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Contemporary Amperex Technology Co. Limited (CATL) released its 2025 Annual Report on March 10, 2026. The report highlights strong financial growth, rapid global expansion, and continued innovation in battery technology. The company reinforced its position as the world’s largest battery manufacturer while advancing its vision of becoming a leading zero-carbon technology company.

The report explains how CATL is expanding beyond traditional battery markets. The company is applying its technology across electric vehicles, energy storage, aviation, shipping, and AI infrastructure. CATL refers to this strategy as “all-domain growth,” meaning the electrification of multiple industries through advanced battery systems.

CATL’s Strong Financial Performance Reflects Rising Battery Demand

In 2025, the company reported strong revenue growth, record battery shipments, and higher profits. At the same time, it expanded its manufacturing capacity, increased research spending, and advanced sustainability efforts to build a circular energy ecosystem.

  • Revenue reached RMB 423.7 billion, a 17% increase from the previous year.
  • Net profit rose to RMB 72.2 billion, growing 42% year on year

The company also generated strong operating cash flow. Net cash flow from operating activities reached RMB 133.2 billion, showing steady demand for its products and solid business performance.

Much of this growth came from the rapid expansion of electric vehicles and energy storage systems worldwide. Governments and companies continue to invest heavily in clean energy, which has increased demand for reliable battery technology.

Battery shipments played a key role in this growth. CATL sold 661 gigawatt-hours of lithium-ion batteries during the year, a 39% increase from 2024. This shows the company’s ability to scale production as global demand for batteries continues to rise.

CATL
Data Source: CATL

Maintains Its Global Battery Leadership

According to data from SNE Research, the company held a 39.2% share of the global power battery market in the last year. Thereby, solidifying its leadership in the global battery market.

The company also expanded its international presence. Overseas market share reached 30%, and CATL batteries have now been installed in more than 24 million vehicles globally.

Energy storage has also become a major growth area for the company. Some notable milestones include:

  • Accounted for 30.4% of global energy storage battery shipments in 2025. This allowed the company to maintain the top global position in energy storage batteries for the fifth consecutive year.
  • Supported around 2,300 energy storage projects worldwide. At the same time, shipments from its energy storage system integration business grew by more than 160% compared with the previous year.

This growth reflects the increasing role of battery systems in balancing renewable energy grids and improving electricity reliability.

  • Furthermore, to meet growing global demand, the company expanded its manufacturing capacity to 772 GWh by the end of 2025, with 321 GWh under construction.

It operates advanced Lighthouse factories that use digital technology and automation to boost efficiency and reduce environmental impact.

Global battery demand

New Battery Technologies Expand Product Portfolio

The company introduced several new battery technologies during 2025, reflecting its focus on innovation and product diversification. These include the second-generation batteries, such as:

  • Shenxing superfast charging
  • Shenxing Pro
  • Freevoy dual-power
  • Naxtra
  • Super Hybrid

These technologies aim to improve charging speed, increase reliability in extreme environments, and reduce dependence on critical raw materials.

Advancement of Sodium-ion Batteries

One important development is the advancement of sodium-ion batteries. These batteries offer an alternative to lithium-based technologies and can reduce reliance on limited mineral resources.

CATL expects sodium-ion batteries to see broader adoption beginning in 2026 across applications such as battery swapping systems, passenger vehicles, commercial vehicles, and energy storage.

Sodium ion

Batteries Supporting AI Data Centers and Digital Infrastructure

Another emerging opportunity for CATL is energy infrastructure for artificial intelligence. Modern AI data centers require large and stable electricity supplies. Energy storage systems can help manage power consumption while improving efficiency.

CATL already provides storage solutions for SenseTime’s AI data center in Shanghai. The system helps optimize electricity usage and reduce operational costs.

  • According to the company, the storage system saves more than 10 million kilowatt-hours of electricity every year. It also lowers electricity costs by around 7% and prevents roughly 3,000 tonnes of carbon dioxide emissions annually.

This example shows how battery technology can play an important role in supporting the growing digital economy while also reducing emissions.

Expanding Electrification Into Aviation and Shipping

The company is expanding into aviation, maritime transport, and logistics as part of its broader electrification strategy.

