Feeling the heat?

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Feeling the heat?

Companies are under pressure to act on

climate change and need to do more

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2

019 MAY BE remembered as the year when climate change activism went mainstream. At the end of September, in a series of rallies timed to coincide with the United Nations climate summit, an estimated six million people in more than 180 countries took to the streets to demand far more action to cut greenhouse emissions. This was probably the biggest climate protest in history.1

Protests in the form of school walkouts had taken place throughout the world for a whole year. The ‘Extinction Rebellion’ initiative has added a further edge by seeking to demonstrate the potentially cata-strophic consequences of inaction.

The build-up to this high level of awareness and activism has been slow. Government action began more than 30 years ago when the Inter-governmental Panel on Climate Change (IPCC) was established, in 1988. The first global climate treaty was reached at the Rio Earth Summit in 1992. The Kyoto Protocol was adopted in 1997. The 2015 Paris Agreement to limit temperature increase and thereby substantially reduce the risks and impacts of climate change is a more recent effort to curb carbon emissions and has been ratified by 187 countries to date.2_{Over the last}

two years, mounting public awareness, fanned by widespread perception that extreme weather events are becoming more frequent, and by the growing weight of scientific evidence on changing weather patterns,3_{has added further urgency to the debate.}

The result is that a wide range of actors are now evaluating the implications of climate change.

Central banks and other supervisory author-ities are now considering climate change as a risk to financial stability. This has led to the establishment of the Task Force on Climate-re-lated Financial Disclosures (TCFD) in 2015, and the Network for Greening the Financial System (NGFS) in 2017. Both are concerned

with enhancing the quality of climate-related awareness, risk management and transparency.

Investors, too, are making the climate more central to their activities. As of 2018, more than US$30 trillion in funds were held in sustainable or green investments in the five major markets tracked by the Global Sustainable Investment Alliance, a rise of 34 per cent in just two years.4_{Almost 400}

investors representing more than US$35 trillion in assets under management (AUM) have signed the Climate Action 100+ initiative, which is committed to pressurising the largest corporate greenhouse gas emitters to “curb emissions, improve gover-nance and strengthen climate-related financial disclosures.”5_{At the recent UN climate summit, a}

group of the world’s largest investors, with more than US$2 trillion in AUM, initiated the Net-Zero Asset Owner Alliance, committing themselves to reaching carbon-neutral portfolios by 2050.6

Deloitte asked 1,168 CFOs what their companies are doing on climate change. Their responses reveal:

• there is an increasing pressure to act from a broad range of stakeholders

• companies’ climate responses focus primarily on measures that have a short-term cost-saving effect

• a thorough understanding of climate risks is rare

• few companies have a governance and steering mechanism in place to develop and implement comprehensive climate strategies

• targets for carbon emission reductions are usually not aligned with the Paris Agreement.

In the latest edition of the European CFO Survey, close to 1,200 CFOs

were asked about their company’s measures against climate change. The

results reveal a mixed picture with measures mainly focusing on short-term

cost-savings.

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Heads of states and cities are also increasing their focus on climate change. To support the achievement of the Paris Agreement, the EU in 2017 launched its Action Plan for Financing Sustainable Growth, aimed at – among other things - channelling more money towards cli-mate-friendly business activities. More than 60 countries and 100 cities around the world have adopted net-zero carbon emission targets – with the UK and France recently joining Sweden and Norway among the group of countries that have enshrined the targets into national law.7

1. What is the impact of

climate change on business?

