What Do We Mean by Decarbonization of Consumer Goods?
Regulatory and Legal Framework
Typical Distribution of Emissions in the Consumer Goods Sector
3 Carbon Intensity Benchmarks in Consumer Sectors
5 Common Challenges in Decarbonization
Dcycle: the ESG Solution for Any Use Case
Frequently Asked Questions (FAQs)
The decarbonization of consumer goods has become a topic we can no longer ignore. Every product we manufacture, transport, or sell generates emissions that affect a company’s competitiveness.
Today it is no longer just a technical requirement, it is a strategic factor that defines who leads and who falls behind.
International regulations, market pressure, and the demand for verifiable data make measuring and reducing emissions a real obligation.
It is not enough to talk about sustainability, we must prove it with clear figures and solid management that allows fast and efficient decision-making.
In this article, we will see why decarbonization is key for consumer goods, how it directly affects a company’s strategy, and which steps are necessary to start managing it effectively.
When we talk about decarbonization of consumer goods, we refer to a very specific process: reducing greenhouse gas emissions associated with the life cycle of the products we manufacture, distribute, or use.
From raw material extraction to transport, distribution, and end-of-life, every stage counts and generates an impact that can be measured and managed.
Unlike other more general sustainability approaches, decarbonization is directly linked to verifiable emissions data. It is not about vague statements or abstract commitments.
Here we are talking about clear numbers that allow us to compare, prioritize, and act.
The key difference is that we are not measuring perceptions, we are measuring the real effect that products have on our business and on the market where we compete.
Value chains play a decisive role in this process.
A large part of emissions is not generated inside the company itself, but in suppliers, transportation, raw materials, or even in the way the client uses the product.
This means that decarbonization is not just an internal issue, but a coordinated effort that requires collecting data from the entire value chain, analyzing it, and managing it centrally.
If we do not have visibility of that chain, we will not be able to reduce emissions effectively or comply with regulations that already demand total transparency.
Decarbonization, in this sense, is more than an obligation, it is a strategic lever to maintain competitiveness in a market that increasingly demands precision and consistency in how we measure and manage our impact.
The decarbonization of consumer goods is not an isolated option, it is directly linked to an increasingly demanding regulatory environment.
Companies can no longer rely on good intentions, because there are laws, directives, and international standards that require clear, verifiable, and comparable information on emissions and ESG impact.
In the case of Spain, Royal Decree 214/2025 marks a turning point.
This framework obliges companies to measure, register, and report their carbon footprint in a standardized way, with a special focus on consumer goods and value chains.
The goal is for the information to be transparent and comparable, serving as the basis for real emission reduction strategies.
We are not talking about just another administrative procedure.
We are talking about a regulatory instrument that conditions access to certain markets, public tenders, and supplier relationships.
If we do not comply with this decree, we directly lose competitiveness.
At the European level, the framework is even more ambitious. The CSRD (Corporate Sustainability Reporting Directive) obliges companies to report ESG information with unprecedented detail.
The European Taxonomy defines which economic activities are considered sustainable, affecting financing and investor confidence.
The CSDDD (Corporate Sustainability Due Diligence Directive) introduces the obligation to control ESG risks across the entire value chain, making it impossible to look only inside the organization.
These directives are designed so that companies work with structured and verifiable data, not with narratives.
Competitiveness is no longer only about costs or operational efficiency, but also about the capacity to comply with these regulations and prove it with facts.
The European and Spanish regulatory framework is not isolated.
It connects with international standards that have been setting the pace for years.
The ISO 14067 defines how to measure the carbon footprint of a product. The SBTi (Science Based Targets initiative) requires us to align our reduction targets with climate science.
And the EU ETS (European Union Emissions Trading System) turns emissions into a direct cost for many industries.
When we put all this together, the message is clear, we cannot improvise. We need solutions that collect, analyze, and distribute ESG information in an integrated way.
Only then can we respond to national regulations, European directives, and international standards at the same time, without duplicating efforts or falling behind.
In addition, companies are increasingly expected to align their sustainability reporting with sustainable finance frameworks, ensuring that environmental actions are directly connected to financial decision-making and investor requirements.
When analyzing decarbonization of consumer goods, the first step is to understand where emissions come from. The reality is that not all of them are generated within the company.
