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Delphi/GLOBE's Climate Report
Submitted on 2026-09-24 · Edited on 2026-09-25
Introduction *
1.1 End day of the reporting period*
2025-12-31
1.1.1 Reporting year*
2025
1.2 Describe your business activities*
Delphi and GLOBE are part of Profoundry, a collective of like-minded sustainability and climate experts who help organizations create value and have a positive impact on society. Delphi is a Canadian strategic consulting firm specializing in sustainability and climate change services. For over three decades, Delphi has helped clients from across sectors create value and become more resilient by providing practical, actionable advice. GLOBE designs and delivers events that accelerate a resilient, competitive, and clean economy. It has produced GLOBE Forum for over 30 years and works with government and corporate clients to create customized events and experiences that achieve tangible outcomes. Profoundry also includes Leading Change Canada and CBSR, non-profit organizations that connect young sustainability leaders and leading businesses, respectively. This report is being submitted on behalf of Delphi and GLOBE (certified B-Corps and SME Climate Hub-committed organizations) but captures all entities within the Profoundry collective. These entities share staff, office space, purchases and technology with GLOBE and Delphi and so their operations are included in the scope of the GHG inventory. This also means our net-zero targets, climate strategy and governance arrangements extend to them.
1.4 Number of employees on the end day of the reporting period*
35
1.4.1 Full-time equivalent (FTE) or headcounts*
Full-time equivalent
1.5 Is this report being submitted on behalf of a parent company or a subsidiary? If so, please briefly explain the relationship.*
Parent company
1.5.1 Please explain the relationship*
-
Commitment and Targets *
2.1 Net zero target year*
2030
2.1.1 Base year*
2023
2.1.2 Base year value*
14.67
Base year value confirmation*
I confirm that I have entered my base year value in metric tons CO2e
2.2 Near-term target*
90% of absolute scope 1+2 emission reduction from my base year by 2030
2.3 Provide any additional comments or context on your net zero and near term targets.*
The base year value provided captures our scope 1 and 2 emissions. We are committed to achieving net-zero emissions for our scope 1 and 2 activities by 2030, using 2023 as our baseline year. Additionally, we have set a target to reach net-zero emissions across our scope 3 value chain by 2040, with 2024 set as our baseline year.
2.4 To reduce emissions in line with my commitment, my company has a climate action plan and is taking action*
Yes, the plan and action include all scope 1+2+3
Own Emissions *
Energy consumption
3.2 Total energy consumption*
41328 kWh
3.3 Total renewable energy consumption*
41328 kWh
Scope 1 emissions
3.4 Scope 1 emissions*
4.5 metric tons CO2e
Scope 2 emissions
3.5 Location-based Scope 2 emissions*
1.07 metric tons CO2e
3.6 Market-based Scope 2 emissions*
-
Scope 1 and 2 units confirmation*
I confirm that I have entered all Scope 1 and 2 emissions values in metric tons CO2e
3.7 Have you taken any actions to reduce Scope 1 and 2 emissions in the reporting period?*
Yes
3.7.1 What actions have you taken?*
Climate strategy and planning, Energy efficient buildings and offices, Other company behavioural changes
3.7.2 Describe your actions taken to reduce Scope 1 and 2 emissions in the reporting period*
We purchase Renewable Energy Certificates (RECs) and renewable natural gas in proportion to the energy used in the prior reporting year. For example, we purchased 74,523.16 kWh in 2025 to cover the kWh used in 2024. Our shift to co-working space across many locations has resulted in a decline in Scope 1 and 2 emissions. We are considering how to embed climate considerations as we align on our office space needs in future.
3.8 Which tools or methods did you use to calculate your Scope 1 and 2 emissions?*
Own internal calculations
3.8.1 Specify any additional details*
Delphi is a small consulting firm that has deep expertise in GHG emissions quantification, climate risk and sustainability strategy. We are well-positioned to conduct internal GHG inventory calculations and ensure that the quantification methodology is consistent with industry standards, including the GHG Protocol. Our scope 1 and 2 emissions result from the electricity and natural gas used in our leased office. We do not have direct control over the purchased energy in our leased office space so it can often be challenging to monitor and control our energy consumption. However, we have been able to work with the landlords at our office spaces to access utility bills that identify our direct energy consumption. To quantify scope 1 emissions, we multiply primary activity data (e.g., cubic meters of natural gas) by appropriate regional fuel combustion emission factors from Canada’s National GHG Inventory Report (NIR). Similarly, for scope 2 emissions, primary activity data (e.g., kWh of electricity) is multiplied by appropriate grid intensities from NIR. In 2025, with the exception of our Ottawa Head Quarters, we transitioned our office spaces from leases to co-working spaces. This has decreased our Scope 1 and 2 emissions and now shows up in our Scope 3 leased assets emissions.
