OF
REGULATION -OTHER
REGULATORY DRIVERS
AT&T operates one of the
largest corporate fleets in the
nation. Therefore, we
are impacted by fuel prices. We also demand
energy to power the network and our operations.
While we are making
improvements in the efficiency of our operations
and fleet, fuel/energy taxes and regulations
impact our company.
-INCREASED OPERATIONAL COST -INCREASED CAPITAL
COST -REDUCED DEMAND FOR
GOODS/SERVICES -
REDUCTION/DISTRUPTION IN PRODUCTION
CAPACITY -REDUCTION IN CAPITAL
AVAILABILITY -REDUCED STOCK PRICE
(MARKET VALUATION) -INABILITY TO DO
BUSINESS -WIDER SOCIAL DISADVANAGES
-OTHER
CURRENT
1-5 YEARS
6-10 YEARS
<10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALLY UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-MEDIUM
LOW
UNKNOWN
20
20
5.1b
Please describe (i) the potential financial implications of the risk before taking action; (ii) the methods you are using to manage this risk; and (iii) the costs associated with these actions
It’s difficult to determine the exact implications of the risk before taking action, but there are financial implications associated with increased energy use. For fluctuations in our energy use due to volatile temperatures, we’re taking steps to manage our energy use. IN 2010 we implemented 4,200 energy efficiency projects that include facility, processes and building services. These efforts resulted in an annualized energy savings of $44 million and approximately 443 million kWh in annualized energy savings in 2010. We’re also working to operate a more efficient fleet. In 2009, we announced plans to invest up to $565 million to deploy approximately 15,000 alternative-fuel vehicles (AFVs) through 2018. By the end of 2010, AT&T had deployed 3,487 AFVs, including 2,472 CNG vehicles and 1,013 hybrid electric vehicles.
5.1c
Please describe your risks that are driven by change in physical climate parameters
ID
Risk driver
Description
Potential impact
Timeframe
Direct/ Indirect
Likelihood
Magnitude of impact
21
21
-CHANGE IN MEAN (AVERAGE)
TEMPERATURES -CHANGE IN
TEMPERATURE EXTREMES
-CHANGE IN MEAN (AVERAGE)
PRECIPITATION -CHANGE IN
PRECIPITATION PATTERN
-CHANGE IN PRECIPITATION EXTREMES AND
DROUGHTS -SNOW AND ICE
-SEA LEVEL RISE -TROPICAL CYCLONES -INDUCED
CHANGES IN NATURAL
RESOURCES -UNCERTAINTY OF PHYSICAL RISKS
-OTHER PHYSICAL CLIMATE DRIVERS
Fluctuations in temperatures make it difficult to predict energy needs for the
year. In addition, this sometimes
causes increased stress on the
electricity grid, which forces AT&T to run its engines more, releasing
more GHG emissions.
INCREASED OPERATIONAL COST
INCREASED CAPITAL
COST
REDUCED DEMAND FOR GOOD/SERVICE
REDUCTION/DISTRUPTION
IN PRODUCTION CAPACITY
REDUCTION IN CAPITAL
AVAILABILITY
REDUCED STOCK MARKET (MARKET
VALUATION)
INABILITY TO DO BUSINESS
WIDER SOCIAL
DISADVANTAGES
OTHER
CURRENT
1-5 YEARS
6-10 YEARS
<10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALLY UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
22
22
CHANGE IN MEAN (AVERAGE)
TEMPERATURES -CHANGE IN
TEMPERATURE EXTREMES
-CHANGE IN MEAN (AVERAGE)
PRECIPITATION -CHANGE IN
PRECIPITATION PATTERN
-CHANGE IN PRECIPITATION EXTREMES AND
DROUGHTS -SNOW AND ICE
-SEA LEVEL RISE -TROPICAL CYCLONES -INDUCED
CHANGES IN NATURAL
RESOURCES -UNCERTAINTY OF PHYSICAL RISKS
-OTHER PHYSICAL CLIMATE DRIVERS
Changes in temperature
extremes have an impact on our
energy use. Every time AT&T ramps up
cooling or heating systems quickly, it takes more energy than if the systems remained steady or
increased/decreased incrementally. In
addition, temperature
extremes cause increased stress on the electricity grid, which forces AT&T to run its engines more, releasing
more GHG emissions.
INCREASED OPERATIONAL COST
INCREASED CAPITAL
COST
REDUCED DEMAND FOR GOOD/SERVICE
REDUCTION/DISTRUPTION
IN PRODUCTION CAPACITY
REDUCTION IN CAPITAL
AVAILABILITY
REDUCED STOCK MARKET (MARKET
VALUATION)
INABILITY TO DO BUSINESS
WIDER SOCIAL
DISADVANTAGES
OTHER
CURRENT
1-5 YEARS
6-10 YEARS
<10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALLY UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
23
23
CHANGE IN MEAN (AVERAGE)
TEMPERATURES -CHANGE IN
TEMPERATURE EXTREMES
-CHANGE IN MEAN (AVERAGE)
PRECIPITATION -CHANGE IN
PRECIPITATION PATTERN
-CHANGE IN PRECIPITATION EXTREMES AND
DROUGHTS -SNOW AND ICE
-SEA LEVEL RISE -TROPICAL CYCLONES -INDUCED
CHANGES IN NATURAL
RESOURCES -UNCERTAINTY OF PHYSICAL RISKS
-OTHER PHYSICAL CLIMATE DRIVERS
Our business relies on providing
communications services to our
customers. Extreme winter storms can
impact infrastructure,
interrupting AT&T’s to provide service to those who depend
on it.