A large portion is in the supply chain and in the use of products.
That is why we need to be clear on how the different scopes of emissions are distributed.
Here we refer to the direct emissions produced in our own operations.
They include the combustion of fossil fuels in boilers, company vehicles, or machinery.
They are the most visible emissions and, in theory, the easiest to measure because they depend on what we control inside the organization.
Although they are usually a smaller fraction compared to other scopes, they represent a key starting point.
Reducing them is not only mandatory, it also impacts energy efficiency and costs associated with fuel consumption.
Scope 2 refers to indirect emissions linked to the consumption of electricity, heat, or steam purchased from third parties.
In many consumer goods sectors, this category is highly relevant because it depends on the energy mix of the country or region where we operate.
Although we do not generate these emissions directly, we are responsible for them as they result from our consumption.
That is why it is essential to measure them accurately and look for ways to optimize energy use, not only to reduce emissions but also to save money.
Scope 3 is the most complex and, at the same time, the most decisive.
Here we include emissions associated with the entire value chain: from raw material extraction to transport, logistics, product use by clients, and end-of-life.
In most consumer goods companies, Scope 3 represents over 70% of total emissions.
This means that if we do not measure what happens outside our facilities, we will never have a real view of the impact.
To manage it, we need reliable data from suppliers and partners, integrated into a system that allows us to see the complete picture.
This is where the true difference is made, whoever is able to control and reduce supply chain emissions will have a clear advantage in the market.
For decarbonization of consumer goods to be real and measurable, good intentions are not enough.
We need to apply concrete strategies that reduce emissions in every part of the production process and value chain.
Here are some of the most effective ones today.
Many industrial processes still depend on the direct combustion of fossil fuels.
Switching to electric systems not only reduces emissions immediately, it also opens the door to integrating cleaner energy sources.
The key is to identify which processes are viable to electrify without losing performance or quality.
We cannot improve what we do not measure.
The digitalization of energy consumption with IoT sensors and the use of advanced analytics allows us to detect inefficiencies in real time.
This means being able to adjust processes, avoid losses, and reduce costs while cutting emissions.
The more granular the information, the easier it is to prioritize actions with real impact.
Waste and by-product management is a key point in consumer goods.
Investing in reuse, recycling, or redesign of materials avoids emissions associated with extraction and transport of new raw materials.
In addition, it improves efficiency throughout the value chain by reducing external dependencies.
Replacing conventional electricity with renewable energy is one of the most direct measures to reduce Scope 2 emissions.
Integration can be done through power purchase agreements, self-consumption, or long-term contracts.
What matters is that consumption data is well measured to be able to report and prove results.
In some sectors, the only way to decarbonize intensive processes is to bet on new technologies like green hydrogen.
Although they are not yet massively implemented, their development will mark a competitive advantage for those who start exploring them.
Here the key is to evaluate where it makes sense to invest and how it integrates into the global emission reduction strategy.
Each of these strategies requires reliable data, analysis, and continuous monitoring.
Decarbonization is not a one-off project, it is a constant process.
Whoever combines these solutions with centralized ESG management will be better able to comply with regulations, reduce costs, and maintain market position.
To discuss decarbonization of consumer goods, we need clear references.
Carbon intensity benchmarks allow us to compare sectors and understand where the biggest challenges and opportunities lie.
We are talking about tons of CO2 equivalent emitted per million euros generated, a metric that helps us ground the strategy in numbers.
This category includes sectors with production processes highly dependent on energy and on emission-intensive raw materials.
These are industries where material transformation, transport, and product use concentrate very high volumes of CO2e.
Here the priority is clear, measure precisely and prioritize reduction projects at the critical points of the value chain.
Without centralized vision and reliable data, it is impossible to design a credible plan that meets regulatory and market demands.
Sectors in this range show an intermediate impact, where emissions are significant but there are important margins for optimization.
They usually combine own processes with a strong dependence on suppliers and international logistics, which makes Scope 3 a decisive factor.
The strategy here is to integrate metrics from the entire supply chain, work with suppliers under verifiable criteria, and use technologies that improve energy efficiency.
The key is not only to reduce emissions, but also to prove with data where and how progress is being made.
In sectors with relatively lower intensity, emissions per million euros generated are lower.