Value Chain Emissions (optional)
Scope 3 emissions
4.1 Have you measured any of your scope 3 emissions?*
Yes
Supply chain related - upstream emissions
Customer related - downstream emissions
Scope 3 units confirmation*
I confirm that I have entered all Scope 3 emissions values in metric tons CO2e
4.2 Have you taken any actions to reduce scope 3 emissions in the reporting period?*
Yes
4.2.1 What actions have you taken to reduce scope 3 emissions in the reporting period?*
Product/service design innovation, Other company behavioural changes
4.2.2 Provide any additional details*
We are taking steps to tackle our most material emissions across the value chain. Purchased goods and services: Our largest emissions category, purchased goods and services, primarily reflects the emissions associated with GLOBE events. GLOBE is laser-focused on delivering sustainable events and incorporating practices that reduce or offset function and travel-related emissions. For example, the venue for GLOBExChange 2025 had a 5 Key Eco-Rating from Green Key Global. In 2025, we identified a number of initiatives to further decarbonize in this category, in support of our net-zero goals and the UN Sustainable Development Goals (SDGs). Other emissions in this category come from general purchases across Profoundry. Profoundry’s broader procurement approach is governed by a Green Procurement Guide, which sets out principles for ensuring our purchasing practices are environmentally and socially responsible. We are committed to considering not only the financial cost, but also the environmental and social costs over the lifetime of the products we use. Fuel and energy-related activities: Progress in this category is associated with reducing the scope 1 emissions in our own facilities (which includes natural gas use) and scope 2 emissions associated with our purchased electricity. For example, purchasing RECs through Bullfrog has the primary impact of reducing purchased-electricity emissions, but can also serve to reduce upstream fossil-fuel emissions in provinces that have fossil-fuel generation in the grid mix. Waste in operations: Waste occurs when using our purchased goods and services, and so is primarily generated at GLOBE events. This waste is not captured in our Scope 3 inventory at this time, however, we are still taking steps to reduce our impact. At GLOBExCHANGE 2025, we primarily used digital signage for directory information. Any necessary printed signage was either made of recyclable material and recycled post-GLOBExCHANGE or was designed to be used again in future events. Excess food from the event was donated to various local charities. Fresh drinking water was served in containers and compostable cups instead of disposable single-use bottles. Business travel: We purchase offsets to eliminate emissions from all employee business travel, including conferences organized by GLOBE. For non-staff travel to GLOBE events, we offset flights made by event speakers. For staff use of uber, our policy is to choose the ‘Uber Green’ electric vehicle option wherever possible, to minimize our impact. Employee commuting: We offer hybrid-remote work arrangements across Profoundry to help reduce our commuting impact and encourage the use of public transit as the first choice wherever possible when staff do commute to work or in-person events.
4.3 Have you asked any of your suppliers to set a net zero target (either voluntarily or as a requirement)?*
No
4.3.1 What percentage of your suppliers have you asked?*
-
4.4 Have you communicated your commitment and actions to any of your customers?*
Yes
4.5 Which tools or methods did you use to calculate your scope 3 emissions?*
Own internal calculations
4.5.1 Specify additional details*
Delphi is a small consulting firm that has deep expertise in GHG emissions quantification, climate risk and sustainability strategy. We are well-positioned to conduct internal GHG inventory calculations and ensure that the quantification methodology is consistent with industry standards, including the GHG Protocol. Our GHG emissions are largely estimated based on spend data and regional or industry averages. We appreciate that this reduces the accuracy of the results, but currently we don’t have access to supplier-specific data. For our 2026 inventory, we are looking to improve our data and calculations, particularly for scope 3. High-level descriptions of our methodologies for key emissions categories are as follows: Purchased Goods and Services: We use company expenses (in CAD) and multiply these by spend-based emission factors from Statistics Cananada. These emission factors estimate emissions in kgCO2e per CAD spend, based on the sector (e.g., construction, education, food and beverage). There are some limited capital goods purchases (e.g., laptops) that are currently included in our purchased goods and services category. In future inventories we hope to split this out. Fuel and Energy Related Activities: Natural gas (GJ) and electricity (kWh), both included in scope 1 and 2 calculations, are multiplied by an upstream fuel or electricity emissions factor (kgCO2e/GJ, kgCO2e/kWh) to obtain the emissions produced (kgCO2e). Emission factors are sourced from the GHGenius emissions model and represent the emissions generated from the extraction, production and transportation of fuels prior to combustion. Electricity transmission and distribution losses are calculated using emission factors from the NIR. Waste in Operations: The cumulative number of days employees worked in one of our offices is multiplied by an estimate of the waste per employee-day (tonnes) or water per employee-day (m3). Emissions from water and waste are then calculated using emission factors from Brightest and US EPA, respectively. Business Travel: Emissions from business travel are calculated using the distance-based method for road, air and rail transport. Distance travelled by rental car (passenger-km), air (passenger-km) or rail (vehicle-km) is multiplied by a gasoline light-duty vehicle (LDV) emission factor (kgCO2e/passenger-km), flight-segment (short, medium, long-haul) emission factor (kgCO2e/passenger-km) or rail-specific emission factor (kgCO2e/passenger-km). The LDV emission factor is obtained from GHGenius v5.02b and the air and rail emission factors are from US EPA. Other emissions associated with business travel, e.g. accommodation and food services, are calculated using a spend-based method. Employee Commuting: An annual employee survey is used to compile data on distance travelled to work, method of transport, number of days in the office, and vehicle fuel efficiency. Each employee’s emissions are calculated individually based on a combination of distance-based and fuel-based methods. Work-from-home emissions are also calculated based on the incremental natural gas and electricity use associated with working from home. Where data is missing, we extrapolate based on prior-year or use location-based averages. Upstream Leased Assets: This year, Profoundry used co-working spaces. To calculate the upstream emissions from these spaces, we used data from the annual employee commuting survey to estimate the average number of days our employees went into the office. Then, we estimated our share of the co-working spaces' emissions by using the number of work stations available in the space divided by how many our employees used. If square footage was available, we assumed an average of 25 ft2 employee, and then divided the total square footage by this value. Then, average office electricity and natural gas intensities for each province are factored in. Downstream Leased Assets: This year, Profoundry subleased our Vancouver office space. Utility data was obtained from the landlord and used to calculate these emissions, following the same activity-data method as last year, but now categorized as Scope 3. There are a few activities not currently captured in our scope 3 emissions. This includes: • Potential emissions sources from GLOBE events that are not already captured (e.g., travel by non-Profoundry attendees, waste). • Fugitive emissions from refrigerant leakages in office equipment. • Diesel consumed by back-up generators for office buildings. • IT Services such as server and cloud usage and IT support. Within purchased goods and services, there are several activities which we hope to better identify and separate out in future. This includes: • Emissions from upstream transportation related to the shipping of purchased goods and services. • Business-related hotel accommodations for employees.