There are multiple impacts of climate change on companies. On the one hand, it creates a series of new business risks. Besides the most obvious physical risks (for example, the operational impacts of extreme weather events, or supply shortages caused by water scarcity), companies are exposed to transition risks which arise from society’s response to climate change, such as changes in technologies, markets and regulation that can increase business costs, undermine the viability of existing prod-ucts or services, or affect asset values.8_Another

climate-related risk for companies is the potential liability for emitting greenhouse gases (GHG). An increasing number of legal cases have been brought directly against fossil fuel companies and utilities in recent years, holding them accountable for the damaging effects of climate change.9

But climate change also offers business oppor-tunities. Firstly, companies can aim to improve their resource productivity (for example by increasing energy efficiency), thereby reducing their costs. Secondly, climate change can spur innovation, inspiring new products and services which are less carbon intensive or which enable carbon reduction by others. Thirdly, companies can enhance the resilience of their supply chains, for example by reducing reliance on price-volatile fossil fuels by shifting towards renewable energy. Together, these actions can foster

competitive-2. Do companies feel

the pressure to act on

climate change?

To gain a better understanding of how companies perceive the issue of climate change, the latest edition of the European CFO survey asked close to 1,200 financial executives across Europe to what extent their companies are feeling the pressure to act and what precisely they are doing.10_The

survey shows that most companies are feeling the pressure from various stakeholders. Clients and customers are most often named as sources of significant pressure, but employees, regulators, civil society and investors are not far behind (figure 1).

The degree to which companies are feeling external pressure varies greatly. About 30 per cent do not perceive significant pressure from anyone, while for 19 per cent the pressure comes from only one or two stakeholders – usually from regulators and civil society. Larger companies (defined as those with annual revenues of €1 billion or more) are more likely to feel the pressure from several sides, with almost two-thirds (61 per cent) of CFOs reporting that they feel the pressure to act from three or more stakeholders and almost 70 per cent feeling under pressure from clients. By contrast, the regulator is the main source of pressure on smaller companies (that is, with annual revenues of up to €100 million).

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The pressure felt from different stakeholders also varies across industries. In tourism, automotive, consumer goods and energy and utilities, the share of executives reporting pressure to act is among the highest for each stakeholder group. There are some differences between these sectors, however, in the degree of influence coming from the various stake-holders. For example, in tourism, consumer goods and automotive, pressure from clients is felt more strongly. In energy and utilities the pressure comes more from investors and regulators (figure 2).

At the other end of the spectrum, the technology, media and telecommunications (TMT) industry seems at present to be flying under the radar when it comes to climate change. TMT executives do not feel particularly pressured to act from any

given stakeholder, except their own employees, in part because the sector’s emissions are relatively low. But there is scope for TMT to do more to help tackle climate change. A joint study by the Global Enabling Sustainability Initiative (GeSi) and Deloitte shows that the digital capabilities of information and communications technology (ICT) can help deliver solutions to a broad range of sustainability challenges – and especially to climate change.11_{Digital technologies can, for example,}

help decouple economic growth from resource consumption, enhance transparency and account-ability on environmental impacts, and help to analyse and predict climate change developments.

Source: Deloitte European CFO survey autumn 2019.

Deloitte Insights | deloitte.com/insights

FIGURE 1

Pressure to act on climate change felt by companies from diﬀerent

stakeholders

To what extent does your company feel pressure to act on climate change from the following stakeholders?

To a large extent To a moderate extent To a small extent Not at all

90%

80% 85%

84%

82% 50%

20% 26%

18%

55% Clients/customers

Board members/ management

Employees

Regulators/government

Civil society (e.g. activists, media)

Shareholders/investors

Competitors

Banks/lenders

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FIGURE 2

Share of CFOs feeling the pressure to act on climate change coming from their

clients, from investors and from regulators, by industries.

To what extent does your company feel pressure to act on climate change from the following stakeholders? (% ‘to a moderate/large extent’)

CLIENTS/CUSTOMERS

INVESTORS/SHAREHOLDERS

REGULATORS/GOVERNMENT

Tourism & travel Energy, utilities, mining

54%

Tourism & travel

52%

Transport & logistics

48% Life sciences 45% Construction 45% Financial services 44% Consumer goods 42% Retail 42% Automotive 42%

Business & professional services

34%

Industrial products & services

31%

Technology, media & telecoms

29%

44%

61%

Automotive

58%

Energy, utilities, mining

55%

Consumer goods

55%

51%

48% Construction 48% Financial services 47% Retail 40%

31% Life sciences 31% 76% Consumer goods 64% Automotive 58% Retail 56% Construction 55%

52%

Financial services

50%

Energy, utilities, mining

47%

46%

Life sciences

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3. How should corporate

management respond?

