Transforming a high-carbon industry through priority action areas

Before transforming a high-carbon activity, it is essential to have a precise understanding of its mechanisms, emission sources, and impacts. A thorough assessment makes it possible to identify the most effective ways to reduce emissions and avoid scattered efforts. 

Identify the sector's main sources of emissions

Human activities are responsible for nearly all current greenhouse gas emissions. In France, the breakdown of emissions by sector shows that transportation, industry, agriculture, buildings, and energy production are the main contributors. 

According to the Key Climate Figures published by the Data and Statistical Studies Division of the Ministry of Ecological Transition, transportation accounts for nearly 30% of GHG emissions in France, the majority of which come from road transportation and internal-combustion vehicles. (Source: Key Climate Figures, 2026) 

Greenhouse gas emissions from transportation are primarily linked to the combustion of fossil fuels, which produces carbon dioxide as well as other greenhouse gases and air pollutants. These greenhouse gas emissions directly contribute to the increase in France’s per capita carbon footprint. 

On an international scale, the International Energy Agency notes that global carbon emissions from energy consumption continue to be dominated by coal, oil, and natural gas. (Source: World Energy Outlook 2025) 

An activity with a high carbon footprint: 

• A heavy reliance on fossil fuels 

• High energy consumption 

• Resource-intensive industrial processes 

• Carbon-intensive logistics or transportation 

Accurately identifying these sources is the first step in the carbon assessment. 

Reduce requirements and improve operational efficiency

The first strategy involvesreducing consumption (heat, electricity, fuel) and improving the efficiency of facilities. In many companies, some of the losses stem from aging equipment, suboptimal settings, or operating at “full capacity” even when it is not necessary .  

Here are a few high-impact actions that are often quick to implement: 

• Map out usage patterns (machines, processes, buildings) and identify the "major areas of consumption" 

• Modernize the equipment that consumes the most energy (motors, compressors, boilers, variable-speed drives) 

• Automate control systems (programming, sensors, predictive maintenance) 

• Minimize waste (compressed air leaks, overheating, excessive ventilation, excessive lighting) 

The International Energy Agency (IEA) explains that accelerating efficiency gains could account for a major portion of the progress expected in the short term. (Source: Energy Efficiency, 2025) 

Rethinking upstream-downstream flows and procurement to reduce the overall footprint

A company may have a high-performing facility but still have a large overall environmental footprint due to raw materials, suppliers, logistics, travel, or end-of-life product disposal. In other words, the challenge also lies “beyond the facility’s walls.” 

Priority areas: 

• Choose materials that are less resource-intensive and better sourced 

• Work with suppliers using quantifiable and comparable data (product metrics) 

• Reduce shipping distances and increase the load factor 

• Extend the product's lifespan (repairability, reuse, standardization) 

• Incorporate environmental impact criteria into specifications 

To put the orders of magnitude in France into perspective and compare them with the EU, the SDES’s “Key Climate Figures” remain a useful reference (charts and historical data series). (Source: Key Climate Figures – France, Europe, and the World – 2022 Edition) 

Ensuring Sound Decision-Making Through Data-Driven Management

A successful transformation depends on making trade-offs: which projects to prioritize, with what budget, and what real impact on emissions? Without a management framework, actions risk being scattered, difficult to compare, and sometimes ineffective. 

It therefore becomes essential to rely on structuring tools— not as a marketing tool, but as a methodological framework that makes decisions comparable, traceable, and focused on measurable results. 

Following this line of reasoning: 

• Decarbo’Target® enables you to develop a coherent roadmap, simulate multiple scenarios (carbon impact, CAPEX, OPEX), and track key performance indicators over time. 

• Decarbo’Supply® facilitates supplier engagement and the collection of more reliable product data (My-PCF® / My-CIF®), which is essential for addressing Scope 3 emissions. 

• Decarbo’Tender® incorporates carbon footprint criteria into requests for proposals to steer decisions toward the most energy-efficient and high-performance solutions. 

The goal is not to accumulate tools, but to establish a structured decision-making process: prioritize actions based on their impact, cost, and feasibility, and then monitor their effectiveness over time. 