Climate Solutions (optional)
5.1 Do any of your existing products and/or services qualify as climate solutions or enabling solutions?*
Primary purpose of enabling others to reduce their emissions.
5.2 Please confirm your solutions meet all the following safeguard requirements.*
Not assessed yet
What percentage of your total revenue came from these products and/or services last year?*
11–49%
5.4 Provide descriptions/names of your solutions:*
As a sustainability and climate consulting firm, Delphi assists clients with all aspects of their sustainability, ESG, and climate strategies, including climate and nature-based adaptation and mitigation. Delphi’s climate and sustainability services are organized into four key areas to support clients at every stage of their climate journey: Assessment: • GHG and Criteria Air Contaminant (CAC) inventories • Climate risk and scenario analysis • Lifecycle and materiality assessments • Peer benchmarking and supply chain engagement Strategy: • Net-zero and decarbonization planning • Nature and biodiversity strategy • Data, governance, and policy scans • Metrics and target setting Implementation: • Stakeholder engagement and capacity building • Data management and analytics • Decarbonization solutions and platform deployment Reporting and Disclosure: • Climate and ESG reporting • SBTi submissions and assurance readiness • Integrated report content and storytelling GLOBE’s services support the design and delivery of events that bring diverse partners together to solve an industry challenge, capitalize on an economic opportunity, or showcase innovative solutions., including: • Event strategy and management • Program development • Marketing and promotion • Event sustainability and accessibility
5.5 How did you assess whether these are climate solutions?*
Using our own internal method (please describe)
5.5.1 Has any third party validated this?*
No
5.5.2 Specify any additional details*
We are supporting clients on their journeys towards a net-zero economy through calculating GHG emissions inventories, setting targets, developing decarbonization strategies and establishing transition plans. Our work is completed in line with science-based approaches, such as those outlined in the Paris Climate Agreement and the Science-Based Targets Initiative (SBTi). These services comprise 11-49% of our activities. However, much of our climate change work involves qualitatively and/or quantitatively assessing our clients’ climate impacts and risks and then developing strategies and action plans to help them accelerate decarbonization. We assess the potential positive impacts that our work has on climate action through a broader range of key performance indicators (KPIs) that track projects which: • include net-zero and emissions reductions components • explicitly assist the development of sustainable marketplace solutions • focus on C-Suite endorsement of sustainability issues • focus on natural capital, watersheds, circular economy, climate adaptation and resilience and nature-based economies • have an explicit cleantech and innovation component. An increasing amount of the work that Delphi does to quantify client GHG emissions and generate emission offset credits is third-party audited and/or reviewed by GHG programs and regulatory bodies. The positive climate impacts that our clients achieve through utilizing our recommendations and other project deliverables are also assessed by a range of independent organizations that our clients engage with and/or that hold them accountable. These include GHG target-setting programs such as the SBTi, CDP, Airport Carbon Accreditation Program, government funding programs, cap and trade and other regulatory program administrators. This helps to validate that we are providing climate solutions to our clients. Through its events, GLOBE has delivered programming to develop guidelines, tools and frameworks which advance climate solutions, commitments, reporting and impact measurement. We are planning to develop further KPIs to help better evaluate the impact and the return-on-carbon of these events.
Governance, Strategy and Climate Risk (optional)
6.1 What governance processes do you have in place for your climate strategy? Choose as many as are applicable.*
Governance process in place, Person is responsible for climate strategy at board level
6.1 Explain*
-
6.1.1 Please describe their position and responsibility.*
The Chair of the Profoundry Board (group of owners) is ultimately accountable for the climate strategy.
6.1.2 Is this person (or another at executive and board level) also responsible for climate risk?*
Yes
6.1.3 Please describe the governance process in place*
The Chair of the Profoundry Board (group of owners) is ultimately accountable for the climate strategy. Responsibility for developing and implementing the climate strategy is delegated to the Profoundry CEO, who in turn delegates this responsibility to the Profoundry Green Team lead. The Green Team is a cross-organizational team that coordinates initiatives including our climate strategy and GHG emissions quantification. Senior executives, including Delphi’s VP Carbon and Climate Risk, oversee and are accountable for the Green Team’s initiatives. Profoundry’s Executive Leadership Team (ELT) discusses and makes decisions on cross-organizational policies, procedures, systems and initiatives that impact more than one Profoundry entity and/or their shared services teams. This includes the activities of the Green Team. The ELT is comprised of the heads of all Profoundry entities (Delphi, GLOBE, CBSR and Leading Change Canada) as well as key shared services leads. For any strategic initiatives requiring significant Profoundry investment and resources, or resulting in a certain level of risk, decisions may be escalated to the Board by Profoundry’s CEO. Shareholders may be involved in decision-making, depending on the impact on the business. Our Head of Operations and Culture is responsible for approving this SME Climate Hub report, with Profoundry’s CEO having overall oversight. Our focus to date has been on the GHG emissions associated with our activities, and we have spent less time evaluating our approach to climate risk. Due to the nature of the services we provide (i.e., providing organizations with support in evaluating and responding to the climate-related risks and opportunities they face), we are constantly monitoring and evaluating climate risk considerations across a range of sectors and would be alerted to key risks and opportunities that Profoundry could face as an organization.