The TCFD defi nes four key management disci-plines through which companies are expected to address climate change: governance, strategy, risk management, metrics and targets (fi gure

3).12_{Enhanced disclosure in these areas will}

help investors and other stakeholders assess a company’s exposure to climate-related risks, and the quality of its response to them.

The TCFD’s recommendations are broadly appli-cable but have a particular focus on high-impact

Final Report: Recommendations of the Task Force on Climate-related Financial Disclosures, TCFD, 2017.

METRICS

AND TARGETS

FIGURE 3

TCFD recommendations

GOVERNANCE

Disclose the organisation’s governance around climate-related risks and opportunities.

A. Describe the board’s oversight of climate-related risks and opportunities

A. Describe the climate-related risks and opportunities the organisation has identiﬁed over the short, medium and long term.

A. Describe the organisation’s processes for identifying and assessing related risks.

A. Disclose the metrics used by the orgainisation to assess related risks and opportunities in line with its stragegy and risk management process.

B. Describe management’s role in assessing and managing climate-related risks and opportunities.

B. Describe the impact of related risks and opportunities on the organisation’s business, strategy and ﬁnancial planning.

B. Describe the organisation’s processes for managing climate-related risks.

B. Disclose scope 1, scope 2, and if appropriate, scope 3 greenhouse gas (GHG) emissions, and the related risks.

Disclose the actual and potential impacts of

climate-related risks and opportunities on the organisation’s businesses, strategy, and ﬁnancial planning.

Disclose how the organisation identiﬁes, assesses, and manages climate-related risks.

Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities.

STRATEGY

MANAGEMENT

RISK

RECOMMENDED DISCLOSURES

C. Describe the potential impact of diﬀerent scenarios, including a 2°C scenario, on the organisation’s businesses, strategy, and ﬁnancial planning.

C. Describe how processes for identifying, assessing and managing climate-related risks are

integrated into the organisation’s overall risk management.

C. Describe the targets used by organisation to manage related risks and opprtunities and performance against targets.

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industries. These include banks, insurance companies and asset managers, who will need to deal with climate change-related risks in their portfolios. In the real economy, the sectors on which the TCFD focuses include energy, transport, agriculture and forestry. Companies in these industries are particularly exposed and can expect to face increasing pressure to disclose how they view and deal with the impacts of climate change on their business models and value chains.

The willingness of companies to disclose climate change-related management activities and greenhouse gas emissions has grown rapidly in recent years. To date, more than 800 companies have signed up to the TCFD, thereby providing support to the idea of enhanced management and disclosures, although so far very few have actually delivered. Reporting of actual carbon emissions performance, however, has already come a long way. In 2019, almost 7,000 companies reported their emissions to the Carbon Disclosure Project (CDP), twice as many as in 2011.13

Yet, enhancing management and disclosures, and establishing risk assessments and targets will not by themselves suffice. More crucial are the actual actions companies undertake to reduce emissions and mitigate risks. This may include reorientation towards renewable energies and raw materials, a reduction in their reliance on scarce water resources or the protection of production sites from extreme weather by building dams or installing heat insulation. Seizing opportunities to deliver marketable solutions to climate change is another area of concrete, necessary, but also worthwhile action. This might include the devel-opment of less carbon-intensive products or of services that help people and economies sustain themselves in a world affected by climate change.

4. Start climate action

by setting emission

reduction targets

When it comes to defining a company’s response to climate change, it is helpful to be clear on what needs to be achieved. This could be done by setting targets for future carbon emissions, taking account of national and international emission reduction commitments, such as the Paris Agreement. While the agreement requires each country to outline and communicate emissions targets at the national level, companies can now derive scientifically their individual CO2 reduction targets, and bring them into line with the objec-tives set out in the IPCC climate scenarios.14_Thus,

good practice means setting targets that define the company’s ‘fair share’ to the achievement of the Paris commitments and the pace of the transformation required to achieve these goals.