To remain aligned with the national goals for 2050, the National Low-Carbon Strategy (SNBC) provides a reference framework and clear sector-specific milestones. (Source: National Low-Carbon Strategy (SNBC), 2025) 

Establish strong, results-oriented governance

Sustainable transformation begins with clearly defined responsibilities. When leadership takes the lead on the issue, teams can move forward with a shared approach and set of priorities. At the national level, the public roadmap provides a framework for aligning decisions, particularly with regard to the path forward and key milestones. 

(Source : National Low-Carbon Strategy (SNBC) – Ministries, 2025) 

In practice, this governance often takes the form of: 

• a dedicated steering committee,
• a periodic review of the indicators,
• Simple rules for making investment decisions.

You can also use an internal "reference" version of the plan (for example Version 1), and then publish an annual update. To avoid a scattered approach, some organizations link these updates to a decision code (such as a prioritization system) to classify actions: high impact, quick feasibility, controlled cost. 

Track the footprint and demonstrate the impact with clear visuals

To manage effectively, you need to be able to demonstrate results. The goal is not to overwhelm the organization with spreadsheets, but to track a few robust metrics.

An effective approach is to present: 

• an annual graph (overall trend),
• a breakdown chart (showing the main categories),
• simple ratios (per unit produced, per capita if relevant for a regional comparison).

Reference publications help determine current levels and trends over time, and avoid “blind” interpretations. (source: Key Climate Figures—France, Europe, and the World—2025 Edition) 

In some cases, it is useful to analyze the increase observed in a particular category: for example, an increase linked to a recovery in business activity, a change in the fuel mix, or technical decisions (e.g., a return to a coal-fired boiler or a partial shift to electricity). The key is to link the trend to specific causes and then decide on corrective measures. 

Finally, when it comes to logistics flows, a useful metric is tracking per kilometer (e.g., intensity per kilometer traveled). This helps to objectively assess actions such as pooling resources, improving planning, reducing unnecessary trips, or replacing vehicles. 

Turning performance into a sustainable advantage, even in sensitive areas

A well-structured approach quickly becomes a competitive advantage. It reduces risks, facilitates access to certain markets, and enhances credibility with financial backers. It also allows for better management of impacts on the atmosphere by limiting emissions and helping to reduce the concentration of certain pollutants, particularly in densely populated areas. 

For organizations with multiple sites, the most effective approach is often to prioritize high-stakes areas: sites located near residential areas, industrial zones already subject to restrictions, or areas where local requirements are stricter. This “zone-by-zone” approach improves overall performance and makes communication clearer. 

Finally, to speak the same language as international partners, some stakeholders also use the term “carbon” (particularly in requests for proposals and supply chains) in order to harmonize evaluation and comparison criteria. 

Transforming a high-carbon business is now a major strategic challenge. Faced with rising GHG emissions into the atmosphere and increasing concentrations of certain pollutants in densely populated areas, organizations must fundamentally rethink their business models. This transformation rests on three pillars: understanding their carbon footprint, taking action on the most carbon-intensive areas, and establishing a sustainable management framework. 

The initial assessment, conducted through a rigorous analysis, helps identify priorities within the sector in question. Whether the goal is to optimize coal use, promote low-emission electricity, modernize vehicles, or reduce carbon intensity per kilometer traveled, each measure must be evaluated based on its actual impact. The tracking charts and analytical figures make this trajectory visible and understandable, both internally and to partners. 

Comparing one’s results to the average observed in other countries or within the same sector also provides strategic insight. Metrics per capita, per unit produced, or per site make it possible to assess one’s performance level and adjust priorities. This comparative analysis helps avoid intuitive decisions and strengthens the credibility of the commitments made. 

Beyond regulatory requirements, this transformation serves as a driver of competitiveness. An organization capable of demonstrating control over its GHG footprint and publishing a structured version of its action plan—backed by a clear set of priorities for implementing measures—inspires confidence. It secures its markets, reassures investors, and anticipates regulatory changes. 

Ultimately, transforming a business into high-carbon activity means shifting from a defensive mindset to a dynamic one focused on innovation and performance. It means placing environmental considerations at the heart of economic decisions to build a model that is more resilient, more responsible, and capable of creating lasting value.