6.2 Have you started to identify and assess your companies climate risks and opportunities?*
No - we don't currently plan to do this
6.2.1 Where are the climate risks you've identified?*
-
6.2.1 Explain*
-
6.2.2 How are you managing these climate risks? Choose as many as are applicable.*
6.2.2 Explain*
-
6.2.3 Provide any additional comments or context on your climate risks:*
-
6.3 Have you integrated climate and/or nature into your company mission statement or shareholder agreements? If yes, describe how.*
Yes
Delphi’s mission is to transform the way leading organizations generate value to make our world better. We believe passionately that businesses can be profitable while having a positive long-term impact on the environment and society. GLOBE convenes the innovators and changemakers who are accelerating the clean economy. Our work empowers companies, thought leaders, clean technology innovators, NGOs, financiers, and senior policymakers to take climate action and be a part of the global solution. Profoundry’s overall vision is to achieve a more sustainable, prosperous, socially just future in a generation.
6.4 Have you taken actions this year outside of your emissions to accelerate climate progress?*
Yes
Profoundry is focused entirely on influencing as many professionals and organizations as possible to accelerate climate action and decarbonization. Over 30 years, Delphi has worked with hundreds of clients from across sectors to develop and implement GHG inventories, GHG reduction plans and climate strategies. We have also worked with partners such as the Canadian Chamber of Commerce, Circular Economy Leadership Canada, Forest Products Association of Canada, Canada Green Building Council and the Canadian Credit Union Association of Canada on reports that build awareness of key climate issues, opportunities and actions; and co-developed initiatives, such as Working for Watersheds, that advance climate and conservation efforts. This work continues year over year. Each year, GLOBE convenes thousands of corporate leaders, policymakers, NGOs, academics, and youth so they can exchange best practices, connect on solutions and partnerships, and understand what they need to do to get to net zero. GLOBE also designs and implements sustainability and climate events on behalf of high-profile partners. Past events include the Canadian Pavilion at the UN Conference of the Parties (COP) and Inventures. In addition, GLOBE produced the inaugural Food Leadership Summit in Calgary in October 2025, and is a founding partner of Canada’s Climate Week Exchange, which took place in November 2025. As a collective, we identify and drive cross-sectoral initiatives that accelerate decarbonization, such as CBSR’s Net Zero Supply Chain Initiative. Leading Change also runs an annual financial literacy-sustainability fellowship that accelerates education and impact for young people (19-35 years old) living in Canada. Across the Profoundry collective, we use our extensive communications platforms to educate and provide resources (webinars, reporting guides, blogs) to people and organizations so they can go further, faster on the road to net zero.
Results, Challenges and Outlook *
7.1 Provide any additional comments or context on your annual results and progress from previous years.*
Since 2023, our scope 1 and 2 emissions have decreased by 62%. This is due to the closure of office spaces and a transition to co-working spaces and more remote work, which are allocated under scope 3 emissions. Despite this, our scope 3 emissions decreased by 22% between 2024 and 2025. This was driven by a variety of factors including smaller and fewer GLOBE events and lower business travel.
7.2 Do you face any key challenges in reducing emissions?*
Reducing scope 1+2 emissions, Reducing scope 3 emissions, Limited control over energy use in buildings, Reducing emissions from business travel, Complexities in managing supply chain emissions, Time constraints, Inaccurate or insufficient data, Other challenges (please specify)
Specify other challenges*
As an SME and a professional services firm, we have prioritized helping our clients accelerate their climate action as we believe this is where we can have the most impact. However, we acknowledge that it is important to lead by example, and to be transparent about being at the early stages of our own net-zero journey. Our expertise and experience mean we are in a position to expedite our progress, and we are working hard to put the governance frameworks, policies and strategies in place to support our transition to net zero. However, as with many small organizations, we face pressure in allocating time and resources to do this work. When it comes to taking steps to decarbonize, we have limited options given the size of our business and the office-based nature of our work. For example, we do not have direct control over building systems and the amount of energy purchased for building heating, cooling and lighting – these are under the control of our landlords. We have transitioned away from leased space into sub-leased and coworking spaces, which does not make this any easier. However, it does ensure that we’re only responsible for space that is actually being used, reducing our overall impact. We continue to use RECs and other offsets to address our emissions. However, shifting away from offsetting-type mechanisms is challenging. We also face challenges related to the scope 3 emissions associated with our value chain, given it is more difficult to have meaningful engagement with key suppliers (e.g., producers of office supplies, computers) as a smaller company. More broadly, the rapid growth in AI adoption across Profoundry and the wider economy is adding a new layer of complexity to decarbonization efforts. Given the nature of our business, we are likely better equipped than most companies to tackle these challenges. Useful external support would come in the form of broader sector initiatives and programs that target the supply chains that we are a part of. This includes tackling the challenges inherent in landlord-tenant relationships as well as incentivizing investment in solutions that decarbonize building systems and operating procedures.