According to the results of the European CFO survey, however, a little less than 10 per cent of companies say they have set targets in line with the Paris Agreement. 27 per cent of com-panies have set autonomous carbon emission reduction targets. One in two companies have not set any target at all. Although the propor-tion of companies with some kind of emission targets in place rises when there is pressure from stakeholders, it remains below 50 per cent.

Commitment also varies across industries. The energy, utilities and mining sector is the only one in which a majority of CFOs report that they have targets in place (figure 4).

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FIGURE 4

Share of respondents reporting to have emissions targets in place by industry

Has your company put in place emissions reduction targets in line with the Paris Agreement?

4% 28%

16% 32%

Automotive

Life sciences

Business & professional services Industrial products & services

Construction

Financial services Energy, utilities, mining

17% 42%

Technology, media & telecoms Transport & logistics

10% 38%

10% 33%

10% 27%

Consumer goods

6% 29%

8% 25%

11% 19%

27%

5% 22%

Retail

56%

5% 22%

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5. What are companies doing

to combat climate change?

Stakeholder pressure leads to action. One-third of the companies that are not under significant pressure from any particular stakeholder say they are not taking any action to manage, mitigate or adapt to climate change. But in companies that feel pressurised by three or more stakeholders, only three per cent are failing to take action (figure 5).

From what finance executives report, however, companies’ climate responses focus primarily on measures that have a short-term cost-saving effect. When it comes to the specific actions taken, most companies resort to increasing their energy efficiency and using more climate-friendly equipment (figure 6). These measures often benefit from government incentives and help to reduce corporate costs. Thus, companies are plucking the low-hanging fruit and reaping immediate cost benefits. Less prominent are longer-term measures that would generate revenues and more resilient growth by devel-oping climate-friendly products and services.

Share of companies taking no measures 3+ 1-2

0

Source: Deloitte European CFO survey autumn 2019. Deloitte Insights | deloitte.com/insights Number of stakeholders companies

feel pressured by to act

FIGURE 5

Share of companies taking no measures

to manage, mitigate or adapt to climate

change in relation to the number of

stakeholders they feel pressured by

34%

9%

3%

Develop new climate-friendly products and services

Reduce carbon emissions in the upstream supply chain and/or in logistics

Assess the risks of climate change for the business

Include management and monitoring of climate risks in corporate governance processes

Renew facilities to make them resistant to extreme weather events

Oﬀset carbon emissions, e.g. by buying carbon credits

Purchase insurance coverage against extreme weather risks

Relocate plants and machineries in areas less prone to extreme weather events

None of the above

Source: Deloitte European CFO survey autumn 2019. Deloitte Insights | deloitte.com/insights

70% 47% 40% 31% 28% 27% 25% 14% 11% 11% 10% 2%

Increase the eﬃciency of energy use (e.g. energy eﬃciency in buildings)

Use energy-eﬃcient or climate-friendly machinery, technologies and equipment

Shift operational energy usage towards renewable energy sources

FIGURE 6

Measures taken to manage, mitigate

or adapt to climate change

Is your company taking or about to take any of the following measures to manage, mitigate and/or adapt to climate change?

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Moreover, companies appear in general quite re-luctant to engage with other companies within their supply chain to reduce carbon emissions. Only 28 per cent of respondents report doing so. Difficulties coordinating with other companies and probably a lack of any financial incentive may be behind this.

Few adopt a more systematic approach and properly assess climate-related risks or include them in their governance and management structure. Companies which report that they feel the pressure coming from investors are more likely to have included the management and monitoring of climate risks in their governance processes. This demonstrates that risk-aware investors can help to promote climate-related transformation in companies.

Overall, it seems fair to say that most companies are not taking into account the already foresee-able physical effects of climate change, nor are they undertaking significant measures to adapt. Companies may believe that climate change will have less impact in Europe than elsewhere, but, in that case, they are likely to be underestimating the risks to which they are exposed through their global supply chains and markets.