In aviation, subsidiary AutoFlight completed the first public flight of the world’s largest five-ton electric vertical take-off and landing (eVTOL) aircraft. This shows the potential of electric aircraft for city transport and logistics.

In shipping, its battery systems have been approved by major international maritime authorities, making them safe for use in commercial ships.

CATL batteries are already powering nearly 1,000 electric vessels worldwide. The company also launched a “Ship–Shore–Cloud” system that connects electric ships, port charging, and digital energy management to reduce emissions and improve efficiency.

Research and Innovation Strengthen Technology Leadership

Research and development are a key part of CATL’s strategy. In 2025, the company spent RMB 22.1 billion on R&D, and over the past ten years, total investment exceeded RMB 90 billion.

CATL has six research centers and about 23,000 engineers and scientists, helping it create new battery technologies and improve existing ones. By the end of 2025, it held over 54,000 patents and ranked second among Chinese companies in international patent applications.

Moreover, the company uses artificial intelligence in research and manufacturing. For example, its next-generation lithium-ion battery project won the World Economic Forum’s MINDS award, showing how AI speeds up innovation.

Building a Zero-Carbon Energy Ecosystem

CATL’s strategy goes beyond producing batteries. The company is working to create a complete zero-carbon energy ecosystem that integrates clean electricity, storage, and transportation.

CATL ZERO CARBON
Source: CATL
  • Battery swapping is an important part of this strategy. CATL has built more than 1,000 Choco-Swap stations for passenger vehicles across 45 cities in China. These stations allow drivers to replace depleted batteries with fully charged ones in minutes.

The company also operates battery swapping infrastructure for heavy-duty trucks through its QIJI Energy network. This network includes more than 300 stations across 26 provinces and supports tens of thousands of kilometers of green logistics routes. In 2025, the combined network provided more than 1.15 million battery-swapping services.

  • CATL is also developing zero-carbon industrial parks and integrated renewable energy systems that combine power generation, storage, and electricity management.

One major project is located in Shandong province, where the company is building what it describes as the world’s first off-grid zero-carbon industrial park powered entirely by renewable electricity. The facility will supply green power to a lithium-ion battery plant with an annual capacity of 40 gigawatt-hours.

Advancing Circular Energy and Sustainability

Alongside business expansion, CATL continues to strengthen its sustainability commitments. In 2025, the company achieved an MSCI ESG rating of AA and was included in the S&P Global Sustainability Yearbook as well as the FTSE Emerging Index.

The company reported that its core operations reached carbon neutrality in 2025. At the same time, it is working to reduce emissions across its supply chain.

Battery recycling plays a key role in this effort. CATL recovered and processed 210,000 tonnes of used batteries during the year. From this recycling process, the company regenerated 24,000 tonnes of lithium salts, helping reduce the need for newly mined materials.

To support the development of a global circular battery economy, CATL also launched the Global Energy Circularity Commitment initiative.

Looking ahead, CATL plans to continue expanding its technology leadership and global partnerships. Growth is expected across electric vehicles, renewable energy storage, electrified transport, and digital infrastructure.

Through continued innovation, manufacturing expansion, and sustainability initiatives, CATL aims to strengthen its role in the global transition toward a zero-carbon energy system. The 2025 annual report shows that the company is not only leading the battery market but also shaping the future of clean energy worldwide.

The post CATL’s Profit Surges 42% With Global Battery Demand and the Shift to a Zero-Carbon Future appeared first on Carbon Credits.

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Finding Nature Based Solutions in Your Supply Chain

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“…Protecting nature makes our business more resilient…”

For companies with land, water, food, fiber, or commodity exposure, the supply chain may be the most practical place to turn nature from a risk into an operating asset.

Your supply chain already has a nature strategy. It may be undocumented. It may live in procurement files, supplier contracts, commodity maps, and one spreadsheet nobody opens without coffee. But it exists.

If your business depends on farms, forests, water, soil, packaging, rubber, timber, fibers, minerals, or food ingredients, nature is part of your operating system. The question is whether you manage that system with intent, or discover it during a disruption, audit, or difficult board question.

