创建过渡智能

Enhancing Corporate Transition Assessmentfor Financial Decision-Making August 2025 Table of Contents Executive Summary. . . . . . . . . . . . . . . . . . . . .3 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . .5 The State and Evolution of Current Practices.....7 Key Elements of Effective CorporateTransition Assessments..................10 Ambition.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12Component 1.1: Transition footprint mapping.......................12Component 1.2: Target ambition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Component 3.1: Governance and transparency......................24Component 3.2: Ecosystem influence. . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . .26 Authors and Acknowledgments.............27 Endnotes. . . . . . . . . . . . . . . . . . . . . . . . . . .28 Executive Summary To keep pace with evolving regulatory expectations and market developments,financial institutions are increasingly turning to corporate transition assessments— evaluations of how a client or investee will be affected by, and respond to, theenergy transition — to gain insights into climate-related risks and opportunities.Although existing practices provide a good foundation, targeted improvements totransition assessments have the potential to deliver the decision-useful intelligenceneeded to guide financial decision-making across institutions. Two areas offer the greatest potential improvements, and add value to corporatetransition assessments: 1.Strengthening analytical depth:Assessments that move beyond broadindicators, such as targets and aggregated transition-aligned capitalexpenditures (capex), can explore how specific assets, technologies, or businessactivities are exposed to transition risks and opportunities. 2.Improving actionability:Developing assessment outputs beyond high-levelscores or labels can expand applications from compliance or screening toinform core financial functions, including credit risk analysis, capital allocation,and client engagement. This report identifies nine key analytical components that contribute to robusttransition assessments, providing insights into ambition, feasibility, andaccountability (see Exhibit ES1). Within this framing, there are three critical yet underexplored approaches that couldparticularly help strengthen assessment depth and actionability: An analysis of external constraints —such as technology readiness, marketconditions, and policy support —clarifies the real-world feasibility ofcorporate plans and highlights potentialbarriers or dependencies. An assessment of company assets,activities, and operations facilitatesunderstanding of transition exposure ata granular level. This enables financialinstitutions to focus on high-impactassets and tailor their engagement. Although data availability and resource constraints limit comprehensiveassessments across entire portfolios, even partial adoption of these keycomponents for high-priority clients can yield valuable outcomes. Building acommunity of practice and investing in shared tools and frameworks will be criticalfor scaling effective assessments. Introduction As climate risks have grown and the global energy transition has accelerated, financialinstitutions have responded by setting climate targets, tracking progress, anddisclosing data. Although these steps have laid important groundwork, they are nolonger sufficient. The scale of regulatory change, technological disruption, and capitalneeds now demands deeper, more contextual analysis. To manage risk and guide decisions, stakeholders increasingly rely on corporatetransition assessments — analyses of how the energy transition could affectcounterparties. These assessments are shaped by frameworks such as theTransition Plan Taskforce (TPT) and the EU’s Corporate Sustainability ReportingDirective (CSRD), which have improved data availability. However, assessmentsoften focus on the presence of transition plan components and do not provide thefull potential of actionable insights into company-specific risks and opportunities. Current approaches can benefit from improvements in two primary areas: Strengthening analytical depth Assessments that move beyond broad indicators, such as targets andaggregated transition-aligned capital expenditures (capex), can explorehow specific assets, technologies, or business activities are exposed totransition risks and opportunities. Improving actionability Developing assessment outputs beyond high-level scores or labels canexpand applications from compliance or screening to inform corefinancial functions, including credit risk analysis, capital allocation, andclient engagement. To generate useful transition intelligence, financial institutions must go beyondchecklists and incorporate feasibility and context into their assessments.This report outlines nine key analyti