INCREASED OPERATIONAL COST
INCREASED CAPITAL
COST
REDUCED DEMAND FOR GOOD/SERVICE
REDUCTION/DISTRUPTION
IN PRODUCTION CAPACITY
REDUCTION IN CAPITAL
AVAILABILITY
REDUCED STOCK MARKET (MARKET
VALUATION)
INABILITY TO DO BUSINESS
WIDER SOCIAL
DISADVANTAGES
OTHER
CURRENT
1-5 YEARS
6-10 YEARS
<10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALLY UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
24
24
CHANGE IN MEAN (AVERAGE)
TEMPERATURES -CHANGE IN
TEMPERATURE EXTREMES
-CHANGE IN MEAN (AVERAGE)
PRECIPITATION -CHANGE IN
PRECIPITATION PATTERN
-CHANGE IN PRECIPITATION EXTREMES AND
DROUGHTS -SNOW AND ICE
-SEA LEVEL RISE -TROPICAL CYCLONES -INDUCED
CHANGES IN NATURAL
RESOURCES -UNCERTAINTY OF PHYSICAL RISKS
-OTHER PHYSICAL CLIMATE DRIVERS
Our business relies on providing
communications services to our
customers. Extreme weather can impact
infrastructure, interrupting AT&T’s
ability to provide service to those who
depend on it.
INCREASED OPERATIONAL COST
INCREASED CAPITAL
COST
REDUCED DEMAND FOR GOOD/SERVICE
REDUCTION/DISTRUPTION
IN PRODUCTION CAPACITY
REDUCTION IN CAPITAL
AVAILABILITY
REDUCED STOCK MARKET (MARKET
VALUATION)
INABILITY TO DO BUSINESS
WIDER SOCIAL
DISADVANTAGES
OTHER
CURRENT
1-5 YEARS
6-10 YEARS
<10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALLY UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
25
25
-CHANGE IN MEAN
(AVERAGE)
TEMPERATURES
-CHANGE IN
TEMPERATURE
EXTREMES
-CHANGE IN MEAN
(AVERAGE)
PRECIPITATION
-CHANGE IN
PRECIPITATION
PATTERN
-CHANGE IN
PRECIPITATION
EXTREMES AND
DROUGHTS
-SNOW AND ICE
-SEA LEVEL RISE
-TROPICAL
CYCLONES
-INDUCED
CHANGES IN
NATURAL
RESOURCES
-UNCERTAINTY OF
PHYSICAL RISKS
-OTHER PHYSICAL
CLIMATE DRIVERS
Physical impacts
that affect our
suppliers indirectly
could impact our
company.
INCREASED
OPERATIONAL COST
INCREASED CAPITAL
COST
REDUCED DEMAND FOR
GOOD/SERVICE
REDUCTION/DISTRUPTION
IN PRODUCTION
CAPACITY
REDUCTION IN CAPITAL
AVAILABILITY
REDUCED STOCK
MARKET (MARKET
VALUATION)
INABILITY TO DO
BUSINESS
WIDER SOCIAL
DISADVANTAGES
CURRENT
1-5 YEARS
6-10 YEARS
<10 YEARS
UNKNOWN
DIRECT
INDIRECT
(SUPPLY
CHAIN)
INDIRECT
(CLIENT)
VIRTUALLY
CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY
THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALLY
UNLIKELY
UNKNOWN
HIGH
MEDIUM-
HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
26
26
5.1d
Please describe (i) the potential financial implications of the risk before taking action; (ii) the methods you are using to manage this risk; and (iii) the costs associated with these actions In the event of a disruption in service AT&T must expend resources to repair damaged infrastructure and issue credits for service disruptions. Extreme weather threatens the network and supporting infrastructure we depend on to deliver service to our customers. To protect against disruptions, we invested more than $600 million in 2010 our Network Disaster Recovery (NDR) program, which includes a fleet of more than 320 technology and support trailers and specialized equipment that can be quickly deployed anywhere in the world in response to natural or man-made disasters. Through AT&T's NDR organization, we bring resources to help ensure the flow of both wireless and wired communications during times of need, all backed by centralized command and control designed to ensure maximum effectiveness and efficiency. For fluctuations in our energy use due to volatile temperatures, AT&T is taking steps to manage its energy use. In 2010 AT&T implemented 4,200 energy efficiency projects that include facility, processes and building services. This resulted in energy savings of approximately 443 million kWh in annualized energy savings in 2010. To address supply chain related challenges, AT&T joined the Carbon Disclosure Project (CDP) Supply Chain 2011 Greenhouse Gas (GHG) initiative as a full member to assist in collecting and analyzing information about our suppliers’ greenhouse gas management programs. This complements AT&T’s annual Supplier Citizenship and Sustainability (C&S) survey. AT&T is teaming with CDP to: • Deepen engagement with AT&T’s suppliers regarding greenhouse gas (GHG) programs. • Assess the level of awareness and maturity of AT&T’s suppliers regarding GHG tracking. • Establish a baseline that AT&T can use to plan future GHG supplier performance measures. • Align with AT&T Corporate C&S objectives and AT&T’s Principles of Conduct for Suppliers AT&T is engaging about 500 major suppliers from its supply chain to participate in the CDP 2011 Supplier Information Request, which is a set of online questions about each supplier’s level of awareness and actions regarding greenhouse gas emissions management.