7.3 Has there been any third party validation of the data submitted in this report?*
No
-
Delphi/GLOBE's Climate Report
Delphi/GLOBE's Climate Report - 2025
Introduction *
1.1 End day of the reporting period*
2025-12-31
1.1.1 Reporting year*
2025
1.2 Describe your business activities*
Delphi and GLOBE are part of Profoundry, a collective of like-minded sustainability and climate experts who help organizations create value and have a positive impact on society. Delphi is a Canadian strategic consulting firm specializing in sustainability and climate change services. For over three decades, Delphi has helped clients from across sectors create value and become more resilient by providing practical, actionable advice. GLOBE designs and delivers events that accelerate a resilient, competitive, and clean economy. It has produced GLOBE Forum for over 30 years and works with government and corporate clients to create customized events and experiences that achieve tangible outcomes. Profoundry also includes Leading Change Canada and CBSR, non-profit organizations that connect young sustainability leaders and leading businesses, respectively. This report is being submitted on behalf of Delphi and GLOBE (certified B-Corps and SME Climate Hub-committed organizations) but captures all entities within the Profoundry collective. These entities share staff, office space, purchases and technology with GLOBE and Delphi and so their operations are included in the scope of the GHG inventory. This also means our net-zero targets, climate strategy and governance arrangements extend to them.
1.4 Number of employees on the end day of the reporting period*
35
1.4.1 Full-time equivalent (FTE) or headcounts*
Full-time equivalent
1.5 Is this report being submitted on behalf of a parent company or a subsidiary? If so, please briefly explain the relationship.*
Parent company
1.5.1 Please explain the relationship*
-
Commitment and Targets *
2.1 Net zero target year*
2030
2.1.1 Base year*
2023
2.1.2 Base year value*
14.67
Base year value confirmation*
I confirm that I have entered my base year value in metric tons CO2e
2.2 Near-term target*
90% of absolute scope 1+2 emission reduction from my base year by 2030
2.3 Provide any additional comments or context on your net zero and near term targets.*
The base year value provided captures our scope 1 and 2 emissions. We are committed to achieving net-zero emissions for our scope 1 and 2 activities by 2030, using 2023 as our baseline year. Additionally, we have set a target to reach net-zero emissions across our scope 3 value chain by 2040, with 2024 set as our baseline year.
2.4 To reduce emissions in line with my commitment, my company has a climate action plan and is taking action*
Yes, the plan and action include all scope 1+2+3
Own Emissions *
Energy consumption
3.2 Total energy consumption*
41328 kWh
3.3 Total renewable energy consumption*
41328 kWh
Scope 1 emissions
3.4 Scope 1 emissions*
4.5 metric tons CO2e
Scope 2 emissions
3.5 Location-based Scope 2 emissions*
1.07 metric tons CO2e
3.6 Market-based Scope 2 emissions*
-
Scope 1 and 2 units confirmation*
I confirm that I have entered all Scope 1 and 2 emissions values in metric tons CO2e
3.7 Have you taken any actions to reduce Scope 1 and 2 emissions in the reporting period?*
Yes
3.7.1 What actions have you taken?*
Climate strategy and planning, Energy efficient buildings and offices, Other company behavioural changes
3.7.2 Describe your actions taken to reduce Scope 1 and 2 emissions in the reporting period*
We purchase Renewable Energy Certificates (RECs) and renewable natural gas in proportion to the energy used in the prior reporting year. For example, we purchased 74,523.16 kWh in 2025 to cover the kWh used in 2024. Our shift to co-working space across many locations has resulted in a decline in Scope 1 and 2 emissions. We are considering how to embed climate considerations as we align on our office space needs in future.
3.8 Which tools or methods did you use to calculate your Scope 1 and 2 emissions?*
Own internal calculations
3.8.1 Specify any additional details*
Delphi is a small consulting firm that has deep expertise in GHG emissions quantification, climate risk and sustainability strategy. We are well-positioned to conduct internal GHG inventory calculations and ensure that the quantification methodology is consistent with industry standards, including the GHG Protocol. Our scope 1 and 2 emissions result from the electricity and natural gas used in our leased office. We do not have direct control over the purchased energy in our leased office space so it can often be challenging to monitor and control our energy consumption. However, we have been able to work with the landlords at our office spaces to access utility bills that identify our direct energy consumption. To quantify scope 1 emissions, we multiply primary activity data (e.g., cubic meters of natural gas) by appropriate regional fuel combustion emission factors from Canada’s National GHG Inventory Report (NIR). Similarly, for scope 2 emissions, primary activity data (e.g., kWh of electricity) is multiplied by appropriate grid intensities from NIR. In 2025, with the exception of our Ottawa Head Quarters, we transitioned our office spaces from leases to co-working spaces. This has decreased our Scope 1 and 2 emissions and now shows up in our Scope 3 leased assets emissions.