That is why more companies are asking how to find Nature-Based Solutions in Your Supply Chain. Do not begin by shopping for offsets. Begin by asking where nature already affects cost, continuity, emissions, regulatory exposure, and supplier resilience.

What Nature-Based Solutions in Your Supply Chain Means

The European Commission defines nature-based solutions as approaches inspired and supported by nature that are cost-effective, deliver environmental, social, and economic benefits, and help build resilience. They should also benefit biodiversity and support ecosystem services.

In supply-chain terms, that becomes practical. Nature-based solutions in your supply chain can include agroforestry in cocoa, coffee, rubber, or palm supply chains. They can include soil health programs for food ingredients, watershed restoration near water-intensive operations, mangrove restoration linked to coastal sourcing regions, and avoided deforestation in forest-linked commodities.

The key test is business relevance. If your procurement team relies on a landscape, watershed, crop, or supplier base, that is where opportunity may sit. The best projects do not hover outside the business like a framed certificate. They plug into the system that already produces your revenue.

Why the Boardroom Should Care

For many companies, the largest climate and nature exposure sits outside direct operations. The GHG Protocol Scope 3 Standard gives companies a method to account for and report value-chain emissions across sectors. Purchased goods, land use, transport, supplier energy, and product use can make direct emissions look like the visible tip of a very large iceberg.

The Taskforce on Nature-related Financial Disclosures notes that many nature-related dependencies, impacts, risks, and opportunities arise upstream and downstream. That is why nature-based supply chain investments matter to boards. You are managing supply security, audit readiness, investor confidence, and regulatory preparedness.

For companies exposed to EU markets, this also connects to rules and expectations such as CSRD, CSDDD, EUDR, and SBTi FLAG.

Step One: Map Where You Touch Land, Water, and Living Systems

Finding Nature-Based Solutions in Your Supply Chain starts with mapping, not marketing.

Begin with procurement and Scope 3 data. Which categories carry high spend, high emissions, or high sourcing risk? Which suppliers depend on agriculture, forestry, mining, water-intensive processing, or land conversion? Which regions face water stress, heat, flood risk, soil degradation, deforestation, or biodiversity pressure?

The Science Based Targets Network uses a clear process for companies: assess, prioritize, set targets, act, and track. That sequence keeps companies from treating nature as a mood board. You identify where the business has exposure, then decide where intervention can create measurable value.

Step Two: Look for Operational Value Before Carbon Value

This is the center of CCC’s Dual-Value Model. A nature-based supply chain investment should do useful work for the business before anyone counts the carbon.

Agroforestry may improve farmer resilience, shade crops, protect soil, and reduce pressure on forests. Watershed restoration may reduce water risk for beverage, textile, or manufacturing sites. Soil health programs may improve the stability of agricultural inputs.

Carbon and sustainability value can still be created. In some cases, the project may support Scope 3 insetting. In others, it may generate verified carbon credits. Sometimes the main value may be resilience, readiness, and better supplier data.

The IPCC has found that ecosystem-based adaptation can reduce climate risks to people, biodiversity, and ecosystem services, with multiple co-benefits, while also warning that effectiveness declines as warming increases. That is a sober argument for acting early.

Step Three: Separate Insetting, Offsetting, and Resilience

Nature-based solutions in your supply chain are not automatically carbon credits. They are not automatically Scope 3 reductions either.

An insetting opportunity usually sits inside or close to your value chain. It may support Scope 3 reporting if the accounting rules, project boundaries, supplier connection, and data quality are strong enough.

An offsetting opportunity usually involves verified credits outside your value chain. High-quality credits can still play a role for residual emissions, but they should not distract from direct reductions or credible value-chain work.

A resilience opportunity may deliver business value even if you cannot claim a Scope 3 reduction immediately. That may include water security, supplier capacity, land restoration, biodiversity protection, or regulatory readiness.

Gold Standard’s Scope 3 value-chain guidance focuses on reporting emissions reductions from interventions in purchased goods and services. Verra’s Scope 3 Standard Program is being developed to certify value-chain interventions and issue units for companies’ emissions accounting. The direction is clear: stronger evidence, tighter boundaries, and more disciplined claims.

