> For the complete documentation index, see [llms.txt](https://www.bilancarbone-methode.com/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://www.bilancarbone-methode.com/english/5-transition-plan/5.2-construction-du-plan-daction.md).
# 5.2 - Construction of the action plan
The action plan is the operational roadmap of the transition plan. It brings together all the actions and specific measures that will be undertaken by the organisation following the completion of its carbon accounting. They must be in accordance with the [overall objective](/english/5-transition-plan/5.1-definition-des-objectifs.md) the organisation decides to adopt. In order for them to be achievable and understandable, their definition is framed as follows:
## The Different Categories of Actions
Actions can be classified in one or two of the following categories:
* ***Immediate actions***: short-term actions to launch the transition plan and motivate teams. These actions can be implemented without major difficulties and within a short timeframe;
* ***Priority actions***: short and medium-term actions that allow significant reductions in emissions, since they directly concern significant emission categories;
* **Strategic actions**: medium and long-term actions concerning the overall strategy and business model of the organisation, which therefore allow for a strong reduction in the organisation's carbon and economic vulnerability;
* ***Approach improvement actions***: actions allowing a step back to be taken with respect to the Bilan Carbone® carried out. This can concern the evaluation of compliance with the Bilan Carbone® principles, the improvement of data collection to gain precision and reduce [uncertainties](/english/4-accounting/4.4-methode-destimation-des-incertitudes/4.4.1-pourquoi-des-incertitudes.md), the increase in [maturity level](/english/1-scoping-the-approach/1.1-definir-son-niveau-de-maturite-bilan-carbone-r.md), and the consideration of feedback regarding the [stakeholder engagement](/english/3-stakeholder-engagement/3-introduction-a-la-mobilisation.md) conducted by the organisation;
* ***Adaptation actions***: short and medium-term actions to adapt to the consequences of climate change in order to ensure the resilience and survival of the organisation. They respond to the issues raised by the [identification of risks](/english/2-scope-of-the-approach/2.5-identification-des-risques-et-opportunites-de-transition.md). These actions are primarily relevant for Standard and Advanced levels.
Every action must aim to **reduce** or **avoid** GHG emissions and/or vulnerabilities, and to mobilise where possible a potential for progress such as sequestration. Each action depends on the organisation's sector of activity. It will therefore be more [relevant](#pertinence-de-laction) and its impact greater, if it remains close to the organisation's core activity.
## Steps for Selecting Actions to Implement
Initially, a wide range of actions is studied. Subsequently, a [collective](https://github.com/ABC-TransitionBasCarbone/methode-bilan-carbone/blob/translated-en/3-mobilisation-des-parties-prenantes/3.1-programmer-les-phases-de-mobilisation#etape-5-construction-du-plan-de-transition) decision must be made on the axes for reducing the organisation's footprint, which will guide the choice of types of actions to implement. Moreover, the choice will often be guided by the balance between reducing the carbon footprint and other indicators (environmental, economic, social).
The steps to follow to choose actions are presented below.
> :mag\_right: *These steps are aligned with the* [*ADEME Guide for the construction, implementation and monitoring of a transition plan*](/english/annexes/bibliographie.md#guide-pour-la-construction-la-mise-en-oeuvre-et-le-suivi-dun-plan-de-transition-de-lademe)*:*
* Definition of **reduction axes or orientations**, which are the major categories of the transition plan that will group several actions of the same theme. The axes can correspond to the significant emission categories of the assessment. *(for example: collaboration with suppliers, responsible purchasing, internal work,* [*stakeholder engagement*](/3-mobilisation-des-parties-prenantes/3-introduction-a-la-mobilisation.md)*...)*;
* Identification of the **human, technical and financial means** necessary and/or available for the transition plan to be achievable;
* Definition of **selection criteria** for actions and their prioritisation *(for example: the quantification of the impact of the action, the required budget, the prerequisites for implementing the action...)*;
* **Evaluation** of reduction actions against the defined criteria and selection of those with the best results. This must be done while ensuring the overall emission reduction objective of the organisation, considering the emission reductions generated by the action but also the budget needed to implement the action;
* Completion of **action sheets**. Their content will be defined [below](#la-definition-des-fiches-actions);
* **Validation** of the reduction actions to be implemented and their action sheet by the [transition plan focal points](/english/1-scoping-the-approach/1.2-definir-le-pilotage-de-la-demarche-bilan-carbone-r.md).