Value Chain Emissions (optional) *
Scope 3 emissions
4.1 Have you measured any of your scope 3 emissions?*
Yes
Supply chain related - upstream emissions
Customer related - downstream emissions
Scope 3 units confirmation*
I confirm that I have entered all Scope 3 emissions values in metric tons CO2e
4.2 Have you taken any actions to reduce scope 3 emissions in the reporting period?*
Yes
4.2.1 What actions have you taken to reduce scope 3 emissions in the reporting period?*
Product/service design innovation, Other company behavioural changes
4.2.2 Provide any additional details*
We are taking steps to tackle our most material emissions across the value chain. Purchased goods and services: Our largest emissions category, purchased goods and services, primarily reflects the emissions associated with GLOBE events. GLOBE is laser-focused on delivering sustainable events and incorporating practices that reduce or offset function and travel-related emissions. For example, the venue for GLOBExChange 2025 had a 5 Key Eco-Rating from Green Key Global. In 2025, we identified a number of initiatives to further decarbonize in this category, in support of our net-zero goals and the UN Sustainable Development Goals (SDGs). Other emissions in this category come from general purchases across Profoundry. Profoundry’s broader procurement approach is governed by a Green Procurement Guide, which sets out principles for ensuring our purchasing practices are environmentally and socially responsible. We are committed to considering not only the financial cost, but also the environmental and social costs over the lifetime of the products we use. Fuel and energy-related activities: Progress in this category is associated with reducing the scope 1 emissions in our own facilities (which includes natural gas use) and scope 2 emissions associated with our purchased electricity. For example, purchasing RECs through Bullfrog has the primary impact of reducing purchased-electricity emissions, but can also serve to reduce upstream fossil-fuel emissions in provinces that have fossil-fuel generation in the grid mix. Waste in operations: Waste occurs when using our purchased goods and services, and so is primarily generated at GLOBE events. This waste is not captured in our Scope 3 inventory at this time, however, we are still taking steps to reduce our impact. At GLOBExCHANGE 2025, we primarily used digital signage for directory information. Any necessary printed signage was either made of recyclable material and recycled post-GLOBExCHANGE or was designed to be used again in future events. Excess food from the event was donated to various local charities. Fresh drinking water was served in containers and compostable cups instead of disposable single-use bottles. Business travel: We purchase offsets to eliminate emissions from all employee business travel, including conferences organized by GLOBE. For non-staff travel to GLOBE events, we offset flights made by event speakers. For staff use of uber, our policy is to choose the ‘Uber Green’ electric vehicle option wherever possible, to minimize our impact. Employee commuting: We offer hybrid-remote work arrangements across Profoundry to help reduce our commuting impact and encourage the use of public transit as the first choice wherever possible when staff do commute to work or in-person events.
4.3 Have you asked any of your suppliers to set a net zero target (either voluntarily or as a requirement)?*
No
4.3.1 What percentage of your suppliers have you asked?*
-
4.4 Have you communicated your commitment and actions to any of your customers?*
Yes
4.5 Which tools or methods did you use to calculate your scope 3 emissions?*
Own internal calculations
4.5.1 Specify additional details*
Delphi is a small consulting firm that has deep expertise in GHG emissions quantification, climate risk and sustainability strategy. We are well-positioned to conduct internal GHG inventory calculations and ensure that the quantification methodology is consistent with industry standards, including the GHG Protocol. Our GHG emissions are largely estimated based on spend data and regional or industry averages. We appreciate that this reduces the accuracy of the results, but currently we don’t have access to supplier-specific data. For our 2026 inventory, we are looking to improve our data and calculations, particularly for scope 3. High-level descriptions of our methodologies for key emissions categories are as follows: Purchased Goods and Services: We use company expenses (in CAD) and multiply these by spend-based emission factors from Statistics Cananada. These emission factors estimate emissions in kgCO2e per CAD spend, based on the sector (e.g., construction, education, food and beverage). There are some limited capital goods purchases (e.g., laptops) that are currently included in our purchased goods and services category. In future inventories we hope to split this out. Fuel and Energy Related Activities: Natural gas (GJ) and electricity (kWh), both included in scope 1 and 2 calculations, are multiplied by an upstream fuel or electricity emissions factor (kgCO2e/GJ, kgCO2e/kWh) to obtain the emissions produced (kgCO2e). Emission factors are sourced from the GHGenius emissions model and represent the emissions generated from the extraction, production and transportation of fuels prior to combustion. Electricity transmission and distribution losses are calculated using emission factors from the NIR. Waste in Operations: The cumulative number of days employees worked in one of our offices is multiplied by an estimate of the waste per employee-day (tonnes) or water per employee-day (m3). Emissions from water and waste are then calculated using emission factors from Brightest and US EPA, respectively. Business Travel: Emissions from business travel are calculated using the distance-based method for road, air and rail transport. Distance travelled by rental car (passenger-km), air (passenger-km) or rail (vehicle-km) is multiplied by a gasoline light-duty vehicle (LDV) emission factor (kgCO2e/passenger-km), flight-segment (short, medium, long-haul) emission factor (kgCO2e/passenger-km) or rail-specific emission factor (kgCO2e/passenger-km). The LDV emission factor is obtained from GHGenius v5.02b and the air and rail emission factors are from US EPA. Other emissions associated with business travel, e.g. accommodation and food services, are calculated using a spend-based method. Employee Commuting: An annual employee survey is used to compile data on distance travelled to work, method of transport, number of days in the office, and vehicle fuel efficiency. Each employee’s emissions are calculated individually based on a combination of distance-based and fuel-based methods. Work-from-home emissions are also calculated based on the incremental natural gas and electricity use associated with working from home. Where data is missing, we extrapolate based on prior-year or use location-based averages. Upstream Leased Assets: This year, Profoundry used co-working spaces. To calculate the upstream emissions from these spaces, we used data from the annual employee commuting survey to estimate the average number of days our employees went into the office. Then, we estimated our share of the co-working spaces' emissions by using the number of work stations available in the space divided by how many our employees used. If square footage was available, we assumed an average of 25 ft2 employee, and then divided the total square footage by this value. Then, average office electricity and natural gas intensities for each province are factored in. Downstream Leased Assets: This year, Profoundry subleased our Vancouver office space. Utility data was obtained from the landlord and used to calculate these emissions, following the same activity-data method as last year, but now categorized as Scope 3. There are a few activities not currently captured in our scope 3 emissions. This includes: • Potential emissions sources from GLOBE events that are not already captured (e.g., travel by non-Profoundry attendees, waste). • Fugitive emissions from refrigerant leakages in office equipment. • Diesel consumed by back-up generators for office buildings. • IT Services such as server and cloud usage and IT support. Within purchased goods and services, there are several activities which we hope to better identify and separate out in future. This includes: • Emissions from upstream transportation related to the shipping of purchased goods and services. • Business-related hotel accommodations for employees.