5.1e
Please describe your risks that are driven by changes in other climate-related developments
ID
Risk driver
Description
Potential impact
Timeframe
Direct/ Indirect
Likelihood
Magnitude of impact
27
27
REPUTATION CHANING
CONSUMER BEHAVIOR
INDUCED CHANGES IN HUMAN AND
CULTURAL ENVIRONMENT FLUCTUATING
SOCIO-ECONOMIC CONDITIONS INCREASING
HUMANITARIAN DEMANDS
UNCERTAINTY IN SOCIAL DRIVERS UNCERTAINTY IN
MARKET SIGNALS OTHER DRIVERS
Volatile cost of fuel and energy, caused by market fluctuations
outside of regulation
INCREASED OPERATIONAL
COST
INCREASED CAPITAL COST
REDUCED
DEMAND FOR GOOD/SERVIC
E
REDUCTION/DISTRUPTION IN PRODUCTION
CAPACITY
REDUCTION IN CAPITAL
AVAILABILITY
REDUCED STOCK
MARKET (MARKET
VALUATION)
INABILITY TO DO BUSINESS
WIDER SOCIAL DISADVANTAG
ES
OTHER
CURRENT
1-5 YEARS
6-10 YEARS
<10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALL
Y UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
28
28
-REPUTATION -CHANGING CONSUMER BEHAVIOR
-INDUCED CHANGES IN HUMAN AND
CULTURAL ENVIRONMENT -FLUCTUATING
SOCIO-ECONOMIC CONDITIONS -INCREASING
HUMANITARIAN DEMANDS
-UNCERTAINTY IN SOCIAL DRIVERS -UNCERTAINTY IN MARKET SIGNALS -OTHER DRIVERS
Several stakeholders, including customers, employees, policy makers, investors, non-governmental organizations are expecting more from companies in the sustainability sphere. We communicate our sustainability efforts through a wide-range of outlets, such as an annual sustainability report, a sustainability website, the media, conferences and events and in direct communications. We also reply to several surveys from investors and rankings.
INCREASED OPERATIONAL
COST
INCREASED CAPITAL COST
REDUCED
DEMAND FOR GOOD/SERVIC
E
REDUCTION/DISTRUPTION IN PRODUCTION
CAPACITY
REDUCTION IN CAPITAL
AVAILABILITY
REDUCED STOCK
MARKET (MARKET
VALUATION)
INABILITY TO DO BUSINESS
WIDER SOCIAL DISADVANTAG
ES
OTHER
CURRENT
1-5 YEARS
6-10 YEARS
<10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALL
Y UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
29
29
-REPUTATION -CHANGING CONSUMER BEHAVIOR
-INDUCED CHANGES IN HUMAN AND
CULTURAL ENVIRONMENT -FLUCTUATING
SOCIO-ECONOMIC CONDITIONS -INCREASING
HUMANITARIAN DEMANDS
-UNCERTAINTY IN SOCIAL DRIVERS -UNCERTAINTY IN MARKET SIGNALS -OTHER DRIVERS
Customers are becoming better educated and aware about the sustainable attributes of the products they consume.
In response, we made two specific product launches in 2010 aimed at environmentally conscious consumers.
We worked with Superior Communications to issue the AT&T ZERO Charger, the first automatic zero-draw charger that doesn't waste power when it's left plugged into a wall. Such "vampire" energy from mobile phone chargers can add up — enough to brew 3 million cups of coffee each day
1. Our customers
want to be a small part of a big difference, and the charger was one of our best-selling accessories in 2010. It also received the 2010 CTIA E-Tech Award for Green Solutions.
And in November 2010, we announced the launch of the Samsung Evergreen, a quick-messaging device whose casing is made of 70 percent post-consumer waste recycled plastic. The phone's packaging uses 80 percent post-consumer recycled paper and soy ink for printing, and a CD replaces the traditional paper guide. The phone meets EU RoHS standards and is free of PVC, BFR and beryllium.
INCREASED OPERATIONAL
COST
INCREASED CAPITAL COST
REDUCED
DEMAND FOR GOOD/SERVIC
E
REDUCTION/DISTRUPTION IN PRODUCTION
CAPACITY
REDUCTION IN CAPITAL
AVAILABILITY
REDUCED STOCK
MARKET (MARKET
VALUATION)
INABILITY TO DO BUSINESS
WIDER SOCIAL DISADVANTAG
ES
OTHER
CURRENT
1-5 YEARS
6-10 YEARS
<10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALL
Y UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
30
30
5.1f
Please describe (i) the potential financial implications of the risk before taking action; (ii) the methods you are using to manage this risk; (iii) the costs associated with these actions
Aside from any costs imposed by regulations, increases in the cost of energy and fuel pose a financial risk to our business. Because electricity and fuel are key inputs to the connectivity services that AT&T provides, our cost structure is impacted by rising energy costs. We operate one of the largest commercial fleets in the nation, making us susceptible to volatile fuel prices. To address these issues, we’re investing to optimize the energy performance of our network and facilities and have invested in fuel-saving technologies to help us operate our fleet more efficiently and cost effectively. In 2009, we announced plans to invest up to $565 million to deploy approximately 15,000 alternative-fuel vehicles (AFVs) through 2018. By the end of 2010, AT&T had deployed 3,487 AFVs, including 2,472 CNG vehicles and 1,013 hybrid electric vehicles.