When selecting actions, monitoring the actions implemented since the last assessment allows the relevant existing actions to be consolidated and continued.
{% hint style="info" %}
Some sources of inspiration for selecting reduction actions
⏳\[[WIP](/english/readme.md#structures-des-informations-specifiques)] A future resource will be produced and made available publicly and transparently, grouping together several existing action banks.
{% endhint %}
## The Definition of Action Sheets
Each action is defined by an action sheet. These bring together the following information, which is mandatory (however additional information can be added):
1. Objectives and targets (sites and activities) of the action;
2. Emission reduction potentials, quantified;
3. Action owner(s);
4. Detailed description of the action and the involvement of stakeholders;
5. Budget and provisional schedule of the action;
6. Implementation, monitoring and [performance indicators](/english/5-transition-plan/5.5-suivi-et-pilotage-du-plan-de-transition.md);
7. Facilitators and potential obstacles to the action;
8. Category(ies) of the action *(see* [*here*](#categories-des-actions)*)*;
9. Nature of the action *(see* [*here*](#nature-de-laction)*)*;
10. Relevance of the action *(see* [*here*](#pertinence-de-laction)*) this only concerns mitigation actions.*
{% hint style="info" %}
Example action sheet: The [action sheet](/english/annexes/annexes/annexe-10-ressource-pour-le-plan-de-transition.md#construire-une-fiche-action) example below is provided as an indication and consists of a mandatory core (information 1 to 10 above) to which complementary information can be added:
* Title of the action; (free field)
* Its sub-steps; (free field)
* Detailed description of the action and involvement of stakeholders; (free field)
* Resources needed for its implementation; (free field)
* Additional information: (free field)
{% endhint %}
Figure 5.2: Example of a Bilan Carbone® action sheet
### Characterising the nature of the action
In a spirit of transparency of the transition plan, the actions that compose it can be classified according to their **nature:**
* Physical actions: modifications to equipment and systems;
* Organisational actions: changes in organisational processes;
* Behavioural actions: changes in daily behaviours;
* Regulatory actions: modification of rules.
> :mag\_right: *Classification compatible with the ADEME* [*Quanti GES*](/english/annexes/bibliographie.md#quanti-ges) *method.*
### Characterising the relevance of the action
Mitigation actions (as distinct from adaptation or approach improvement actions) can also be classified by **relevance level**:
* **Maximum relevance** - Reduction actions in the core activity of the organisation: the organisation is entirely responsible for the action and its impacts;
* Reduction actions within the organisation's value chain: the organisation can control the impacts of the action that is part of its value chain;
* Reduction actions outside the organisation's value chain: the organisation is dependent and therefore cannot fully control the impacts of the action that is outside its value chain;
* **Relative relevance** - Avoidance actions: action through the effect of the products and services distributed or sold by the organisation, which substitute a more carbon-intensive solution for end customers, to avoid emissions or, failing that, reduce them;
* Avoidance financing actions: Actions financing emission reduction projects outside the organisation's value chain;
* Sequestration actions: action within the organisation's field of activity, aimed at reducing GHGs in the air through the increase of carbon sinks;
* **Minimum relevance -** Offsetting actions: when impacts could not be avoided, and through the financing of GHG sequestration projects outside the organisation's value chain.
It is important to prioritise more relevant actions, and for offsetting, sequestration and avoidance actions to remain in the minority.
Figure 5.2: Action relevance scale.
🌐 [*English version*](https://abc-transitionbascarbone.fr/wp-content/uploads/2025/11/Relevance-of-actions-for-my-low_Pertinence-des-actions-scaled.png) *of this image.*
## Requirements relating to the Action Plan
Initial Level: criteria P1 and Q1
The transition plan contains immediate, priority and data collection improvement actions. Some strategic actions can perfectly well be included without it being a genuine roadmap.
The objectives of the actions are consistent with the overall objective of the transition plan, as they aim to achieve it. The overall emission reduction potential of the transition plan is evaluated quantitatively, and the reductions anticipated from the implementation of actions are evaluated qualitatively, at minimum with a simple classification system: low, medium, high, and by giving its degree of relevance according to the diagram above.