Step Four: Design for Audit-Readiness From the Beginning

Weak data is where promising nature projects go to become expensive anecdotes.

Before public claims are made, you need to know the baseline. What would have happened without the project? Who owns or manages the land? Which suppliers are involved? How will outcomes be measured? How will leakage, permanence, and double counting be addressed?

The GHG Protocol Land Sector and Removals Standard gives companies methods to quantify, report, and track land emissions, CO2 removals, and related metrics. This matters because land projects are rarely neat. Farms change practices. Suppliers shift volumes. Weather changes outcomes.

What Recent Corporate Examples Show

Recent case studies show that supply-chain nature work is becoming more serious, and more scrutinized.

Reuters has reported on insetting to reduce emissions within supply chains, including examples linked to Reckitt, Danone, Nestlé, Earthworm Foundation, and Nature-based Insights. The same article highlights familiar problems: measurement, double counting, supplier incentives, and credibility.

Reuters has also reported on companies using the Science Based Targets Network process to examine nature impacts. GSK, Holcim, and Kering were among the first companies with validated science-based targets for nature.

The Financial Times has covered the promise and difficulty of soil carbon in corporate supply chains, including a PepsiCo example in India where yields reportedly increased while greenhouse gas emissions fell. The lesson is that carbon, soil, biodiversity, farmer economics, and measurement need to be handled together.

A Practical Screening Checklist

A supply-chain nature-based solution deserves deeper review when you can answer yes to most of these questions:

  • Does it sit in or near a material supply-chain hotspot?
  • Does it address a real business risk?
  • Can you connect it to supplier behavior, land management, or sourcing practices?
  • Can the outcomes be measured?
  • Are the claim boundaries clear?
  • Does it support Scope 3 strategy, SBTi FLAG, CSRD, CSDDD, EUDR, or investor reporting needs?
  • Are permanence, leakage, land rights, and community issues addressed?

Build the Asset, Then Make the Claim

Finding Nature-Based Solutions in Your Supply Chain is about identifying where your business already depends on living systems, then designing interventions that make those systems more resilient, measurable, and commercially useful.

For companies with material Scope 3 exposure, the right project can support supplier resilience, emissions strategy, regulatory readiness, and credible climate communication. The wrong project can become a glossy story with a weak audit trail.

Carbon Credit Capital helps companies design nature-based carbon and sustainability assets that embed directly into corporate supply chains. Through CCC’s Dual-Value Model, you can assess where sustainability investment may support operational resilience, Scope 3 insetting eligibility, regulatory readiness, and high-quality carbon or sustainability value.

Schedule your consultation with the carbon and sustainability experts at Carbon Credit Capital to explore how nature-based supply chain investments can support your next stage of climate strategy.

Sources

  1. European Commission: Nature-based solutions
  2. GHG Protocol: Corporate Value Chain Scope 3 Standard
  3. TNFD: Guidance on value chains
  4. European Commission: Corporate Sustainability Reporting
  5. European Commission: Corporate Sustainability Due Diligence
  6. European Commission: Regulation on Deforestation-free Products
  7. SBTi: Forest, Land and Agriculture FLAG
  8. Science Based Targets Network: Take Action
  9. IPCC AR6 WGII Summary for Policymakers
  10. Gold Standard: Scope 3 Value Chain Interventions Guidance
  11. Verra: Scope 3 Standard Program
  12. GHG Protocol: Land Sector and Removals Standard
  13. Reuters: Can insetting stack the cards towards more sustainable supply chains?
  14. Reuters: Three companies put their impacts on nature under a microscope
  15. Financial Times: The dubious climate gains of turning soil into a carbon sink

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How Climate Change Is Raising the Cost of Living

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Americans are paying more for insurance, electricity, taxes, and home repairs every year. What many people may not realize is that climate change is already one of the drivers behind those rising costs.

For many households, climate change is no longer just an environmental issue. It is becoming a cost-of-living issue. While climate impacts like melting glaciers and shrinking polar ice can feel distant from everyday life, the financial effects are already showing up in monthly budgets across the country.

Today, a larger share of household income is consumed by fixed costs such as housing, insurance, utilities, and healthcare. (3) Climate change and climate inaction are adding pressure to many of those expenses through higher disaster recovery costs, rising energy demand, infrastructure repairs, and increased insurance risk.