5.1g
Please explain why you do not consider your company to be exposed to risks driven by changes in regulation that have the potential to generate a substantive change in your business operations, revenue or expenditure
5.1h
Please explain why you do not consider your company to be exposed to risks driven by physical climate parameters that have the potential to generate a substantive change in your business operations, revenue or expenditure
5.1i
Please explain why you do not consider your company to be exposed to risks driven by changes in other climate-related developments that have the potential to generate a substantive change in your business operations, revenue or expenditure
Page: 6. Climate Change Opportunities
6.1
31
31
Have you identified any climate change opportunities (current or future) that have the potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply
OPPORTUNITIES DRIVEN BY CHANGES IN REGULATION OPPORTUNITIES DRIVEN BY CHANGES IN PHSYICAL CLIMATE PARAMETERS OPPORTUNITIES DRIVEN BY CHANGES IN OTHER CLIMATE-RELATED DEVELOPMENTS
6.1a
Please describe your opportunities that are driven by changes in regulation
ID
Opportunity driver
Description
Potential impact
Timeframe
Direct/Indirect
Likelihood
Magnitude of
impact
32
32
-INTERNATIONAL AGREEMENTS
-AIR POLLUTION LIMITS -CARBON TAXES -CAP AND TRADE
SCHEMES -EMISSIONS REPORTING
OBLIGATIONS -FUEL/ENERGY TAXES
AND REGULATIONS -PRODUCT EFFICIENCY
REGULATIONS AND STANDARDS
-PRODUCT LABELING REGULATIONS AND
STANDARDS -VOLUNTARY AGREEMENTS
-GENERAL ENVIRONMENTAL
REGULATIONS, INCLUDING PLANNING -OTHER REGULATORY
DRIVERS
AT&T is one of the largest U.S. wireless providers of fleet management solutions for commercial truck and van fleets. Along with
our business alliance members, we offer many vehicle-based solutions that combine the latest advances in GPS, wireless and
Web technologies to make mobile workforce and fleet management a more
affordable reality. These solutions can lead to reduced idle time, better management of
miles driven per day, improved route planning, and reduced travel time.
If travel becomes more expensive due to fuel increases, AT&T also offers several products and services that help business and individuals reduce their travel. AT&T Telepresence Solution® offers a lifelike
experience of being in the same room as the other people. AT&T offers connectivity that also allows people to work remotely,
reducing the need to travel into their workplace.
In addition, AT&T helps businesses build and operate their IT infrastructure more
efficiently. Current trends toward the adoption of hosted services (e.g.,
outsourcing and cloud computing), server and storage virtualization and low-energy
cooling as a means to replace less-efficient data centers and application services have
great potential to increase IT and data center efficiency.
AT&T is also AT&T is helping modernize the nation's electric grid by combining the
same broadband and wireless communication technology we use to
connect people with their world every day with additional virtual networking and
security features. Smart grids depend on two-way communications between virtually
all devices producing, distributing and consuming electricity. As of fall 2010, AT&T provided the communication for 7.5 million smart meters. AT&T has teamed up with
several companies to provide this two-way connectivity.
-REDUCED OPERATIONAL
COSTS
-REDUCED CAPITAL COSTS
-INCREASED DEMAND FOR
EXISTING PRODUCTS
AND SERVICES
-PREMIUM
PRICE OPPORTUNITI
ES
-INCREASED PRODUCTION
CAPACITY
-INCREASE IN CAPITAL
AVAILABILITY
-INCREASED STOCK PRICE
(MARKET VALUATION)
-NEW
PRODUCTS/BUSINESS
SERVICES
-INVESTMENT OPPORTUNITI
ES
-WIDER SOCIAL
BENEFITS -OTHER
CURRENT
1-5 YEARS
6-10 YEARS
>10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALLY UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
33
33
6.1b
Please describe (i) the potential financial implications of the opportunity; (ii) the methods you are using to manage this opportunity; (iii) the costs associated with these actions
AT&T provides several products and services – from fleet management to smart grid to cloud computing and virtualization – that can enable others to reduce their travel and energy use. Increased use of these products and services would lead to increased revenue for AT&T. We set two goals in 2010 to guide our efforts in promoting these products and services. They were to 1) launch customer tools to quantify carbon emissions avoided from use of specific offerings that reduce travel and 2) establish external advisory board to promote ICT as a sustainability enabler, and develop measurements for the environmental impact of ICT products and services. In 2010, significant progress was made on the alpha and beta versions of the customer tool in 2010; however we encountered process delays that pushed our release date for the tool to 2nd Quarter of 2011. In late 2009, we established the AT&T Business Sustainability Advisory Council. The Council met twice in 2010 and is planning to meet twice in 2011 to continue work on initiatives from 2010, which include methodology and research that supports the measurement tools to calculate environmental impacts of ICT technology travel substitution solutions. We have also set a goal for 2011 to introduce methodology and research that supports the measurement tools used to calculate the environmental impacts of information and communications technology travel substitution solutions. The exact financial implications and costs of pursuing these opportunities are unclear.
6.1c
Please describe the opportunities that are driven by changes in physical climate parameters
ID
Opportunity driver
Description
Potential impact
Timeframe
Direct/ Indirect
Likelihood
Magnitude of impact
34
34
-CHANGE IN MEAN
(AVERAGE) TEMPERATURE
-CHANGE IN TEMPERATURE
EXTREMES -CHANGE IN
MEAN (AVERAGE)
PRECIPITATION -CHANGE IN
PRECIPITATION PATTERN
-CHANGE IN PRECIPITATION
EXTREMES AND
DROUGHTS -SNOW AND
ICE -INTRODUCED CHANGES IN
NATURAL RESROUCES
-OTHER PHYSICAL CLIMATE DRIVERS
Physical risks – associated with weather, a pandemic, or otherwise – often require collaboration in state and local government sectors. Collaboration allows agencies to maintain the understanding of local, state and national news and events. AT&T offers products and services that can assist this collaboration across geographies. AT&T Telepresence Solution® connects individuals physically separated across a building, city, state or nation serving as the medium for planning, response and recovery actions. Supporting public safety efforts such as disaster and pandemic response or carrying out essential training and events, AT&T Telepresence Solution allows individuals to still see eye-to-eye when actual face-to-face communication is not possible. Implementation of AT&T Telepresence Solution at local, state and national agencies will allow timely and efficient collaboration to keep agencies and communities connected when time matters most.
