From Measurement to Leverage: A Smarter Scope 3 Emissions Strategy for APAC Projects

Beyond the Emissions We Control

As engaged businesses work toward their net zero ambitions, they have focused on reducing their direct (Scope 1) and purchased energy emissions (Scope 2). These are important and measurable, but they represent just the tip of the deeper analysis of the carbon footprint analysis iceberg. Scope 3 emissions reporting — the indirect emissions across the value chain — are where the real complexity and opportunity lie. However, many organisations are either underestimating them, misreporting them, or ignoring them altogether.

At Nyawi, we work with clients across the Asia-Pacific to help embed full value chain carbon considerations into investment and operational strategies. One of the most common challenges we see is a disconnect between intent and action when it comes to Scope 3. So, what are we getting wrong — and how can we get it right? 

Three Common Scope 3 Emissions Strategy Mistakes

1. Treating Scope 3 as a Reporting Obligation, Not a Strategy Tool

Scope 3 is often viewed as an accounting exercise. In reality, it should be a powerful lens for reimagining supply chains, influencing design decisions, developing sustainable procurement strategies and identifying long-term business risk. By viewing Scope 3 as a strategic lever, organisations can create cross-functional conversations that lead to innovation.

“If you measure Scope 3 correctly, you change what you build, how you build it, and who you work with.” - E Worthington, Director, Sustainability

This is supported by insights from the World Business Council for Sustainable Development (WBCSD) who stress that addressing Scope 3 can unlock transformational value chain innovation.

2. Using Generic Emissions Factors That Distort Reality

Many Scope 3 calculations rely on high-level industry average emissions factors, which can obscure material hotspots. For infrastructure and commercial applications in particular, where procurement, construction, and lifecycle emissions dominate, this can lead to underreporting by orders of magnitude.

Instead, businesses can combine procurement data with project-specific material quantities and supply chain intelligence for infrastructure and commercial carbon management. The work we have performed on sustainability performance frameworks for infrastructure projects across the APAC Region has highlighted the value of more granular tracking, while also leveraging specific project specific context for broader outcomes. These insights complement the approaches recommended by the GHG Protocol which emphasise hybrid methods to improve accuracy.

3. Underestimating the Role of Influence

Scope 3 isn't just about control — it's about influence. Organisations may not own or operate their suppliers, but we have the ability to shape expectations through design specifications, procurement standards, and strategic partnerships.  This is highlighted by our Director, Sustainability Ellen Worthington in discussing “Choosing the Why in Sustainability Performance Measurement”. By setting clearer boundaries of influence, we can move from passive measurement to proactive decarbonisation and a lower carbon future.

This approach aligns with frameworks like Science Based Targets initiative (SBTi) which encourages companies to engage suppliers and innovate upstream to achieve meaningful reductions in indirect emissions.

Shifting from Reporting to Strategy

Start with Hotspot Mapping, Not Just Category Totals

"Rather than defaulting to the GHG Protocol’s 15 Scope 3 categories, organisations should begin by mapping where emissions are most likely to occur and aligning them with areas of procurement spend and operational decision-making. At Nyawi, we firmly believe this should always be context-specific to the client, project or organisation."

Engage Internal Teams and External Partners

This is not a job for sustainability teams alone. Procurement, design, logistics, finance, and even marketing teams have a role to play. Building capability across functions increases shared ownership of decarbonisation goals, and brings everyone along on the journey.

Leveraging Scope 3 for Sustainable Infrastructure in APAC

Measure what matters — and what can be changed. 

“You can’t manage what you don’t measure” - J Thompson, Strategic Business Partner

It is more important, particularly at the strategy level, to focus less on "perfect" data and more on identifying emissions levers. Using Scope 3 to inform procurement policies, contractor briefs, and stakeholder engagement, encourages:

• Supplier innovation in materials and methods

• Sourcing from low-carbon vendors

• Reduction in embodied emissions in products and services

• Carbon-weighted evaluation in tenders (a growing expectation in public sector infrastructure)

• Setting performance baselines for carbon early in the project lifecycle

• Clear reporting obligations and data collection needs

• More collaborative, preemptive problem solving

• Reduced risk of delays due to later-stage sustainability conflicts

• Trust and reputation building with clients, partners, and the public

• Alignment with ESG reporting frameworks (like TCFD, ISSB)

• Securing funding tied to carbon performance (e.g. green bonds)

• Shared accountability across teams and functions

McKinsey & Company highlights that companies who treat Scope 3 as a business transformation opportunity often outperform peers in long-term emissions performance and innovation potential.

From Complexity to Competitive Advantage

Scope 3 emissions are complex, yes — but they are also where the greatest potential for transformation lies.

Organisations that treat Scope 3 as a burden will always be on the back foot: reactive, disconnected, and at risk of falling short of investor, stakeholder, and regulatory expectations. But those that embrace Scope 3 as a strategic opportunity can lead the way in decarbonisation, innovation, and resilience.

From the suppliers we choose to the materials we specify, every decision across the value chain has an impact. By embedding Scope 3 thinking into strategy, design, and procurement, we don’t just meet compliance thresholds — we create new levers for value, influence and long-term change.

At Nyawi, we believe that effective carbon strategy must extend beyond the gate of your own operations. Now is the time to engage your full value chain — not just to measure, but to lead.

Want to unlock the full value of Scope 3 emissions in your infrastructure or procurement strategy? Connect with Nyawi to lead the shift toward low-carbon systems in the Asia-Pacific region.