Climate Solutions (optional) *
5.1 Do any of your existing products and/or services qualify as climate solutions or enabling solutions?*
Primary purpose of enabling others to reduce their emissions.
5.2 Please confirm your solutions meet all the following safeguard requirements.*
Not assessed yet
What percentage of your total revenue came from these products and/or services last year?*
11–49%
5.4 Provide descriptions/names of your solutions:*
As a sustainability and climate consulting firm, Delphi assists clients with all aspects of their sustainability, ESG, and climate strategies, including climate and nature-based adaptation and mitigation. Delphi’s climate and sustainability services are organized into four key areas to support clients at every stage of their climate journey: Assessment: • GHG and Criteria Air Contaminant (CAC) inventories • Climate risk and scenario analysis • Lifecycle and materiality assessments • Peer benchmarking and supply chain engagement Strategy: • Net-zero and decarbonization planning • Nature and biodiversity strategy • Data, governance, and policy scans • Metrics and target setting Implementation: • Stakeholder engagement and capacity building • Data management and analytics • Decarbonization solutions and platform deployment Reporting and Disclosure: • Climate and ESG reporting • SBTi submissions and assurance readiness • Integrated report content and storytelling GLOBE’s services support the design and delivery of events that bring diverse partners together to solve an industry challenge, capitalize on an economic opportunity, or showcase innovative solutions., including: • Event strategy and management • Program development • Marketing and promotion • Event sustainability and accessibility
5.5 How did you assess whether these are climate solutions?*
Using our own internal method (please describe)
5.5.1 Has any third party validated this?*
No
5.5.2 Specify any additional details*
We are supporting clients on their journeys towards a net-zero economy through calculating GHG emissions inventories, setting targets, developing decarbonization strategies and establishing transition plans. Our work is completed in line with science-based approaches, such as those outlined in the Paris Climate Agreement and the Science-Based Targets Initiative (SBTi). These services comprise 11-49% of our activities. However, much of our climate change work involves qualitatively and/or quantitatively assessing our clients’ climate impacts and risks and then developing strategies and action plans to help them accelerate decarbonization. We assess the potential positive impacts that our work has on climate action through a broader range of key performance indicators (KPIs) that track projects which: • include net-zero and emissions reductions components • explicitly assist the development of sustainable marketplace solutions • focus on C-Suite endorsement of sustainability issues • focus on natural capital, watersheds, circular economy, climate adaptation and resilience and nature-based economies • have an explicit cleantech and innovation component. An increasing amount of the work that Delphi does to quantify client GHG emissions and generate emission offset credits is third-party audited and/or reviewed by GHG programs and regulatory bodies. The positive climate impacts that our clients achieve through utilizing our recommendations and other project deliverables are also assessed by a range of independent organizations that our clients engage with and/or that hold them accountable. These include GHG target-setting programs such as the SBTi, CDP, Airport Carbon Accreditation Program, government funding programs, cap and trade and other regulatory program administrators. This helps to validate that we are providing climate solutions to our clients. Through its events, GLOBE has delivered programming to develop guidelines, tools and frameworks which advance climate solutions, commitments, reporting and impact measurement. We are planning to develop further KPIs to help better evaluate the impact and the return-on-carbon of these events.
Governance, Strategy and Climate Risk (optional) *
6.1 What governance processes do you have in place for your climate strategy? Choose as many as are applicable.*
Governance process in place, Person is responsible for climate strategy at board level
6.1 Explain*
-
6.1.1 Please describe their position and responsibility.*
The Chair of the Profoundry Board (group of owners) is ultimately accountable for the climate strategy.
6.1.2 Is this person (or another at executive and board level) also responsible for climate risk?*
Yes
6.1.3 Please describe the governance process in place*
The Chair of the Profoundry Board (group of owners) is ultimately accountable for the climate strategy. Responsibility for developing and implementing the climate strategy is delegated to the Profoundry CEO, who in turn delegates this responsibility to the Profoundry Green Team lead. The Green Team is a cross-organizational team that coordinates initiatives including our climate strategy and GHG emissions quantification. Senior executives, including Delphi’s VP Carbon and Climate Risk, oversee and are accountable for the Green Team’s initiatives. Profoundry’s Executive Leadership Team (ELT) discusses and makes decisions on cross-organizational policies, procedures, systems and initiatives that impact more than one Profoundry entity and/or their shared services teams. This includes the activities of the Green Team. The ELT is comprised of the heads of all Profoundry entities (Delphi, GLOBE, CBSR and Leading Change Canada) as well as key shared services leads. For any strategic initiatives requiring significant Profoundry investment and resources, or resulting in a certain level of risk, decisions may be escalated to the Board by Profoundry’s CEO. Shareholders may be involved in decision-making, depending on the impact on the business. Our Head of Operations and Culture is responsible for approving this SME Climate Hub report, with Profoundry’s CEO having overall oversight. Our focus to date has been on the GHG emissions associated with our activities, and we have spent less time evaluating our approach to climate risk. Due to the nature of the services we provide (i.e., providing organizations with support in evaluating and responding to the climate-related risks and opportunities they face), we are constantly monitoring and evaluating climate risk considerations across a range of sectors and would be alerted to key risks and opportunities that Profoundry could face as an organization.