-REDUCED OPERATIONAL
COSTS
-REDUCED CAPITAL COSTS
-INCREASED DEMAND
FOR EXISTING PRODUCTS AND
SERVICES
-PREMIUM PRICE OPPORTUNITIES
-INCREASED PRODUCTION
CAPACITY
-INCREASE IN CAPITAL
AVAILABILITY
-INCREASED STOCK PRICE (MARKET
VALUATION)
-NEW PRODUCTS/BUSINES
S SERVICES
-INVESTMENT OPPORTUNITIES
-WIDER SOCIAL
BENEFITS -OTHER
CURRENT
1-5 YEARS
6-10 YEARS
>10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALLY UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
6.1d
Please describe (i) the potential financial implications of the opportunity; (ii) the methods you are using to manage this opportunity; (iii) the costs associated with these actions
35
35
We engage our stakeholders – such as our government customers – through a variety of avenues to assess opportunity in this area. AT&T outlines our State and Local Government Solutions online at www.corp.att.com/stateandlocal/unified_communications.html. AT&T also has compiled a Telepresence Solution Handbook, When Time Matters Most: A State and Local Government Guide to Staying Connected in Times of Crisis.” It outlines various scenarios related to crisis situations and recommends ways that AT&T can help.
The exact costs and financial implications of these opportunities are unclear.
6.1e
Please describe the opportunities that are driven by changes in other climate-related developments
ID
Opportunity driver
Description
Potential impact
Timeframe
Direct/ Indirect
Likelihood
Magnitude of
impact
36
36
-CHANGE IN MEAN
(AVERAGE) TEMPERATURE
-CHANGE IN TEMPERATURE
EXTREMES -CHANGE IN
MEAN (AVERAGE)
PRECIPITATION -CHANGE IN
PRECIPITATION PATTERN
-CHANGE IN PRECIPITATION
EXTREMES AND
DROUGHTS -SNOW AND
ICE -INTRODUCED CHANGES IN
NATURAL RESROUCES
-OTHER PHYSICAL CLIMATE DRIVERS
AT&T, and the information and communications technology (ICT) industry at large, are uniquely positioned to develop and advance solutions that can help reduce greenhouse gas emissions while protecting and promoting opportunities beyond just regulatory and physical. There are numerous opportunities for communications and broadband infrastructure, like the network and services AT&T provides, to increase energy efficiency and productivity while reducing greenhouse gas emissions. Some examples include:
Decreasing energy-intensive travel through telecommuting, teleconferencing and other services.
Providing centralized data management, Internet, communications and software service for customers.
Dematerializing public and commercial activities through electronic billing, online provision of governmental services and online delivery of goods and services, such as education, libraries, research, medicine, videos and music.
Rationalizing transportation and distribution systems using next-generation dispatching and planning software combined with satellite-based GPS systems.
Improving energy efficiency in commercial and residential buildings through more sophisticated monitoring and dispatching systems for more accurate control and delivery of energy.
AT&T Consulting Services AT&T Consulting provides a spectrum of business and infrastructure services which help build competitive advantage, meet compliance requirements, and optimize IT performance. Many of their services have direct or indirect sustainability benefits through the reduction of energy and carbon emissions. This provides ongoing and global business opportunities for us, as companies seek to address risks and embrace opportunities posed by environmental risk. Fuel Efficiency AT&T has one of the largest commercial fleets in the nation. As the cost of fuel remains volatile, this poses an opportunity for our company to invest in fuel-savings technology. In addition, other can use the fleet management products for fleet efficiencies. Energy Efficiency As the price of energy increases, this leads to opportunities for our company is look at our energy operations and work to better manage our energy use.
-REDUCED OPERATIONAL
COSTS
-REDUCED CAPITAL COSTS
-INCREASED DEMAND FOR
EXISTING PRODUCTS AND
SERVICES
-PREMIUM PRICE OPPORTUNITIES
-INCREASED PRODUCTION
CAPACITY
-INCREASE IN CAPITAL
AVAILABILITY
-INCREASED STOCK PRICE
(MARKET VALUATION)
-NEW
PRODUCTS/BUSINESS SERVICES
-INVESTMENT
OPPORTUNITIES
-WIDER SOCIAL BENEFITS
-OTHER
CURRENT
1-5 YEARS
6-10 YEARS
>10 YEARS
UNKNOWN
DIRECT
INDIRECT (SUPPLY CHAIN)
INDIRECT (CLIENT)
VIRTUALLY CERTAIN
VERY LIKELY
LIKELY
MORE LIKELY THAN NOT
AS LIKELY AS
NOT
UNLIKELY
VERY UNLIKELY
EXCEPTIONALL
Y UNLIKELY
UNKNOWN
HIGH
MEDIUM-HIGH
MEDIUM
LOW-
MEDIUM
LOW
UNKNOWN
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6.1f
Please describe (i) the potential financial implications of the opportunity; (ii) the methods you are using to manage this opportunity; (iii) the costs associated with these actions
These opportunities present potentials for cost saving and revenue generation. In 2009, AT&T announced the establishment of the AT&T Business Sustainability Advisory Council to better quantify the environmental benefits of our products and services. In 2010, the AT&T Business Advisory Council held its first two meetings, both a physical meeting in Washington, D.C. and a meeting via telepresence, to discuss the growing role of ICT solutions in business. We have not determined the exact costs associated with these actions.
6.1g
Please explain why you do not consider your company to be exposed to opportunities driven by changes in regulation that have the potential to generate a substantive change in your business operations, revenue or expenditure
6.1h
Please explain why you do not consider your company to be exposed to opportunities driven by physical climate parameters that have the potential to generate a substantive change in your business operations, revenue or expenditure
6.1i
Please explain why you do not consider your company to be exposed to opportunities driven by changes in other climate-related developments that have the potential to generate a substantive change in your business operations, revenue or expenditure
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Carbon Disclosure Project CDP 2011 Investor CDP 2011 Information Request
AT&T Inc.
