5 June, 2026

From ambition setter to transformation partner: the Science Based Target initiative (SBTi) has published a new strategic plan for 2026–2030 that could significantly affect companies with, or looking to set, validated science-based carbon-reduction targets.

More than 13,000 companies worldwide have set, or committed to setting, validated SBTi targets. The new strategy describes a more flexible approach that shifts the focus beyond target setting towards real-world results that manage transition risk and strengthen competitiveness.

The strategy emphasises more tailored and interoperable approaches to target setting by sector, geography and emissions type; greater focus on implementation, including transition plan disclosure, peer benchmarking, and transparency on progress and barriers; stronger partnerships with governments and supporting organisations to reduce fragmentation and duplication; and expansion into high-emitting regions including Asia and Africa.

Perhaps the most attention-grabbing update, at least for cautious sustainability professionals, is the clarification that targets are set on a “best-efforts” basis in a context of uncertainty and dependency, especially for scope 3. Targets are no longer about passing or failing: companies can still make credible net zero claims after missing targets if they have used all available levers, made meaningful progress, disclosed progress and barriers transparently, and set new targets – an approach that better reflects real-world constraints but may raise concerns around accountability and ambition dilution if not carefully goverened.

Sector-specific guidance is central to the strategy and creates opportunities across emissions-intensive sectors including automotive, power, aviation, cement and, perhaps most interesting, oil and gas. These standards will align with existing accounting, regulatory and disclosure frameworks to support a more integrated approach, rather than requiring navigation of multiple disconnected systems.

As part of its stronger focus on implementation, there is more emphasis on how companies decarbonise, including levers, technologies, capital allocation, barriers and dependencies, reinforcing the case for Transition Plan Taskforce aligned disclosures. To support transparency, the SBTi will provide private peer benchmarking data and annual public reports on system-wide progress and barriers, critical for maintaining ambition under a more flexible model. And finally, despite previously discussed controversies, they will continue to explore market mechanisms allowing companies to claim emissions reduction credit for investing in emerging, low-carbon technologies in their value chains, with guidance expected alongside the Corporate Net-Zero Standard Version 2 by the end of 2027.

In short, the strategy signals a more pragmatic and implementation-focused phase for the SBTi, that could allow for more flexible and relevant targets for companies navigating the realities of decarbonisation, provided this flexibility is matched by robust transparency and scrutiny.

By Nia Vines