This does not mean they are free from regulatory pressure.
On the contrary, because their impact is smaller, they are expected to move quickly in transparency and traceability of ESG data.
The challenge here is to consolidate measurement and maintain competitiveness.
Although absolute emissions are lower, the market demands are the same: clear, comparable reports aligned with frameworks like CSRD, Taxonomy, or SBTi.
In all cases, the conclusion is the same, without precise and centralized data, there is no credible decarbonization strategy.
Measuring carbon intensity by sector not only tells us where we are, it also marks the path to not fall behind competitors who are better prepared.
The decarbonization of consumer goods is not only a regulatory challenge. Above all, it is a strategic lever that transforms the way we compete in the market.
Whoever measures and manages their emissions in a solid way will have clear advantages over those who do not.
Regulatory requirements are no longer optional.
Directives like CSRD, the EU Taxonomy, or SBTi demand precise and verifiable data.
Complying with them not only avoids sanctions, it also positions us better with clients, investors, and supply chains that prioritize providers with transparent information.
Reducing emissions usually goes hand in hand with improving efficiency in processes, transport, and energy consumption.
This means lower expenses in fuels, electricity, or raw materials.
Every ton of CO2e avoided is not only an environmental benefit, it is also money saved from inefficiencies.
Investors, clients, and strategic partners are looking for companies that can prove with data how they manage their impact.
A well-defined decarbonization strategy generates trust and credibility, two assets that today are as valuable as financial results.
More and more sectors and regions require ESG criteria to be able to operate.
Decarbonization is the passport to enter tenders, international projects, and global value chains.
If we do not measure or report, we are left out of those opportunities.
In a saturated market, reputation becomes a real differentiator.
Companies that measure, manage, and report their emissions not only comply, they also position themselves as leaders in transparency and responsibility.
That strong image opens doors, attracts talent, and strengthens relationships with clients and investors.
In short, decarbonization is not an extra cost, it is a strategic investment.
It allows us to comply with rules, reduce expenses, gain trust, and grow in increasingly demanding markets.
Whoever understands this first will have a clear advantage over their competitors.
The decarbonization of consumer goods is a strategic opportunity, but it also involves overcoming a series of common challenges that affect most companies.
Identifying them is the first step to addressing them effectively.
Without consistent and verifiable data, any decarbonization strategy is just empty words.
Many companies still depend on partial, incomplete, or dispersed information, which makes it hard to have a clear view of the real impact.
Full traceability is key to measuring correctly and complying with regulations that demand precision.
Most emissions are not generated inside the company but in the supply chain.
Coordinating suppliers, collecting data from different regions and sectors, and aligning them under the same criteria is a huge challenge.
Without that visibility, Scope 3 becomes a black hole impossible to manage.
Although incentives and funding are increasingly available, many companies still see decarbonization as a cost.
The lack of money, time, or specialized teams can delay key projects.
The challenge is not only accessing resources, but also using them strategically to maximize results.
Decarbonization is not the task of a single department. It involves operations, procurement, finance, compliance, and management.
When data is spread across multiple systems or isolated spreadsheets, coordination becomes slow and unreliable.
We need to unify information to work with a single source of truth.
Each regulation requires data in different formats: CSRD, Taxonomy, ISOs, SBTi, or national frameworks.
Complying with all at once is a headache if we do not have a system that integrates the information and distributes it according to each use case.
Without that capability, we end up duplicating efforts and losing competitiveness.
In summary, the challenges exist, but they are not excuses.
The key is to manage data in a centralized way, ensure traceability, and coordinate information across the company and its value chain.
Only then can we turn decarbonization into a real competitive advantage.
Experts in corporate sustainability agree that the key is no longer only about commitments, but about measuring and managing real ESG impact with data.
Without that foundation, any strategy remains just discourse.
What is expected from companies today is clarity, traceability, and the ability to report on time and accurately.
Most analyses point out that measuring ESG impact is the only way to make informed decisions.
If we do not know where our emissions come from or which part of the value chain concentrates risks, we cannot prioritize or design a working plan.
Data is not an end in itself, it is the tool that allows us to comply with regulations, improve efficiency, and demonstrate results to investors and stakeholders.