6. Preparing for a hotter

environment

Taken together, the results reveal that many companies are increasingly under pressure from their stakeholders, and are beginning to react. However, the majority of action to date seems reactive and focused on short-term rewards and quick wins. A longer-term, stra-tegic perspective on the risks and opportunities of climate change is rarely undertaken.

The following steps may help companies to get to grips with climate change:

• understand the risks climate change presents to the business, and the opportunities that may lie in becoming part of the solution

• assess the scale of necessary emission reduc-tions, and the levers that are key to

achieving them

• calculate how much will emission reduction and adaptation efforts cost?

• position the risks and opportunities of climate change within the governance structure to ensure a strategic measurable approach.

Climate change is transforming how consumers, employees and shareholders evaluate companies and interact with them. In some cases, this can lead to a real shift, where business models need to be reevaluated. Companies don’t only need to measure their exposure to climate-related risks and subse-quently manage them, but also incorporate climate change in their strategic plans. Failure to do so will undermine the sustainability of their business.

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FIGURE 7

The Deloitte European CFO Survey

Since 2015 Deloitte has conducted the European CFO survey, giving voice twice a year to about 1,500 chief financial officers from across Europe. Besides providing an overview of business sentiment in Europe, each edition focuses on a topical issue. The autumn 2019 edition focused on climate change. The data were collected in September 2019. Almost 1,200 CFOs in 18 countries and across 17 major industries responded to the questions in this article (see figure). Almost 20 per cent of the companies represented in the sample have annual revenues of at least €1 billion. Companies with annual revenues of between €100 million and €999 million represent 44 per cent of the sample, and 37 per cent of the interviewed CFOs represent smaller companies with annual revenues of less than €100 million.

Deloitte Insights | deloitte.com/insights .

14%

Industrial products & services

13%

Financial services

10% Retail

9% Energy, utilities, mining

8%

Construction

8%

Consumer goods 8%

Technology, media & telecommunications 5%

Transport & logistics 4%

Life sciences 4% Automotive 4% Business & professional services

2% Tourism & travel

11% Others

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Endnotes

1. Climate crisis: 6 million people join latest wave of global protests, The Guardian, 27 September 2019. See also: https://www.theguardian.com/environment/2019/sep/27/%20climate-crisis-6-million-people-join-latest-wave-of-worldwide-protests,%20accessed%2014%20November%20 2019

2. Paris Agreement – Status of ratification, United Nations Framework Convention on Climate Change, 5 October 2016. See also: https://unfccc.int/process/the-paris-agreement/status-of-ratification

3. For a summary of generally accepted facts from climate science, please refer to: Series of hot years and more extreme weather, Munich Re, 8 August 2019. See also: https://www.munichre.com/topics-online/en/ climate-change-and-natural-disasters/climate-change/climate-change-heat-records-and-extreme-weather.html

4. 2018 global sustainable investment review, Global Sustainable Investment Alliance, 28 March 2019. See also: http://www.gsi-alliance.org/wp-content/uploads/2019/03/GSIR_Review2018.3.28.pdf

5. About us, Climate Action 100+, accessed 14 November 2019. See also: https://climateaction100.wordpress.com/ about-us/

6. UN-convened net-zero asset owner alliance, United Nations Environment Programme, accessed 14 November 2019. See also: https://www.unepfi.org/net-zero-alliance/

7. These countries have committed to a net-zero emissions goal - could it solve the climate cri-sis?, World Economic Forum, 5 July 2019. See also: https://www.weforum.org/agenda/2019/07/ the-growing-list-of-countries-committingto-a-net-zero-emissions-goal/

8. Stranded assets and scenarios, Smith School of Enterprise and the Environment, Oxford University, January 2014. See also: https://www.smithschool.ox.ac.uk/research/sustainablefinance/publications/Stranded-As-sets-and-Scenarios-Discussion-Paper.pdf