Standard Level: criteria P2 and Q2
The transition plan contains immediate, priority, strategic, adaptation and data collection improvement actions. Their objectives are consistent with the overall objective of the transition plan.
The emission reduction potentials anticipated from the implementation of actions are quantified, at minimum for immediate and priority actions. The quantification corresponds to the calculation of the differences between emissions in the reference scenario and in the scenario where the action is implemented.
:mag\_right: *Different reference scenarios are possible. (Source:* [*Quanti GES*](/english/annexes/bibliographie.md#quanti-ges) *method).*
The reference scenario used for the quantification is specified:
* Historical scenario: continuation of the current state. No implementation of the action **and** emissions continue to evolve as they did before the action was implemented.
* Other scenarios: no implementation of the action and other factors have influenced the evolution of emissions *(these may be other actions, but also organisational, behavioural, climatic changes...).*
The emission reduction objective of actions, and the reduction potential this represents for the entire action plan, feeds the definition of the organisation's [transition pathway](/english/5-transition-plan/5.3-definition-de-la-trajectoire-de-transition.md).
The effects of actions are evaluated **qualitatively**, particularly for actions that are not quantifiable. The [information requested in the action sheets](#la-definition-des-fiches-actions) allows the action to be qualified, and in particular its relevance.
Advanced Level: criteria P3 and Q3
The transition plan contains immediate, priority, strategic, adaptation and data collection improvement actions, significant and mutually consistent, also addressing certain avoided emissions.
The emission reduction potentials anticipated from the implementation of all immediate and priority actions are quantified. The reduction potentials of certain retained strategic actions are quantified where possible (the definition and quantification of strategic actions can be based on pre-existing or complementary work, such as [ACT-S](/english/annexes/bibliographie.md) or equivalent). The quantification corresponds to the calculation of the differences between emissions in the reference scenario and in the scenario where the action is implemented.
:mag\_right: *Different reference scenarios are possible. (Source:* [*Quanti GES*](/english/annexes/bibliographie.md#quanti-ges) *method).*
The reference scenario used for the quantification is specified:
* Historical scenario: continuation of the current state. No implementation of the action **and** emissions continue to evolve as they did before the action was implemented.
* Other scenarios: no implementation of the action and other factors have influenced the evolution of emissions *(these may be other actions, but also organisational, behavioural, climatic changes...)*
The emission reduction objective of each action, and the reduction potential this represents for the entire action plan, feeds the definition or updating of the organisation's [transition pathway](/english/5-transition-plan/5.3-definition-de-la-trajectoire-de-transition.md).
The effects of actions are evaluated qualitatively, particularly for actions that are not quantifiable. The [information requested in the action sheets](#la-definition-des-fiches-actions) allows the action to be qualified, and in particular its relevance. Other qualitative reflections are possible:
* **Contribution of the action** to risks and opportunities
* **Adequacy of the action** with the low-carbon world
> :mag\_right: *To express the Bilan Carbone® with an "analytical" reading, in line with* [*analytical carbon accounting*](/english/annexes/bibliographie.md#guides-pratiques)*, each action integrates, in addition to the information above, the relevant analytical axes.*
>
> *If actions can correspond to several analytical axes: they will be subdivided into several action sheets, identified on a single axis so as to have only one associated owner. For example, to act at the level of sites, building one action sheet per site manager allows the action to be made operational, involving only the relevant site managers, while allowing the management of aggregated actions across all sites.*
>
> *This operational breakdown of the action for each owner (by internal analytical axis: team, activity, project ...) and by external stakeholders (by external analytical axis: suppliers, clients), allows each analytical axis to be put into perspective with emissions and actions, and therefore to* [*monitor results*](/english/5-transition-plan/5.5-suivi-et-pilotage-du-plan-de-transition.md)*.*
>
> *Regarding "* [*approach improvement actions*](#les-differentes-categories-dactions) *", specific actions relating to the structuring of analytical carbon accounting can be considered.*
***
*Do you have a comprehension question?* [*Consult the FAQ*](/english/annexes/faq.md)*. The method is living and therefore subject to change (clarifications, additions): find the* [*change log here*](/english/readme/historique-et-suivi-des-modifications.md)*.*
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