Climate change may move up and down CEO priority lists, but the underlying business consequences do not disappear with the headlines.

They arrive in much more familiar forms: energy volatility, supply-chain disruption, water scarcity, insurance costs, changing customer requirements, sourcing risk, regulation and pressure on working capital.

For investors and boards, that distinction matters.

A company does not necessarily need a climate event to experience climate-related financial exposure. It may instead face a supplier unable to deliver, increased energy costs, more expensive insurance, changing regulation or customers demanding greater transparency across their own supply chains.

At Lanell, we therefore believe sustainability should increasingly be assessed as part of a company’s resilience and operating model rather than as an isolated environmental programme.

The relevant question is not simply whether a company has a sustainability strategy. It is whether it understands its dependencies, has access to the right data and can adapt its business model as conditions change.

Niels Stenfeldt discussed this perspective in a recent LinkedIn post.

Read the post here:
https://www.linkedin.com/posts/stenfeldt_this-is-a-very-important-reality-check-activity-7461051500816072705-74cn