The goal of this article is to help connect climate change to the everyday financial realities people already experience. Regardless of where someone stands on climate policy, it is important to recognize that climate change is already increasing costs for households, businesses, and taxpayers across the United States.

More conservative estimates indicate that the average household has experienced an increase of about $400 per year from observed climate change, while less conservative estimates suggest an increase of $900.(1) Those in more disaster-prone regions of the country face disproportionate costs, with some households experiencing climate-related costs averaging $1,300 per year.(1) Another study found that climate adaptation costs driven by climate change have already consumed over 3% of personal income in the U.S. since 2015.(9) By the end of the century, housing units could spend an additional $5,600 on adaptation costs.(1)

Whether we realize it or not, Americans are already paying for climate change through higher insurance premiums, energy costs, taxes, and infrastructure repairs. These growing expenses are often referred to as climate adaptation costs.

Without meaningful climate action, these costs are expected to continue rising. Choosing not to invest in climate action is also choosing to spend more on climate adaptation.

Here are a few ways climate change is already increasing the cost of living:

  • Higher insurance costs from more frequent and severe storms
  • Higher energy use during longer and hotter summers
  • Higher electricity rates tied to storm recovery and grid upgrades
  • Higher government spending and taxpayer-funded disaster recovery costs

The real debate is not whether climate change costs money. Americans are already paying for it. The question is where we want those costs to go. Should we invest more in climate action to help reduce future climate adaptation costs, or continue paying growing recovery and adaptation expenses in everyday life?

How Climate Change Is Increasing Insurance Costs

There is one industry that closely tracks the financial impact of natural disasters: insurance. Insurance companies are focused on assessing risk, estimating damages, and collecting enough revenue to cover losses and remain financially stable.

Comparing the 20-year periods 1980–1999 and 2000–2019, climate-related disasters increased 83% globally from 3,656 events to 6,681 events. The average time between billion-dollar disasters dropped from 82 days during the 1980s to 16 days during the last 10 years, and in 2025 the average time between disasters fell to just 10 days. (6)

According to the reinsurance firm Munich Re, total economic losses from natural disasters in 2024 exceeded $320 billion globally, nearly 40% higher than the decade-long annual average. Average annual inflation-adjusted costs more than quadrupled from $22.6 billion per year in the 1980s to $102 billion per year in the 2010s. Costs increased further to an average of $153.2 billion annually during 2020–2024, representing another 50% increase over the 2010s. (6)

In the United States, billion-dollar weather and climate disasters have also increased significantly. The average number of billion-dollar disasters per year has grown from roughly three annually during the 1980s to 19 annually over the last decade. In 2023 and 2024, the U.S. recorded 28 and 27 billion-dollar disasters respectively, both setting new records. (6)

The growing impact of climate change is one reason insurance costs continue to rise. “There are two things that drive insurance loss costs, which is the frequency of events and how much they cost,” said Robert Passmore, assistant vice president of personal lines at the Property Casualty Insurers Association of America. “So, as these events become more frequent, that’s definitely going to have an impact.” (8)

After adjusting for inflation, insurance costs have steadily increased over time. From 2000 to 2020, insurance costs consistently grew faster than the Consumer Price Index due to rising rebuilding costs and weather-related losses.(3) Between 2020 and 2023 alone, the average home insurance premium increased from $75 to $360 due to climate change impacts, with disaster-prone regions experiencing especially steep increases.(1) Since 2015, homeowners in some regions affected by more extreme weather have seen home insurance costs increased by nearly 57%.(1) Some insurers have also limited or stopped offering coverage in high-risk areas.(7)

For many families, rising insurance costs are no longer occasional financial burdens. They are becoming recurring monthly expenses tied directly to growing climate risk.

How Rising Temperatures Increase Household Energy Costs

A light bulb, a pen, a calculator and some copper euro cent coins lie on top of an electricity bill

The financial impacts of climate change extend beyond insurance. Rising temperatures are also changing how much energy Americans use and how utilities plan for future electricity demand.

