Our mission
Help any company see its pathway, then act on each project when it becomes viable. Collective action is one of the tools, for problems no company can solve alone.
Why we exist
Many decarbonisation projects aren't impossible, they're just not commercially viable yet. Spotting the moment that changes means cleaner technology gets deployed sooner.
So we're building a system any company can use to see its emissions, map a pathway to its target and get going on the first projects that are best for the business and the planet. That part works today in Lever Decarb, starting with manufacturers and industrial companies.
Where this is going: it stays with the company after the plan is written. It keeps watching fuel prices, equipment costs, grants, new rules and replacement dates, and speaks up when a project starts to stack up.
For example
Consider a gas boiler with years of life left, and a cleaner replacement that doesn't pay back today. A lower equipment price, a higher gas price or a new grant could change that well before the boiler is due. The company that hears about it first can move first.
One of the tools
Most cuts are straightforward swaps, when the price is right or the equipment is due. Some are harder. Consider an industry where four competitors could each adopt a proven cleaner technology, but the cost and risk of going first hold each of them back. Together, the first-mover disadvantage disappears.
We haven't started a collective initiative yet. When we do, these are the tests it'll need to meet, and this is how we'd run it through to a permanent steward.
01
The benefit must accrue broadly, not just to those who fund the work.
02
Multiple actors in a system share in the gains, creating broad coalition incentives.
03
No single company or organisation could solve this alone and capture most of the value.
04
Competitors can collaborate on this problem without anti-competitive concerns.
Discovery
Can this problem be solved?
Identify climate problems that are individually irrational but collectively rational to solve. Map the economic barriers, the players, and the collective action thesis.
Key question
Is this problem structurally stuck? Is there a credible collective path?
Who is responsible
Lever Institute. Discovery is internal research, and stakeholders are briefed on the findings.
Exploration
Does the economics stack up?
Model the leverage ratio. Map stakeholders and test the thesis with anchor industry participants. Determine whether the collective case is fundable and actionable.
Key question
Is the leverage ratio above threshold? Who are the anchor participants?
Who is responsible
Led by Lever Institute with active input from industry stakeholders. Participants shape the economic model and validate the collective thesis.
Execution
Make it happen.
Coordinate participants, manage risks, deliver milestones. Industry does the work and Lever Institute facilitates. Our role is coordination, accountability, and narrative.
Key question
When to bring in a steward? What are the critical path blockers?
Who is responsible
Industry stakeholders lead the substantive work. Lever Institute coordinates, tracks milestones, and maintains accountability across participants.
Lifecycle
Hand it over.
Transition the initiative to a permanent steward. Lever Institute makes itself redundant for each initiative. A successful handover is the goal.
Key question
Has the steward capacity? Is the model replicable elsewhere?
Who is responsible
A permanent steward takes ownership: a government body, industry association, or purpose-built entity. Lever Institute steps back entirely.
Where we are
Lever Decarb is live, and we're testing it with prospective customers. The Hunter is our starting ground, and the idea travels well beyond it.
The first companies to join will shape what comes next.