Module: GHG Emissions Accounting, Energy and Fuel Use, and Trading [Investor]
Page: 7. Emissions Methodology
7.1
Please provide your base year and base year emissions (Scopes 1 and 2)
Base year
Scope 1 Base year emissions (metric tonnes CO2e)
Scope 2 Base year emissions (metric tonnes CO2e)
2009 1,170,232 7,745,546
7.2 Please give the name of the standard, protocol or methodology you have used to collect activity data and calculate Scope 1 and Scope 2 emissions
Please select the published methodologies that you use US EPA Climate Leaders: Direct Emissions from Stationary Combustion US EPA Climate Leaders: Indirect Emissions from Purchases/ Sales of
Electricity and Steam The Greenhouse Gas Protocol: A Corporate Accounting and Reporting
Standard (Revised Edition)
7.2a
If you have selected "Other", please provide details below
7.3
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39
Please give the source for the global warming potentials you have used
Gas Reference
CO2: 1 CH4: 21
N2O: 310 HFC-134a: 1,300
Intergovernmental Panel on Climate
Change (IPCC), Second Assessment Report
(SAR), 1996
7.4
Please give the emissions factors you have applied and their origin; alternatively, please attach an Excel spreadsheet with this data
Fuel/Material/Energy Emission Factor Unit Reference
Steam 0.22 lbs CO2-e/lbs
steam
EPA Climate Leaders Indirect Emissions from Purchases/Sales of Electricity and Steam EPA430-K-
03-006 June 2008
Natural Gas 117.09 lbs CO2-e/MMBtu EPA Climate Leaders Direct Emissions from
Stationary Combustion Sources EPA430-K-08-003 May 2008 Table B-3; Table A-1 adjusted for fuel type
Propane 12.70 lbs CO2-e/gallon EPA Climate Leaders Direct Emissions from
Stationary Combustion Sources EPA430-K-08-003 May 2008 Table B-3; Table A-1 adjusted for fuel type
Fuel Oil 22.49 lbs CO2-e/gallon EPA Climate Leaders Direct Emissions from
Stationary Combustion Sources EPA430-K-08-003 May 2008 Table B-3; Table A-1 adjusted for fuel type
Flight Operations 21.32 lbs CO2-e/gallon EPA Climate Leaders Direct Emissions from Mobile
Combustion Sources EPA430K-08-004 May 2008 Table B-2 CO2; Table A-6 N2O & CH4
Electric Multiple lbs CO2/KWh
US EPA eGRID2010 (year 2007) version 1.0; emission factor values correspond to the eGRID subregion in
which the facility operation resides. International emission factors: WRI/ WBCSD GHG Protocol.
International Energy Agency Data Services. 2009. "CO2 Emissions from Fuel Combustion”
Fleet Multiple
depending on fuel type
lbs CO2/gallon EPA Climate Leaders Direct Emissions from Mobile
Combustion Sources EPA430K-08-004 May 2008
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Page: 8. Emissions Data - (1 Jan 2010 - 1 Jan 2011)
8.1
Please select the boundary you are using for your Scope 1 and 2 greenhouse gas inventory Operational Control
8.2a
Please provide your gross global Scope 1 emissions figure in metric tonnes CO2e 1,105,251 mtons CO2e
8.2b Only applicable if CCRF was chosen in Q8.1
Please provide your gross global Scope 1 emissions figures in metric tonnes CO2e - Part 1 breakdown
Boundary
Gross global Scope 1 emissions (metric tonnes CO2e)
Comment
8.2c Only applicable if CCRF was chosen in Q8.1
Please provide your gross global Scope 1 emissions figures in metric tonnes CO2e - Part 1 Total
Gross global Scope 1 emissions (metric tonnes CO2e) - Total Part 1
Comment
8.2d Only applicable if CCRF was chosen in Q8.1
Please provide your gross global Scope 1 emissions figures in metric tonnes CO2e - Part 2
Gross global Scope 1 emissions (metric tonnes CO2e) - Other operationally controlled entities, activities or facilities
Comment
8.3a
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Please provide your gross global Scope 2 emissions figure in metric tonnes CO2e 7,798,222 mtons CO2e
8.3b Only applicable if CCRF was chosen in Q8.1
Please provide your gross global Scope 2 emissions figures in metric tonnes CO2e - Part 1 breakdown
Boundary
Gross global Scope 2 emissions (metric tonnes CO2e)
Comment
8.3c Only applicable if CCRF was chosen in Q8.1
Please provide your gross global Scope 2 emissions figures in metric tonnes CO2e - Part 1 Total
Gross global Scope 2 emissions (metric tonnes CO2e) - Total Part 1
Comment
8.3d Only applicable if CCRF was chosen in Q8.1
Please provide your gross global Scope 2 emissions figures in metric tonnes CO2e - Part 2
Gross global Scope 2 emissions (metric tonnes CO2e) - Other operationally controlled entities, activities or facilities
Comment
8.4
Are there are any sources (e.g. facilities, specific GHGs, activities, geographies, etc.) of Scope 1 and Scope 2 emissions which are not included in your disclosure? YES
8.4a
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Please complete the table
Reporting Entity
Source
Scope
Explain why the source is excluded
[This cell should only be populated if CCRF was
chosen in 8.1]
Ground Equipment for
Flight Operations
1
A very limited number of pieces of powered ground equipment are utilized in conjunction with our flight operations. The impact was deemed too
small to measure given the overall scale of the carbon inventory.
