Introduction

In a world of shifting geopolitics and growing climate uncertainty, sustainability professionals are under pressure to keep climate action both relevant and impactful. The conversation is evolving. It is no longer just about ambition, but also embedding sustainability into core business strategies to drive resilience, manage risk, and ensure long-term profitability.

In this episode, Sophie Bruusgaard Jewett, CEO and Co-Founder of Morescrope, and Simon Bager, CIO and Co-Founder of Klimate, explore how climate leadership is adapting to this new reality. Drawing on insights from industry experts and real-world examples, they unpack what it takes to keep climate investments strategic, even in uncertain times.

TL;DR

• The business case for climate investments is evolving; companies need to demonstrate tangible returns.

• Sustainability professionals are increasingly collaborating with CFOs to align climate goals with financial strategy.

• Risk management, resilience, reputation, and relevance are essential frameworks for climate leadership.

• Data-driven approaches and adaptable reporting systems help sustain momentum despite regulatory shifts.

• Small and medium-sized enterprises face unique challenges but can benefit from simplified frameworks (e.g., the EU’s VSME).

Adapting to Uncertainty: A New Era for Climate Leadership

Over the past few years, sustainability was a dominant theme in corporate agendas, fuelled by global movements and supportive legislation. However, recent geopolitical events and political shifts in the EU have altered this landscape. This has led to a “pendulum swing” where climate initiatives are no longer the unquestioned priority they once were.

The role of the sustainability officer is changing from being on the sidelines to working closely with the CFO, presenting a clear business case aligned with company operations. This shift demands that sustainability professionals develop skills in finance and strategic business communication to remain influential within their organisations.

The Four Rs of Climate Strategy: A Framework for Long-Term Impact

A fundamental insight from the discussion is the practical framework built around the “four Rs”: Risk management, Resilience, Reputation, and Relevance. These pillars help translate climate initiatives into strategic imperatives that resonate with leadership and stakeholders.

• Risk management involves identifying and mitigating supply chain vulnerabilities and regulatory risks.

• Resilience relates to preparing the business to thrive in a low-carbon economy.

• Reputation ensures the company remains relevant and trusted to customers, investors, and the public.

• Relevance ties sustainability directly to the company’s core operations and long-term competitiveness.

“Putting your climate work on the shelf right now is a classic sign of short-term thinking. A resilient and robust strategy requires long-term thinking about risk management, resilience, and reputation.”

– Sophie Bruusgaard Jewett, CEO and Co-Founder of Morescrope

The Power of Data and Strategic Integration

Data-driven decision-making is now central to effective climate leadership. Transparent, high-integrity data serves as a reliable anchor, which enables companies to measure impact, build credible business cases, and secure financing. Moreover, companies are increasingly using climate data to create value for customers and investors, leading to more strategic business applications.

Insights for Small and Medium Enterprises (SMEs)

While much attention focuses on large corporations, SMEs face similar challenges with fewer resources. Sophie points to the EU’s voluntary reporting framework (VSME) as a practical tool to help smaller companies prepare for future regulatory demands without excessive burden. Though some SMEs may delay action due to uncertainty, the growing expectations from larger supply chain partners mean climate accountability is increasingly unavoidable.

“Companies that dare to invest in climate performance and investments in uncertain times will be the ones that profit the most.”

 – Sophie Bruusgaard Jewett

Conclusion

Although today’s climate investment landscape is more challenging and unpredictable, it also offers a valuable chance for sustainability professionals to make climate action a core part of business strategy. To succeed, they need to adapt their skills, focus on long-term goals, and use data to show the real business benefits of their efforts. Companies that stay committed to climate investments, even during uncertain times, will be better positioned to gain a competitive edge in a future where sustainability is closely tied to resilience and long-term value.