9. Global trends in climate change litigation: 2019 snapshot, LSE, July 2019. See also: http://www.lse.ac.uk/Granth-amInstitute/wp-content/uploads/2019/07/GRI_Global-trends-in-climate-change-litigation-2019-snapshot-2.pdf

10. Oil majors gear up for wave of climate change liability lawsuits, Financial Times, 9 June 2019. See also: https:// www.ft.com/content/d5fbeae4-869c-11e9-97ea-05ac2431f453

11. European CFO survey – Into the woods, Deloitte, accessed 14 November 2019. See also: www.deloitte.com/ europeancfosurvey

12. Digital with Purpose. Delivering a SMARTer2030, GeSI and Deloitte, accessed 7 December 2019. See also: https:// gesi.org/storage/uploads/DIGITALWITHPURPOSE_FULL_R_WEB.pdf

13. Recommendations of the Task Force on Climate-Related Financial Disclosures, Task Force on Climate Related Financial Disclosures (TCFD), June 2017. See also: https://www.fsb-tcfd.org/wp-content/uploads/2017/06/ FINAL-TCFD-Report-062817.pdf

14. The A list 2018, Carbon Disclosure Project (CDP), accessed 20 November 2019. See also: https://www.cdp.net/en/ companies/companies-scores

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About the authors

Acknowledgements

Dr. Michela Coppola | micoppola@deloitte.de

Michela Coppola is a research manager within the EMEA Research Centre specializing in the identifica-tion, scoping and development of international thought leadership. Michela also leads Deloitte’s European CFO survey, a biannual study that brings together the opinions of more than 1,600 CFOs across 20 countries. Before joining Deloitte, Michela developed thought leadership for Allianz Asset Management. She has a PhD in economics and is based in Munich.

Thomas Krick | tkrick@deloitte.de

Thomas Krick leads the Deloitte Sustainability Services practice in Germany. Thomas helps businesses become more sustainable, by supporting the integration of environmental, social and governance (ESG-) considerations into their strategies, management systems, operations and stakeholder relations. He has worked on challenges such as climate change, biodiversity and human rights with leading blue chip cli-ents across the world, as well as with sustainability-oriented supranational institutions, think-tanks and non-profits. Thomas is based in Munich, Germany.

Dr. Julian Blohmke | jblohmke@deloitte.de

Julian Blohmke is a manager for the Sustainability Services practice at Deloitte Germany. He combines his expertise in innovation systems and sustainability to help both the public and the private sector tackle social and environmental challenges. He specialises in the fields of climate change, resource effi-ciency and sustainable resource management, the development of sustainability strategies and the sustainable use of digital technologies. Julian is based in Hamburg, Germany.

The authors would like to thank Eric Dugelay, partner in Deloitte France, and Joep Rinkel, senior manager in Deloitte Netherlands for their contributions to this article.

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Contact us

Our insights can help you take advantage of change. If you’re looking for fresh ideas to address your challenges, we should talk.

Thomas Krick

Head of sustainability services | Deloitte DCE + 49 151 58071682 | tkrick@deloitte.de

Dr. Julian Blohmke

Sustainability services | Deloitte DCE + 49 403 20804422 | jblohmke@deloitte.de

Dr. Michela Coppola

Deloitte research | Deloitte DCE

+ 49 482 90368099 | micoppola@deloitte.de

Leadership contact

Christopher Nürk

Managing partner of Clients & Industries | Deloitte DCE + 49 711 165547315 | cnuerk@deloitte.de

The business world is under increasing pressure to act on climate change. Deloitte’s global sustainability services team has the experience and expertise to help clients play their part in combating climate change, while helping to reduce the commercial risks and seize the opportunities. We do this by embedding climate change into governance structures, by integrating it into corporate strategy and risk management systems, and through the development of comprehensive emission reduction and risk mitigation road maps. Our services are supported through a comprehensive range of tools including for risk and opportunity mapping, scenario analysis, target setting and calculation of decarbonisation costs. For more information, click https://www2.deloitte.com/de/de/pages/risk/topics/sustainability.html.

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