6.2 Have you started to identify and assess your companies climate risks and opportunities?*
No - we don't currently plan to do this
6.2.1 Where are the climate risks you've identified?*
-
6.2.1 Explain*
-
6.2.2 How are you managing these climate risks? Choose as many as are applicable.*
6.2.2 Explain*
-
6.2.3 Provide any additional comments or context on your climate risks:*
-
6.3 Have you integrated climate and/or nature into your company mission statement or shareholder agreements? If yes, describe how.*
Yes
Delphi’s mission is to transform the way leading organizations generate value to make our world better. We believe passionately that businesses can be profitable while having a positive long-term impact on the environment and society. GLOBE convenes the innovators and changemakers who are accelerating the clean economy. Our work empowers companies, thought leaders, clean technology innovators, NGOs, financiers, and senior policymakers to take climate action and be a part of the global solution. Profoundry’s overall vision is to achieve a more sustainable, prosperous, socially just future in a generation.
6.4 Have you taken actions this year outside of your emissions to accelerate climate progress?*
Yes
Profoundry is focused entirely on influencing as many professionals and organizations as possible to accelerate climate action and decarbonization. Over 30 years, Delphi has worked with hundreds of clients from across sectors to develop and implement GHG inventories, GHG reduction plans and climate strategies. We have also worked with partners such as the Canadian Chamber of Commerce, Circular Economy Leadership Canada, Forest Products Association of Canada, Canada Green Building Council and the Canadian Credit Union Association of Canada on reports that build awareness of key climate issues, opportunities and actions; and co-developed initiatives, such as Working for Watersheds, that advance climate and conservation efforts. This work continues year over year. Each year, GLOBE convenes thousands of corporate leaders, policymakers, NGOs, academics, and youth so they can exchange best practices, connect on solutions and partnerships, and understand what they need to do to get to net zero. GLOBE also designs and implements sustainability and climate events on behalf of high-profile partners. Past events include the Canadian Pavilion at the UN Conference of the Parties (COP) and Inventures. In addition, GLOBE produced the inaugural Food Leadership Summit in Calgary in October 2025, and is a founding partner of Canada’s Climate Week Exchange, which took place in November 2025. As a collective, we identify and drive cross-sectoral initiatives that accelerate decarbonization, such as CBSR’s Net Zero Supply Chain Initiative. Leading Change also runs an annual financial literacy-sustainability fellowship that accelerates education and impact for young people (19-35 years old) living in Canada. Across the Profoundry collective, we use our extensive communications platforms to educate and provide resources (webinars, reporting guides, blogs) to people and organizations so they can go further, faster on the road to net zero.
Results, Challenges and Outlook *
7.1 Provide any additional comments or context on your annual results and progress from previous years.*
Since 2023, our scope 1 and 2 emissions have decreased by 62%. This is due to the closure of office spaces and a transition to co-working spaces and more remote work, which are allocated under scope 3 emissions. Despite this, our scope 3 emissions decreased by 22% between 2024 and 2025. This was driven by a variety of factors including smaller and fewer GLOBE events and lower business travel.
7.2 Do you face any key challenges in reducing emissions?*
Reducing scope 1+2 emissions, Reducing scope 3 emissions, Limited control over energy use in buildings, Reducing emissions from business travel, Complexities in managing supply chain emissions, Time constraints, Inaccurate or insufficient data, Other challenges (please specify)
Specify other challenges*
As an SME and a professional services firm, we have prioritized helping our clients accelerate their climate action as we believe this is where we can have the most impact. However, we acknowledge that it is important to lead by example, and to be transparent about being at the early stages of our own net-zero journey. Our expertise and experience mean we are in a position to expedite our progress, and we are working hard to put the governance frameworks, policies and strategies in place to support our transition to net zero. However, as with many small organizations, we face pressure in allocating time and resources to do this work. When it comes to taking steps to decarbonize, we have limited options given the size of our business and the office-based nature of our work. For example, we do not have direct control over building systems and the amount of energy purchased for building heating, cooling and lighting – these are under the control of our landlords. We have transitioned away from leased space into sub-leased and coworking spaces, which does not make this any easier. However, it does ensure that we’re only responsible for space that is actually being used, reducing our overall impact. We continue to use RECs and other offsets to address our emissions. However, shifting away from offsetting-type mechanisms is challenging. We also face challenges related to the scope 3 emissions associated with our value chain, given it is more difficult to have meaningful engagement with key suppliers (e.g., producers of office supplies, computers) as a smaller company. More broadly, the rapid growth in AI adoption across Profoundry and the wider economy is adding a new layer of complexity to decarbonization efforts. Given the nature of our business, we are likely better equipped than most companies to tackle these challenges. Useful external support would come in the form of broader sector initiatives and programs that target the supply chains that we are a part of. This includes tackling the challenges inherent in landlord-tenant relationships as well as incentivizing investment in solutions that decarbonize building systems and operating procedures.
7.3 Has there been any third party validation of the data submitted in this report?*
No
-
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