On the consequences of inaction, the message is clear, being left out of ESG measurement and management means losing competitiveness.
The market is moving toward absolute transparency requirements, and companies that do not respond will be excluded from supply chains, tenders, or financing processes.
They will also face regulatory penalties and rising costs that could have been avoided with a solid strategy.
In short, experts highlight that sustainability is not an optional addition, but a strategic lever.
If we do not measure, we do not manage.
And if we do not manage, we do not compete. The difference between leading or falling behind lies in the ability to turn ESG information into decisions that generate real business value.
The decarbonization of consumer goods cannot be achieved overnight.
It requires a structured process, with clear phases that allow us to move forward step by step and generate measurable results.
A well-designed roadmap helps us prioritize actions, optimize resources, and comply with regulations without losing competitiveness.
The first step is to measure accurately.
Here we carry out an emission inventory that covers Scopes 1, 2, and 3, along with an energy audit to identify quick inefficiencies to resolve.
In this phase, we seek immediate actions: adjustments in energy consumption, loss reduction, or basic process improvements.
The idea is to start generating impact right away.
Once we have the initial data, the next step is to continuously optimize.
Here, smart energy management comes into play, supported by data and technology, to reduce consumption and costs.
It is also the right moment to integrate renewable energies, either through self-consumption or supply agreements, ensuring that we can report real reductions in Scope 2 emissions.
In the final phase, we take a strategic leap.
We move toward electrification of processes, apply circular economy principles in material management, and invest in innovation and R&D to integrate new technologies like hydrogen or advanced emission capture systems.
Here we are not only talking about reducing, but about transforming the business model to remain competitive in the long term.
This roadmap is not rigid.
Each company has its own starting point and priorities, but the logic is always the same: measure, optimize, and transform.
Only in this way does decarbonization become a real strategy that generates results and positions us solidly before regulations, clients, and investors.
The decarbonization of consumer goods cannot be addressed without technology.
We need solutions that provide reliable data, traceability, and capacity for action at every stage of the value chain.
Enabling technologies are the ones that turn strategy into measurable results.
Energy management systems allow us to monitor and control in real time how we consume energy in our operations.
With them we can detect inefficiencies, reduce consumption, and prioritize investments that provide clear returns in both emissions and costs.
The integration of IoT sensors and advanced analytics gives us a granular view of the impact.
We can collect data from equipment, plants, and processes to anticipate failures, optimize consumption, and make evidence-based decisions.
Information stops being scattered and becomes a strategic tool.
The electrification of processes is one of the most direct paths to reduce Scope 1 emissions.
Replacing combustion with electricity allows us to decarbonize critical activities, while also opening the door to integrating renewables into the company’s energy mix.
Integrating renewable energies is already a common practice in decarbonization plans.
It not only reduces indirect Scope 2 emissions, it also provides cost stability in the medium and long term.
The key is to have clear metrics to prove the impact of each contract or installation.
The circular economy applied to the consumer goods sector helps reduce dependence on raw materials and minimize waste.
By reusing, redesigning, or recycling, we avoid emissions linked to extraction and transport.
In addition, it gives us flexibility against supply risks and volatile prices.
Green hydrogen is one of the strongest bets to decarbonize processes where electrification is not viable.
Although it is still under development, its adoption is emerging as a strategic differentiator.
Evaluating where to apply it and how to integrate it into the decarbonization roadmap will be key in the coming years.
Taken together, these technologies are not isolated elements.
Their real value lies in how we connect and manage them centrally.
Only with integrated and comparable data can we comply with regulations, reduce costs, and stay competitive in a market where decarbonization is no longer optional.
Taking the first steps in decarbonization can seem complex, but the key is to follow a clear and data-based route.
It is not about improvising, but about building a strategy we can measure, adjust, and scale.
The first thing is to know where we stand.
We need an emission inventory covering Scopes 1, 2, and 3, along with an energy audit that shows us where we are losing efficiency.
With that information we can identify quick improvement actions and start generating immediate impact.
There are different reference frameworks such as ISO 14067, PAS 2050, or the GHG Protocol.
Choosing the right one depends on the sector, the market we operate in, and the regulations we must comply with.
What matters is that the methodology is recognized and allows us to report with credibility to clients, investors, and regulators.
One of the biggest problems companies face is data dispersion.