Between 1950 and 2010, per capita electricity use increased 10-fold, though usage has flattened or slightly declined since 2012 due to more efficient appliances and LED lighting. (3) A significant share of increased energy demand comes from cooling needs associated with higher temperatures.

Over the last 20 years, the United States has experienced increasing Cooling Degree Days (CDD) and decreasing Heating Degree Days (HDD). Nearly all counties have become warmer over the past three decades, with some areas experiencing several hundred additional cooling degree days, equivalent to roughly one additional degree of warmth on most days. (1) This trend reflects a warming climate where air conditioning demand is increasing while heating demand generally declines. (4)

As temperatures continue rising, households are expected to spend more on cooling than they save on heating. The U.S. Energy Information Administration (EIA) projects that by 2050, national Heating Degree Days will be 11% lower while Cooling Degree Days will be 28% higher than 2021 levels. Cooling demand is projected to rise 2.5 times faster than heating demand declines. (5)

These projections come from energy and infrastructure experts planning for future electricity demand and grid capacity needs. Utilities and grid operators are already preparing for higher peak summer electricity loads caused by rising temperatures. (5)

Longer and hotter summers also affect how homes and buildings are designed. Buildings constructed for past climate conditions may require upgrades such as larger air conditioning systems, stronger insulation, and improved ventilation to remain comfortable and energy efficient in the future. (10)

For many households, this means higher monthly utility bills and potentially higher long-term home improvement costs as temperatures continue to rise.

How Climate Change Affects Electricity Rates

On an inflation-adjusted basis, average U.S. residential electricity rates are slightly lower today than they were 50 years ago. (2) However, climate-related damage to utility infrastructure is creating new upward pressure on electricity costs.

Electric utilities rely heavily on above-ground poles, wires, transformers, and substations that can be damaged by hurricanes, storms, floods, and wildfires. Repairing and upgrading this infrastructure often requires substantial investment.

As a result, utilities are increasing electricity rates in response to wildfire and hurricane events to fund infrastructure repairs and future mitigation efforts. (1) The average cumulative increase in per-household electricity expenditures due to climate-related price changes is approximately $30. (1)

While this increase may appear modest today, utility costs are expected to rise further as climate-related infrastructure damage becomes more frequent and severe.

How Climate Disasters Increase Government Spending and Taxes

Extreme weather events also damage public infrastructure, including roads, schools, bridges, airports, water systems, and emergency services infrastructure. Recovery and rebuilding costs are often funded through taxpayer dollars at the federal, state, and local levels.

The average annual government cost tied to climate-related disaster recovery is estimated at nearly $142 per household. (1) States that frequently experience hurricanes, wildfires, tornadoes, or flooding can face even higher public recovery costs.

These expenses affect taxpayers whether they personally experience a disaster or not. Climate-related recovery spending can increase pressure on public budgets, emergency management systems, and infrastructure funding nationwide.

Reducing Climate Costs Through Climate Action

While this article focuses on the growing financial costs associated with climate change, the issue is not only about money for many people. It is also about recognizing our environmental impact and taking responsibility for reducing it in order to help preserve a healthy planet for future generations.

While individuals alone cannot solve climate change, collective action can help reduce future climate adaptation costs over time.

For those interested in taking action, there are three important steps:

  1. Estimate your carbon footprint to better understand the emissions connected to your lifestyle and activities.
  2. Create a plan to gradually reduce emissions through energy efficiency, cleaner technologies, and more sustainable choices.
  3. Address remaining emissions by supporting verified carbon reduction projects through carbon credits.

Carbon credits are one of the most cost-effective tools available for climate action because they help fund projects that generate verified emission reductions at scale. Supporting global emission reduction efforts can help reduce the long-term impacts and costs associated with climate change.

Visit Terrapass to learn more about carbon footprints, carbon credits, and climate action solutions.

The post How Climate Change Is Raising the Cost of Living appeared first on Terrapass.

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Carbon credit project stewardship: what happens after credit issuance

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A carbon credit purchase is not a transaction that closes at issuance. The credit may be retired, the certificate filed, and the reporting box ticked. But on the ground, in the forest, in the field, and in the community, the work continues. It endures for years. In many cases, for decades.

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