Let’s be honest – by now, most of us have a PhD in hindsight when it comes to Net Zero targets set a few years ago. Every year we learn more about what it takes to do this. That’s not a criticism. Often these things are the right ambition at the right time, made with the information available. But the world has moved on – and expectations have too.
Since then, the pressure has intensified. Regulation has arrived. Disclosure requirements are rising. And your customers, employees, investors and suppliers are no longer asking if you have a Net Zero strategy – they’re asking what it says, how it works, and whether it’s real.
We’ve entered the age of accountability. Targets aren’t enough. Strategy matters.
At Energise, we’ve worked with organisations across sectors and sizes – from ambitious SMEs to complex corporates. And one thing is clear: the strategies that stand up to scrutiny are the ones that prioritise trust, transparency, and traction.
These aren’t abstract ideas. They’re the foundation of a credible Net Zero plan—and they’re exactly what we’ll be focusing on in our July customer event: Trust, Transparency, Traction. But for now, here’s what they look like in action. Reach out to us if you are interested in attending:
It’s one thing to set a Net Zero target. It’s another to build a credible path toward it.
That means having a clear, costed, and internally driven reduction plan—focused on cutting emissions across Scopes 1, 2 and 3, with interim targets, operational milestones, and a governance structure that connects ambition to delivery.
For many organisations, compensating for emissions along the way—through credible carbon credits or removals – is also a responsible choice. But it doesn’t replace the need for real-world reductions. A strong strategy tackles both, in the right order and with transparency.
The best strategies don’t wait for perfection. They evolve through action—and that’s where traction starts.
If climate risk only appears in your annual report under “long-term” issues, you’re missing the point.
Physical risks (like extreme weather) and transition risks (like policy shifts, reputational exposure, or market changes) are already reshaping value chains. The organisations that are ahead of the curve are those treating climate not as a side-note, but as a strategic lens across risk, resilience, and innovation.
A strong Net Zero strategy shows how your organisation is adapting to this new reality – where climate risks sit, how they’re being addressed, and what opportunities you’re positioning yourself for.
That kind of transparency isn’t just a regulatory requirement. It’s a commercial advantage.
Accountability doesn’t mean having one person with “Net Zero” or “Sustainability” in their job title. It means understanding how sustainability is governed across the business.
Who makes the decisions? Who signs off the plans? How are climate-related risks integrated into your board’s thinking, your capital allocation, your reporting cycles?
Organisations that earn trust are the ones where sustainability is embedded into strategic decision-making – not bolted on. They take their stakeholders seriously, communicate openly, and resist the urge to make Net Zero someone else’s problem.
A carbon footprint is a start. But if your strategy stops there, you’re not decarbonising – you’re just measuring.
A real Net Zero strategy outlines the concrete steps you’re taking to change how you operate, procure, manufacture, transport, and invest. It acknowledges what’s already underway, what’s planned next, and where the challenges lie.
It also doesn’t shy away from complexity. Supply chain engagement, product redesign, energy efficiency, skills development – these are all part of the puzzle.
Your strategy needs to turn insight into impact. That’s where traction lives.
No strategy is perfect. No pathway is fixed. But if your Net Zero plan is vague, generic or full of corporate gloss, people will assume the worst.
Being transparent about your current position, the trade-offs you’re facing, and the support you need isn’t a sign of weakness. It’s a sign of maturity—and it invites collaboration and accountability.
It also helps avoid greenwash. The best communicators are the ones who say what they mean, mean what they say, and show their working.
So where does the TPT come in?
You might be thinking: This all sounds great, but how do we structure it? How do we show it in a way that’s recognised and robust?
That’s exactly where the Transition Plan Taskforce (TPT) comes in.
It’s tempting to see TPT as “just another reporting requirement”. But really, it’s a practical tool for turning ambition into action – and showing stakeholders that you’ve thought this through properly.
The TPT framework helps you communicate how your organisation will transition as the economy decarbonises. It connects your emissions targets to your business model, financial strategy, and governance – so you can show not just what you plan to do, but how you’ll make it happen.
In short: if you want to tell a credible Net Zero story from 2025 onwards, the TPT is how you frame it.
What is the TPT, in simple terms?
The Transition Plan Taskforce was set up by the UK Treasury to define what a “good” transition plan looks like. It’s become the reference point for businesses preparing climate disclosures – especially under frameworks like the ISSB and the EU’s CSRD.
But don’t let the acronyms scare you off. TPT is grounded in three clear themes:
You don’t need to “be compliant” from day one. But using this structure helps stress-test your thinking, communicate clearly, and prepare for future expectations from regulators, customers, and capital markets.
The building blocks of a TPT-aligned Net Zero strategy
So what does a strong TPT-aligned strategy actually look like?
Here are the five building blocks to get right – each of them closely aligned with the TPT disclosure elements:
Start with your Net Zero ambition. Outline your targets (Scopes 1, 2 and 3), show your emissions baseline, and explain how your business model will evolve. This goes beyond carbon – it’s about future-proofing how you operate, deliver value, and grow.
This is the heart of the TPT framework. Show how you’ll deliver change through investments, R&D, operations, procurement, workforce planning, and internal transformation. Link it to your financial strategy and core business planning.
What climate-related risks are you facing – and where are the opportunities? This includes both physical and transition risks and connects to your enterprise risk management processes. The goal is to show how these are integrated into business decisions.
Who owns the transition plan? What role does the board play? How are executive incentives aligned? TPT calls for clear oversight, accountability mechanisms, and evidence of integration into corporate governance.
Report on what matters. That means emissions metrics, but also internal KPIs, delivery milestones, capital flows, and other indicators that show progress toward your strategy. Transparency here helps demonstrate both control and commitment.
If you need help getting there, this is where our net zero consultants come in.
At Energise, we help organisations at every stage of the journey from setting their first Net Zero target to building full-scale transition strategies aligned with TPT, ISSB and CSRD.
Our Net Zero Strategy service is practical, proportionate, and focused on action. We don’t overcomplicate things. But we do take them seriously.
We’ll help you build a plan that makes sense for your organisation, gets internal buy-in, and stands up to stakeholder scrutiny. Whether you’re starting fresh or levelling up an existing strategy, we’re here to support you. So if for you it’s time to build a Net Zero strategy rooted in trust, transparency, and traction, let’s talk.
Book a call at a time that suits, or if you’d rather, just send us an email to hello@energise.com, and one of our team can guide your next steps.
Written By Simon Alsbury 
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