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The document argues that hiring agencies that promote fossil fuels creates conflicts of interest and exposes brands to risks, as climate change disrupts supply chains and operations. It encourages organisations to use the F-List to verify agency partners and implement fossil-free procurement criteria in briefs, RFIs, and RFPs. The guide highlights that over 1,650 agencies in 60 countries have signed the Clean Creatives pledge and suggests that clients have leverage to decarbonise the marketing industry because fossil fuel marketing represents less than 1% of global marketing spend.

The report presents a business case for transitioning to an electrified economy, asserting that electricity is becoming the foundation for global economic growth. It highlights that electrification is the most efficient route to decarbonization, capable of displacing approximately 60% of global fossil fuel use. The document outlines the benefits of electrification in terms of cost predictability, energy security, and public health, while identifying significant barriers such as distorted market incentives and a global skills gap. It proposes ten policy principles for governments to unlock business investment and introduces the 'Electric Advantage' program to coordinate business leadership in modernizing policy and scaling deployment.

The report argues that corporate procurement can be a transformative driver for decarbonizing heavy industry and transportation. It proposes strategies such as demand aggregation, environmental attribute certificates, and advanced purchasing commitments to overcome early-market barriers and reduce costs for low-emission technologies.

The report identifies a lack of coherence between the coding systems used for procurement (such as UNSPSC and CPV) and those used for reporting (such as OECD DAC CRS and IATI). This fragmentation creates barriers for innovators attempting to enter the humanitarian and development markets, as it is difficult to track what products are being procured and how they are reported. The authors recommend harmonizing reporting formats, clarifying stakeholder responsibilities, and developing user-friendly platforms to match solution providers with donor needs.

The briefing highlights the role of non-state actors in driving climate action despite insufficient national pledges. It identifies four mechanisms—certification schemes, demand aggregation, climate-aligned finance, and national alliances—that create 'ambition loops' to scale low-carbon solutions. Examples include India's Shoonya initiative for electric delivery, the US-based Renewable Energy Buyers Alliance, the Poseidon Principles for shipping finance, and the America Is All In coalition.

WRI supported the procurement of electric bus fleets in Santiago, Bogotá, and Medellín to reduce emissions and operating costs. By developing scalable contractual and procurement mechanisms with partners like C40 and the Inter-American Development Bank, WRI helped these cities overcome the high upfront costs of e-buses. Santiago and Bogotá are procuring the two largest e-bus fleets globally outside of China, with Medellín adding 64 vehicles.

The report examines over 90 cases of infrastructure planning, focusing on three case studies in developing economies and examples from the US and UK, to advocate for holistic approaches that preserve ecosystem services and mitigate climate change effects.

The document outlines a framework for corporate leadership in the transition to 100% renewable electricity, drawing on best practices from RE100 members. It provides case studies and specific recommendations from the RE100 Technical Advisory Group to help corporate buyers maximize their impact on market shifts, while clarifying that it does not define the eligibility criteria for joining the RE100 initiative.

The document argues that while using country systems (UCS) respects sovereignty and promotes national ownership, MDBs are hindered by financial, reputational, and technical risks. It recommends moving away from 'one-size-fits-all' safeguards toward tailored approaches, strengthening local capacity, and empowering MDB country offices to manage risks more effectively.

The document outlines four primary methods for companies to procure renewable energy: onsite installation, power purchase agreements (PPAs), renewable energy certificates (RECs) or guarantees of origin (GOs), and green tariffs. It highlights that companies often combine these methods based on capital availability, energy demand, and market options, citing examples like Microsoft, Google, Iron Mountain, and Equinix. Additionally, the guide recommends collaborating with organizations such as the Business Renewables Center (BRC), the Renewable Energy Buyers Alliance (REBA), and the Corporate Renewable Energy Buyers’ Principles to overcome barriers and increase corporate demand for renewable energy.

The Southwest Power Pool (SPP) has emerged as a leader in renewable energy, offering significant opportunities for corporate buyers through wind power purchase agreements (PPAs). Market improvements since 2014, including the integration of the Integrated System (IS) transmission system, have increased dispatch efficiency and reduced energy costs. The region possesses some of the highest wind resource quality in the U.S., with nine of the top 10 states for high-capacity-factor wind generation located within the SPP footprint. This high capacity factor allows for lower unit costs and more competitive PPA prices. While there is a strong pipeline of planned wind capacity—including an estimated 19 GW of planned additions and nearly 7 GW expected in 2017—corporate buyers are cautioned to monitor the pace of transmission infrastructure investment to avoid curtailment risks and track regional policy changes, such as potential tax credit eliminations in Oklahoma.

Microsoft contracted for 285 MW of wind energy from two off-site projects, which were enabled by long-term off-take agreements. The company's data center energy group pursued these power purchase agreements (PPAs) to hedge against energy price fluctuations and reduce long-term costs, noting that powering a data center can cost twice as much as its construction. The process was supported by a corporate commitment to carbon neutrality established in 2012, which included an internal carbon fee and a "carbon neutral council." Microsoft accelerated its procurement timeline—completing the first deal in six months and the second in six weeks—by utilizing a dedicated centralized energy team, external partners, and explicit executive support.

Kaiser Permanente partnered with NextEra Energy Resources to procure 110 MW of solar and 43 MW of wind power, aiming to meet 50% of its California electricity consumption through renewable sources. The organization views climate change as a health issue and set a 2012 target to reduce greenhouse gas emissions by 30% below 2008 levels by 2020. The deal is expected to avoid 215,000 metric tons of greenhouse gas emissions in California, equivalent to removing over 45,000 cars from the roads. The case study highlights the importance of assembling a cross-functional team, balancing economic feasibility with mission-driven goals, and managing internal stakeholder engagement to successfully execute complex off-site renewable energy transactions.

The Clean Air Task Force (CATF) is leading a project to reform the incentive and reward ecosystem for carbon-free energy (CFE) procurement. The initiative aims to move beyond limited renewable energy standards toward metrics that accurately reflect carbon impact, targeting the buying power of corporations, governments, and utilities. Key activities include updating GHG accounting standards, supporting pilot transactions, and helping federal agencies implement Executive Order 14057 to achieve 50% 24/7 CFE by 2030.

Clean Creatives calls on Netflix to implement fossil-free procurement criteria for its agencies and urges Dentsu, which recently secured a $190 million partnership with Netflix, to offramp all fossil fuel clients.

The Corporate GPM Guide 5 defines renewable energy certificates (RECs) as products representing environmental attributes, such as avoided CO2 emissions, which can be purchased independently of retail electricity supply to reduce a company's environmental impact. The document outlines the advantages of RECs over other green power options and provides purchasing strategies and policy recommendations based on the experiences of the Green Power Market Development Group and other corporations.

The Corporate GPM Guide 4 introduces the Green Power Analysis Tool, detailing its business case, data input processes for green power projects and corporate targets, and its utility in analyzing projects and generating outputs. This guide is part of a broader series by the World Resources Institute aimed at helping corporations evaluate renewable energy opportunities, including technologies like biomass, landfill gas, and wind, as well as procurement strategies and policy obstacles.

The report analyzes 16 global case studies to map the hazards of electric bus adoption, highlighting critical gaps in operational knowledge, procurement flexibility, and institutional authority.