In a global context characterized by growing climate instability, regulatory pressures and profound economic transformations, decarbonization continues to represent one of the main strategic priorities for the private sector. The ability of companies to measure, manage and reduce their greenhouse gas emissions is today an increasingly important element not only from an environmental point of view, but also from the point of view of competitiveness, resilience and risk management.
Confirming the centrality of the topic, in May 2026 the United Nations General Assembly approved a resolution that reinforces the principle according to which tackling climate change no longer represents just a political choice, but an obligation deriving from international law. A passage that confirms how the transition towards a low-carbon economy is becoming a structural element of public and corporate strategies.
At the same time, the increasingly evident effects of the climate crisis continue to impact economic and productive activities. In the coming months, for example, the El Niño phenomenon will contribute to accentuating climate anomalies and extreme weather events in different areas of the planet, with possible repercussions on supply chains, markets and the operational continuity of companies. In this scenario, the reduction of emissions and the adoption of mitigation strategies represent fundamental tools for strengthening the adaptive capacity of the economic system.
From measuring emissions to defining a climate strategy
Decarbonization requires a structured approach, which allows companies to transform climate objectives into concrete and measurable actions. For this reason, an effective path must accompany organizations throughout all phases of emissions management, from their quantification to the definition of a transition strategy.
The starting point is represented by the construction of an inventory of greenhouse gas emissions (GHG Inventory), essential for understanding the organization's climate footprint and identifying the main emission sources along Scopes 1, 2 and 3. An accurate measurement constitutes the basis for any subsequent strategic decision.
Once their emission profile has been defined, companies are called upon to translate this knowledge into credible and scientifically based climate objectives. In this context, the definition of Science-Based Targets (SBT), i.e. emission reduction targets consistent with the indications of the scientific community and with the objectives of the Paris Agreement, takes on particular relevance. This step requires not only technical skills, but also the involvement of internal stakeholders and the integration of climate issues into corporate decision-making processes.
The definition of objectives must then be accompanied by the identification of the most effective strategies for managing emissions. Energy efficiency, electrification of consumption, supply of renewable energy, process innovation and involvement of the value chain represent some of the main levers available to companies to concretely reduce their climate impact and achieve their set objectives.
The Climate Ambition Accelerator 2026
The 2026 edition of the Climate Ambition Accelerator is being developed on these premises, the program promoted by the Italian Network of the United Nations Global Compact to support companies in the development of ambitious and science-based climate strategies.
This year's edition, the fifth organized by the Italian Network, is carried out with the contribution of FiberCop and the technical support of Carbonsink (a South Pole Company) and involves 33 companies, confirming the Climate Ambition Accelerator among the most participated initiatives within the Global Compact global network and demonstrating the constant interest of companies in structured decarbonisation paths.
The first in-presence meeting of the program - hosted in Milan at the Green Media Lab headquarters - was dedicated to the topic of GHG Inventory, addressing the fundamental aspects of accounting for corporate emissions. The working day explored the reporting of Scope 1, Scope 2 and Scope 3 emissions, offering participants an update on the most recent evolutions of the GHG Protocol. Ample space was dedicated to practical exercises, through group activities aimed at defining the inventory perimeter, collecting the most representative data and selecting the most appropriate emission factors.
Particularly relevant was the discussion on Scope 3 emissions and the role of the supply chain in decarbonization paths, a topic addressed during a round table which involved corporate representatives of companies adhering to the Global Compact engaged in the management and reduction of emissions along the value chain.
Among the themes that emerged were supplier involvement strategies, a theme that represented the topic of greatest interest among the participants. Among the main challenges that emerged in this sense, the following were mentioned:
- the poor quality of the data collected by suppliers, which often undermines comparability
- the difficulty of conveying to suppliers the importance it has for achieving the company's overall emissions reduction objectives.
Working on the awareness and corporate culture of suppliers is essential to make them part of the decarbonization path and more generally, actors part of the sustainable transition.
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United Nations’ resolution to fight climate change: here's why it matters
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