Companies using them are
Companies take step back from making climate target promises — hundreds failed to lay out goals aligned with the Paris agreement.
You're going to need a real strategy.
Most “climate strategies” are a CO₂ reduction plan with a new name — targets floating in space, scope 3 you can't control, busywork that never touches a business decision. Reduction is one tactic, and for most companies it's not even the most important one. A real climate strategy starts where business strategy starts: with your position, your leverage, and the world you'll be operating in.
Your biggest lever is rarely your own footprint. It might be your influence on clients, your sector, your supply chain, or policy.
An honest level of ambition, set by leadership — not a number copied from a framework.
How you'll compete, make money, and matter — during the transition and after it.
A transport company wants to electrify its fleet but can't — there's no charging infrastructure. So it buys two EVs as a pilot, reports the purchase, and waits.
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.
If it's a list of reduction tactics with a target on top, you have a CO₂ plan — a useful tactic, not a strategy. Nothing you've built is wasted: measurement, targets, and reduction work all slot into the strategy as tools. We build on it; we don't bin it.
Good — the output is formatted as a transition plan that meets those requirements. The difference is that yours will describe a strategy you actually intend to execute, which is also the version that holds up to scrutiny.
The strategy is built from your business strategy — how you compete and make money through the transition — not bolted on next to it. That's the test for every action in the plan: real impact, and a defensible business reason.
In 30 minutes we'll tell you honestly whether a climate strategy would change what your business does — or whether your situation is simple enough that good CO₂ management covers it. If we don't think we can add real value, we'll say so on the call and screen ourselves out.
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