8.5
Please estimate the level of uncertainty of the total gross global Scope 1 and Scope 2 figures that you have supplied and specify the sources of uncertainty in your data gathering, handling, and calculations
Scope
Uncertainty Range
Main sources of uncertainty
Please expand on the uncertainty in your data
1 Less than or equal to 2% Extrapolation
Extrapolations from data samples were used for
handheld propane, emergency generator runtimes,
refrigerant, and a small portion of our business rental
car travel.
8.6
Please indicate the verification/assurance status that applies to your Scope 1 emissions N/A
8.6a
Please indicate the proportion of your Scope 1 emissions that are verified/assured
8.6b
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Please provide further details of the verification/assurance undertaken, and attach the relevant statements
Type of verification or assurance
Relevant standard
Relevant statement attached
8.7
Please indicate the verification/assurance status that applies to your Scope 2 emissions N/A
8.7a
Please indicate the proportion of your Scope 2 emissions that are verified/assured
8.7b
Please provide further details of the verification/assurance undertaken, and attach the relevant statements
Type of verification or assurance
Relevant standard
Relevant statement attached
8.8
Are carbon dioxide emissions from the combustion of biologically sequestered carbon (i.e. carbon dioxide emissions from burning biomass/biofuels) relevant to your company? N/A
8.8a
Please provide the emissions in metric tonnes CO2e
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Page: 9. Scope 1 Emissions Breakdown - (1 Jan 2010 - 1 Jan 2011)
9.1
Do you have Scope 1 emissions sources in more than one country or region (if covered by emissions regulation at a regional level)? YES
9.1a
Please complete the table below
Country Scope 1 metric tonnes CO2e
US 1,102,950
Rest of World 2,301
9.2
Please indicate which other Scope 1 emissions breakdowns you are able to provide (tick all that apply)
9.2a
Please break down your total gross global Scope 1 emissions by business division
Business Division
Scope 1 metric tonnes CO2e
9.2b
Please break down your total gross global Scope 1 emissions by facility
Facility
Scope 1 metric tonnes CO2e
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9.2c
Please break down your total gross global Scope 1 emissions by GHG type
GHG type Scope 1 metric tonnes CO2e
CO2 942,474
CH4 878
N2O 18,595
HFC 143,303
9.2d
Please break down your total gross global Scope 1 emissions by activity
Activity Scope 1 metric tonnes CO2e
Ground Fleet 690,721
Natural Gas 115,781
Propane 4,282
#2 Fuel Oil/Diesel 12,252
Stationary Engines 119,715
Portable Generators 6,123
Refrigerant 143,303
Page: 10. Scope 2 Emissions Breakdown - (1 Jan 2010 - 1 Jan 2011)
10.1
Do you have Scope 2 emissions sources in more than one country or region (if covered by emissions regulation at a regional level)? YES
10.1a
Please complete the table below
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46
Country Scope 2 metric tonnes CO2e
US 7,762,531
Rest of World 35,691
10.2
Please indicate which other Scope 2 emissions breakdowns you are able to provide (tick all that apply)
10.2a
Please break down your total gross global Scope 2 emissions by business division
Business division
Scope 2 metric tonnes CO2e
10.2b
Please break down your total gross global Scope 2 emissions by facility
Facility
Scope 2 metric tonnes CO2e
10.2c
Please break down your total gross global Scope 2 emissions by activity
Activity Scope 2 metric tonnes CO2e
Purchased Electric Power 7,785,958
Purchased Steam 12,264
Page: 11. Emissions Scope 2 Contractual
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11.1
Do you consider that the grid average factors used to report Scope 2 emissions in Question 8.3 reflect the contractual arrangements you have with electricity suppliers? YES
11.1a
You may report a total contractual Scope 2 figure in response to this question. Please provide your total global contractual Scope 2 GHG emissions figure in metric tonnes CO2e
11.1b
Explain the basis of the alternative figure (see guidance)
11.2
Has your organization retired any certificates, e.g. Renewable Energy Certificates, associated with zero or low carbon electricity within the reporting year or has this been done on your behalf? NO
11.2a
Please provide details including the number and type of certificates
Type of certificate
Number of certificates
Comments
Page: 12. Energy
12.1
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48
What percentage of your total operational spend in the reporting year was on energy?
12.2
Please state how much fuel, electricity, heat, steam, and cooling in MWh your organization has consumed during the reporting year
Energy type MWh
Electricity 13,610,065
Steam 43,781
Fuel 7,709,396
12.3
Please complete the table by breaking down the total "Fuel" figure entered above by fuel type
Fuels MWh
Natural Gas 639,001
Distillate fuel oil No 2 4,552,735
Motor Gasoline 2,434,163
Propane 6,968
CNG 22,051
Ethanol-85 1,017
Jet A (Jet kerosene) 53,461
Page: 13. Emissions Performance
13.1
How do your absolute emissions (Scope 1 and 2 combined) for the reporting year compare to the previous year? Decreased
13.1a
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49
Please complete the table
Reason Emissions value
(percentage) Direction of
change Comment
EMISSIONS REDUCTION ACTIVITIES DIVESTMENT ACQUISITIONS MERGERS CHANGE IN OUTPUT CHANGE IN METHODOLOGY CHANGE IN BOUNDARY UNIDENTIFIED OTHER
0.13 Decrease
We know that our electricity use and our fleet are our two biggest drivers of emissions, and we have set goals related to both and established initiatives to help us meet those goals. For energy, we have established an intensity metric to track and measure our electricity usage as related to our growth in terms of the total amount of information transmitted over our network, including our global network, voice and video traffic. Our energy director and his team work to implement energy-savings projects and explore alternative energy options. In 2010, we used 415 kWh per terabyte of data carried on our network, which is a 16.6 percent decrease from 2009. We implemented 4,200 energy-saving projects, which resulted in an annualized energy savings of 443 million kWh, which equates to $44million. For our fleet, in March 2009, we announced plans to invest up to $565 million as part of a long-term strategy to deploy approximately 15,000 alternative-fuel vehicles through the end of 2018. By the end of 2010, AT&T had deployed 3,487 AFVs, including 2,472 CNG vehicles and 1,013 hybrid electric vehicles. AT&T has also deployed two all-electric vehicles (AEVs). The use of compressed natural gas (CNG) vehicles in our corporate vehicle fleet helped the company avoid the purchase of more than one million gallons of traditional petroleum fuel in 2010.
