COP31 and the work behind corporate climate commitments

COP31, taking place in Antalya, Türkiye, from 9 to 20 November 2026, brings together governments, businesses, international organisations and other stakeholders to advance global climate action.

Beyond international climate negotiations, the conference provides a platform for discussing progress, sharing solutions and addressing the challenges of translating climate commitments into tangible results.

This focus on implementation is particularly relevant for businesses. While many organisations have already established emissions reduction targets and climate strategies, turning these commitments into measurable progress requires more than setting objectives. It involves identifying opportunities for action, allocating resources, engaging stakeholders and integrating climate considerations into business decisions.

With COP31 bringing renewed attention to the importance of implementation, the following sections will explore how to use emissions data to identify priorities, decide where to act across the value chain, and give teams clear responsibilities for moving the work forward.

Start with the data you have

A greenhouse gas inventory helps a business understand its emissions and establish a baseline for tracking change. To use it for decisions, you also need to understand its boundaries and limitations: which activities were included, where the data came from, and where estimates were necessary.

Scope 3 covers indirect emissions across the value chain. The GHG Protocol recommends an initial screening across its 15 categories, using less specific data, such as industry averages, to identify where more detailed data collection is needed. This is a starting point for improving the inventory, rather than a reason to leave estimates unreviewed. [3]

Before starting another round of data collection, ask: where are we relying on estimates for activities that could account for a large share of our emissions? Who has access to better information? What can we improve in this reporting cycle?

Use Scope 3 to decide where to act

Working on value chain emissions takes more than sending every supplier the same questionnaire. Use the initial screening to identify where more detailed data would be most useful, then focus your collection efforts on those activities and suppliers. For purchased goods and services, the accuracy of supplier-specific data can vary depending on the sources and methods used. Checking its quality helps determine whether it is suitable for your emissions calculation. [3]

For example, if the initial assessment points to purchased materials as a major emissions source, the procurement team could work with the relevant suppliers to understand those emissions and explore lower-emission options. The company can then assess which changes are feasible through its purchasing decisions. Other businesses may need to focus on logistics or how customers use their products. [7]

The aim is to make information requests with a clear purpose, so that the responses can inform purchasing decisions, collaboration or emissions reduction efforts.

Turn the target into actions people can carry out

A target sets the direction. To guide delivery, it needs to be broken down into actions, deadlines, responsibilities and resources.

A reduction plan can start with a small number of clearly defined priorities: what needs assessing, who makes the decision, which investments need approval, and how progress will be tracked. It should also distinguish approved actions from options that still depend on feasibility studies, suppliers or infrastructure changes.

That distinction helps communicate where the work actually stands. An initiative under consideration is different from one that has been implemented. Reporting a completed action is different from demonstrating its effect on emissions.

Make implementation part of everyday work

The international agenda does not decide who checks an energy bill, reviews a purchasing criterion or approves a project. Those responsibilities need to be organised within the business.

It helps to connect the technical work to three practical questions:

• Understanding: does each team know why its contribution is needed and how the information will be used?
• Capacity: do people have the guidance, time and tools to carry out the agreed work?
• Follow-through: are responsibilities and review dates clear, with a way to resolve outstanding issues?

If your team needs support with this work, Ecofiniti can work with leaders to define responsibilities, facilitate ESG workshops to help employees understand their role, and support the coordination of an ESG committee. We also provide practical guidance as teams apply sustainability to everyday decisions. The support can be shaped around the expertise and capacity already available in your business. [6]

Where external support can help

Whether a business needs a consultancy depends on the work involved and the capacity available. One company may need help calculating emissions; another may need support organising data, involving leadership or progressing an existing plan.

At Ecofiniti, we support businesses with carbon inventories, Scope 3, ESG strategy and reporting. We also work on employee engagement, workshops and governance structures. The scope of each engagement reflects the client’s business model, needs and capacity. [4, 5, 6]

Within a business, putting a climate commitment into practice requires understanding what is preventing progress. The steps explored here—improving emissions data, identifying opportunities across the value chain and assigning responsibilities—can help organise that work. Start with one existing commitment: what information, resources or decisions are needed to move it forward?

If your organisation needs support with that review, speak to Ecofiniti about where the work stands and what to prioritise next.

Sources

1. UNFCCC — About COP31
2. UNFCCC — Global Climate Action at COP31
3. GHG Protocol — Technical Guidance for Calculating Scope 3 Emissions, printed pp. 11–12 on screening and p. 22 on supplier data quality
4. Ecofiniti — About
5. Ecofiniti — Services
6. Ecofiniti — Organisational Change
7. GHG Protocol — Corporate Value Chain Scope 3 Standard, on identifying reduction activities and working with value chain partners