Net‑zero in practice: CMES’ strategic view

Through our exchanges with industry peers, we learnt that many companies recognize the urgency but need a clear, actionable roadmap. Our vision is that effective transition planning must begin with a precise review of regulatory risk in two directions: fleet construction and operational management. Companies need to plan ahead based on how new regulations will impact their future fleet and business models. They must advance short-term adjustments while integrating alternative fuels and new technologies into their long-term planning. By doing so, companies can not only meet regulatory requirements but also strengthen their competitive position in a market where sustainability increasingly drives commercial decisions.

From our experience, the most effective approach is to view decarbonization through a full life-cycle lens and incorporate it into fleet development from the earliest design stages through to daily operations. At CMES, we have been applying this approach in recent years by integrating life-cycle decarbonization planning into our newbuilding, retrofit, and commercial management projects. This allows each vessel to start tracking carbon from the very beginning and to continue to optimize this throughout its operational life. From the outset, within a structured management framework, we use high-quality data and scenario analysis to review current emissions profiles. From there, we develop a phased roadmap that spans short-, medium-, and long-term scales. In the short term, it is important to foster operational improvements and energy-saving devices that deliver quick wins. Medium-term strategies should include preparing for fuel flexibility and retrofits, while long-term plans align fleet renewal with life-cycle decarbonization goals.

Governance is critical. Set clear KPIs, monitor progress, and adjust as regulations and technologies evolve. This strict approach ensures that investments are cost-effective, compliance is maintained, and fleets remain competitive in a fast-changing environment.

Good question. That is why we are working to bring shipping peers together through activities like this, to facilitate exchange among the global shipping community. We believe there are many things that companies can do right now. These actions are practical, quick to start, and directly reduce costs under requirements like the EU ETS. On the technical side, off-grids such as energy-saving devices offer strong returns, especially when timed with scheduled maintenance. Companies should prioritize measures based on cost and regulatory impact, starting with those that deliver the greatest reduction in carbon intensity and compliance costs.

We found that digitalization and intelligent fleet management systems are increasingly becoming critical enablers. High-quality emissions monitoring, AI-supported voyage organization, and digital twins allow companies to make more accurate real-time decisions. This technology also creates the data foundation needed for future fuel transitions and regulatory compliance. By combining operational management, planned technical upgrades, and advanced digital tools, shipping companies can achieve meaningful progress towards decarbonization without waiting for major fuel transitions.

Looking ahead, I think it is clear to all of us that the pace of changing regulations, technologies, and market expectations will only speed up. For shipping companies, the next phase of the net-zero transition will require not only technical solutions but also strong organizational capability. As new digital systems, alternative fuels, and smart technologies become more widely adopted, companies will face new operational and safety challenges. Ranging from data reliability to crew readiness, my core message is this: invest in your people as much as you invest in your ships, stressing capability across operations, technical management, and commercial teams. This will enable them to manage new compliance demands and operate a more complex fleet with confidence. At the same time, no company can transition alone. Industry-wide collaboration, sharing lessons and partnering across the value chain, is critical to scaling results and reducing uncertainty. The priority now is clear: building capability, adapting new technologies, and collaborating with the value chain. Companies that do this will not only stay compliant, but will also be leaders in a market where performance, safety, and sustainability are defining competitiveness.