13.2
Please describe your gross combined Scope 1 and 2 emissions for the reporting year in metric tonnes CO2e per unit currency total revenue
Intensity figure Metric
numerator Metric
denominator
% change from
previous year
Direction of change from previous year
Explanation
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71,640 metric tonnes
CO2e Billon $ Revenue
1.56 Decrease
We know that our electricity use and our fleet are our two biggest drivers of emissions, and we have set goals related to both and established initiatives to help us meet those goals. For energy, we have established an intensity metric to track and measure our electricity usage as related to our growth in terms of the total amount of information transmitted over our network, including our global network, voice and video traffic. Our energy director and his team work to implement energy-savings projects and explore alternative energy options. In 2010, we used 415 kWh per terabyte of data carried on our network, which is a 16.6 percent decrease from 2009. We implemented 4,200 energy-saving projects, which resulted in an annualized energy savings of 443 million kWh, which equates to $44million. For our fleet, in March 2009, we announced plans to invest up to $565 million as part of a long-term strategy to deploy approximately 15,000 alternative-fuel vehicles through the end of 2018. By the end of 2010, AT&T had deployed 3,487 AFVs, including 2,472 CNG vehicles and 1,013 hybrid electric vehicles. AT&T has also deployed two all-electric vehicles (AEVs). The use of compressed natural gas (CNG) vehicles in our corporate vehicle fleet helped the company avoid the purchase of more than one million gallons of traditional petroleum fuel in 2010.
13.3 Please describe your gross combined Scope 1 and 2 emissions for the reporting year in metric tonnes CO2e per full time equivalent (FTE) employee
Intensity figure Metric numerator Metric denominator % change from previous year
Direction of change from previous year
Explanation
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33.40 metric tonnes CO2e FTE employee 6.05 Increase
As our business changes — most notably shifting from wireline to a wireless focus — and economic pressures
impact our company, we continue to adjust the size of our workforce. This remains an ongoing challenge for our
company, as it does for many. As of the end of 2010, we had 266,590 employees. This is compared to 282,720
employees at the end of 2009.
13.4 Please provide an additional intensity (normalized) metric that is appropriate to your business operations
Intensity figure Metric numerator Metric denominator % change from previous year
Direction of change from previous year
Explanation
288 metric tonnes CO2e Petabyte of Data over
AT&T Network 20.62 Decrease
In absolute terms our overall
emissions are going down, but
we’re also experiencing a
dramatic growth in the network. In
fact, mobile broadband on
AT&T’s network has grown nearly
2,300 percent over the past three
years. To address this, we’re putting dedicated efforts into operating a more efficient
network.
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Page: 14. Emissions Trading
14.1
Do you participate in any emission trading schemes? NO
14.1a
Please complete the following table for each of the emission trading schemes in which you participate
Scheme name
Period for which data is supplied
Allowances allocated
Allowances purchased
Verified emissions in metric tonnes CO2e
Details of ownership
14.1b
What is your strategy for complying with the schemes in which you participate or anticipate participating?
14.2
Has your company originated any project-based carbon credits or purchased any within the reporting period? NO
14.2a
Please complete the following table
Credit origination or
credit purchase
Project type
Project identification
Verified to which standard
Number of credits (metric
tonnes of CO2e)
Number of credits (metric tonnes
CO2e): Risk adjusted volume
Credits retired
Purpose e.g. compliance
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Page: 15. Scope 3 Emissions
15.1
Please provide data on sources of Scope 3 emissions that are relevant to your organization
Sources of Scope 3 emissions metric tonnes CO2e Methodology If you cannot provide a figure for emissions, please describe them
Business Air Travel 49,622
EPA Climate Leaders: Optional Emissions from
Commuting, Business Travel,
and Product Transport
Business Rental Car Travel 13,587
EPA Climate Leaders: Optional Emissions from
Commuting, Business Travel,
and Product Transport
15.2
Please indicate the verification/assurance status that applies to your Scope 3 emissions N/A
15.2a
Please indicate the proportion of your Scope 3 emissions that are verified/assured
15.2b
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Please provide further details of the verification/assurance undertaken, and attach the relevant statements
Type of verification or assurance
Relevant standard
Relevant statement attached
15.3
How do your absolute Scope 3 emissions for the reporting year compare to the previous year? Increased
15.3a
Please complete the table
Emissions reduction activities Divestment Acquisitions Mergers Change in output Change in methodology Change in boundary Unidentified Other, please specify Even though we’re working to replace some of our travel with virtual solutions such as AT&T Telepresence Solution®, increased business activity required more travel this past year.
Emissions value (percentage)
9.5
Direction of Change Increase
Comment To address travel-related GHG
emissions, AT&T has more than doubled its internal deployment of
Telepresence from 50 rooms in 2009 to more than 130 rooms at the end of 2010. The company
realized savings of more than $4.1 million in travel dollars and more than 2,500 metric tons of CO2-e
emissions avoided in 2010.
Module: Sign Off
Page: Sign Off
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Please enter the name of the individual that has signed off (approved) the response and their job title John Schulz, Director – External Affairs
Carbon Disclosure Project