If information is spread across spreadsheets, internal systems, or departments, the process becomes slow and unreliable.
The solution is to centralize ESG data in a single platform, which collects and distributes information according to the use case: EINF, SBTi, CSRD, Taxonomy, ISOs, or others..
It is not enough to measure, we need to define where we are going.
This means clear and quantifiable targets, such as reducing a percentage of transport emissions or lowering energy consumption within a given timeframe.
These targets must be aligned with science and with the requirements of international regulations.
Decarbonization is not a one-time project, it is a continuous process.
That is why we need tracking metrics, periodic reviews, and the ability to communicate progress clearly.
We are not talking about marketing, but about verifiable reports that allow us to prove compliance and strengthen competitive position.
With this roadmap, decarbonization stops being a vague challenge and becomes a structured strategy, capable of generating value and keeping us aligned with a market that increasingly demands transparency and real results.
In an increasingly demanding market, we need a solution that allows us to measure, manage, and communicate our ESG impact in a simple and reliable way.
This is where Dcycle comes in.
We are not auditors or consultants, we are a platform designed to centralize and simplify all ESG data management in a single tool.
One of the main problems companies face is data dispersion.
Information in spreadsheets, isolated departments, or partial reports that do not connect with each other.
With Dcycle we can gather all ESG information in one space, which gives us traceability, consistency, and a complete view of our environmental, social, and governance impact.
Regulatory compliance is no longer negotiable.
Each framework, EINF, CSRD, SBTi, ISOs, Taxonomy, demands different formats and increasing levels of detail.
With Dcycle, this process is automated.
The platform takes centralized data and adapts it to the different requirements without duplicating efforts, eliminating errors and saving time.
Sustainability is not an extra cost, it is a strategic lever for competitiveness.
Dcycle turns ESG data into useful information for decision-making: from identifying inefficiencies to detecting growth opportunities in markets that already demand transparency.
By having clear metrics and verifiable reports, we can prove our performance and gain an advantage in a regulatory and competitive environment that is constantly changing.
With this approach, Dcycle positions itself as the ESG solution we need for any use case, helping us move from measurement to action, and from action to tangible results for the company.
The decarbonization of consumer goods means reducing greenhouse gas emissions throughout the entire life cycle of a product.
It includes raw material extraction, manufacturing, transport, use, and end-of-life.
The goal is to measure, manage, and reduce the impact with verifiable data.
If we do not measure or reduce our emissions, we fall behind in the market.
More and more clients, investors, and regulators demand clear data on ESG impact.
Decarbonization allows us to comply with regulations, reduce costs, enter new markets, and differentiate ourselves from competitors.
In Europe, the most important ones are the CSRD, the EU Taxonomy, and the CSDDD, which require detailed ESG reporting and control of risks in the value chain.
In Spain, the Royal Decree 214/2025 on Carbon Footprint requires companies to measure and report emissions in consumer goods.
Everything points to an increasingly strict and transversal regulatory framework.
The benefits are clear: comply with regulations, reduce energy and operational expenses, gain investor trust, and open new business opportunities.
In addition, it allows us to demonstrate transparency and improve competitive position in a market that no longer accepts just declarations, but demands results.
The most adopted today are:
Their value lies in how they are integrated into a global strategy with centralized data.
The first step is to carry out an emission inventory and an energy audit.
Then, choose the right methodology (ISO 14067, PAS 2050, or GHG Protocol) and centralize ESG data on a single platform.
From there, we can set reduction targets and monitor with clear metrics.
At this point, solutions like Dcycle make the difference, since we are not auditors or consultants, but a platform that simplifies measurement, management, and reporting for any use case.
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Analisi del calcolo dell'impronta di carbonio tutte le emissioni generate durante il ciclo di vita di un prodotto, compresi l'estrazione, la produzione, il trasporto, l'uso e lo smaltimento delle materie prime.
Le metodologie più riconosciute sono:
Strumenti digitali come Dcycle semplifica il processo, fornendo informazioni accurate e fruibili.
Alcune strategie richiedono investimento iniziale, ma i benefici a lungo termine superano i costi.
Investire nella riduzione delle emissioni di carbonio non è solo un'azione ambientale, è un strategia aziendale intelligente.
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