Climate Strategy

The “best practices” for CO₂ management are not delivering results.

Companies using them are

Missing targets
Wasting resources
And failing to take more meaningful action on climate change

Companies take step back from making climate target promises Hundreds failed to lay out goals aligned with Paris agreement to limit warming to 1.5C “In 2024, hundreds of companies including Microsoft, Unilever and JBS had their ‘1.5 degree aligned’ status removed.” Source: Financial Times

Companies are failing to meet their targets.

Integrity of corporate climate strategies

High

Reasonable

Moderate

12%

Low

40%

Very low

44%

Source: NewClimate Institute, Corporate Climate Responsibility Monitor

Not one major corporate climate strategy assessed was rated high integrity.

Annual global CO₂ emissions

196019902024

50% of all historical CO₂ emissions have occurred in the 30 years since corporate climate action took off.

You're going to need a real strategy.

A real climate strategy answers three questions

Many climate strategies are carbon-reduction plans with a broader title. They contain targets, Scope 3 commitments and reporting work, but do not change important business decisions. Carbon reduction matters, but a company also needs to understand where it has influence, what it is willing to do and how climate change will affect its market.

What's the most we can do in the fight against climate change?

Your own footprint may not be where you can make the greatest difference. Your influence over customers, suppliers, industry rules or public policy may matter more.

What are we willing to do to speed up the energy transition?

Leadership needs to decide what the company is genuinely prepared to do, rather than adopting a target simply because a framework recommends it.

What does our business look like in a world shaped by climate change?

How will the transition affect the way you compete, earn revenue and remain relevant?

From “we should do something” to a strategy your board can act on

Phase 1

Your power to create change

Key question: What is our biggest lever on climate change?

Analyze your context: climate risks, the low-carbon economy, your competitive position
Align climate with business strategy using the standard tools — PESTLE, SWOT, Five Forces
Set a real level of ambition, decided by leadership

The result: a clear level of ambition and a specific outcome for the company to pursue.

Phase 2

Your objective

Key question: What is blocking decarbonization of our sector?

Map the politics and economics of the transition in your value chain
Identify the real blockers, even the inconvenient ones
Identify the points where a focused intervention could remove a major barrier or accelerate wider change.

The result: a practical view of what is slowing progress and where your company has enough influence to help.

Phase 3

Your plan

Key question: What are the safe, smart, logical steps to change that?

Build a theory of change connecting your actions to your objective
Stress-test it with scenario analysis
Bring the work together in a transition plan that supports implementation and can also be used for disclosure requirements.

The result: a theory of change, a sequenced action plan and a transition plan suitable for disclosure.

What the difference looks like in practice

Without a strategy

A transport company wants to electrify its fleet but can't, because there's no charging infrastructure. So it buys two EVs as a pilot, reports the purchase, and waits.

With a strategy

The same company buys the EVs — and lobbies the officials responsible for charging infrastructure, sponsors a study on charging-point locations, and withdraws from a trade association that's lobbying against EVs. It stops waiting for the blocker to remove itself and goes after the blocker.

Someone benefits from the current high-emissions status quo, and they are not waiting politely. Neither should you.

We already have a climate strategy.

If it's a list of reduction tactics with a target on top, you have a CO₂ plan. That is a useful tactic, not a strategy. We use the work you have already done and place it within a broader business and transition strategy.

We need this for CSRD / transition plan requirements.

The final output can be structured as a transition plan for the applicable requirements. More importantly, it will be based on actions the company has decided to carry out, which makes the disclosure more credible.

Isn't this just more sustainability spend with no return?

The work starts with how the company competes and earns money. Each proposed action therefore needs both a credible climate benefit and a clear business rationale.

Start with one call

In a 30-minute call, we can usually tell whether you need a broader climate strategy or a well-run carbon-management plan. We will also say clearly when we do not think our involvement would add enough value.

Services are offered on a subscription basis you can cancel at any time. 100% of our clients have returned for more work.

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