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How boards can drive more robust climate risk disclosures

Boards can help address gaps in the quality of climate risk disclosures by focusing on three key areas.

In brief

  • Businesses must understand their climate risks and opportunities and enhance climate-related financial disclosures in both quality and coverage.
  • Boards can drive better disclosures by linking climate reporting more directly with risks and opportunities.
  • Other key actions include assessing climate risks and opportunities across the value chain and analyzing climate scenarios to beef up risk assessment.

Climate risks are moving up the boardroom agenda as companies face increasing pressure to tackle climate change more proactively. Investors are increasingly interested in how organizations plan to contribute to a decarbonized economy and would reconsider or even walk away from investments based on climate risk. Likewise, employees, customers and other stakeholders expect corporate leaders to lead the way in addressing climate change.

With the fast-growing urgency of climate action, businesses must understand their climate risks and opportunities, speed up their implementation of climate strategies and communicate their performance. Amid this shift, companies continue to make progress in both the quality and coverage of their climate-related financial disclosures, according to the June 2021 EY Global Climate Risk Disclosure Barometer. The research draws on companies’ public disclosures — such as in annual reports, sustainability reports and CDP responses — on the uptake of the Task Force on Climate-related Financial Disclosures (TCFD) recommendations and covers more than 1,100 companies across 42 countries. 

But the quality of these disclosures still lags behind coverage of the TCFD recommendations, and Singapore is no exception. An analysis of more than 90 listed and non-listed companies across 11 sectors in Singapore found that while the companies’ disclosures covered 45% of the TCFD recommendations on average, the average quality score across the organizations was only 18% of the maximum quality score across the 11 recommendations. These findings suggest that companies in Singapore still find it challenging to come to grips with their exposure to climate risks and act on it.

Clearly, businesses need to widen their view of both physical and transition climate risks, and the opportunities that may arise from responding to these risks. Board leadership is critical for guiding organizations in decarbonizing their business models and supply chains. There are three ways in which boards can drive more robust climate risk disclosures and position the company to better navigate climate risks and leverage opportunities. 

Connect climate reporting more directly with risks and opportunities

The research found that many organizations still lacked reporting on metrics directly connected to risks. While disclosing the company’s Scope 1 and 2 emissions (i.e., direct emissions from controlled sources and indirect emissions from purchased electricity respectively) is critical, it is equally important to disclose metrics used to assess its exposure to physical risks. An example is the weighted average carbon intensity metric, which measures exposure to carbon-intensive companies. A more rigorous assessment may be required to develop the climate-related financial disclosures that drive behavioral change. Boards should assess whether sufficient coverage is given to both the risks and opportunities in the company’s climate reporting to allow the business to better assess the potential impact on the corporate strategy.

Another common pitfall is that companies may be limiting climate risk assessments to certain parts of the business and only including qualitative analyses. Clearly, there is a need to widen the scope of assessment as physical and transition risks from climate change can have an impact on products and services, supply chains and operations across the organization, materially affecting operating costs and revenues.

A lack of reporting on metrics directly connected to risks, limiting climate
risk assessments to certain parts of the organizationand only including
qualitative analyses are common pitfalls.

Review climate risks and opportunities across the value chain

Companies should look beyond their internal operations when assessing climate risks and opportunities. In fact, the upstream and downstream emissions in most organizations’ value chains (Scope 3) are much higher than those from their own operations (Scope 1 and Scope 2). Boards should evaluate if the executive team has reviewed the value chain holistically to identify material climate risks and opportunities, and whether suppliers are actively involved in their decarbonization process.

This won’t be a straightforward task as many businesses currently have opaque supply chains. But with increasing stakeholder scrutiny on value chain emissions, particularly in carbon-intensive and consumer-facing industries, the board needs to work with the management to actively pursue decarbonization strategies throughout the company’s value chain.

How EY can Help

Analyze climate scenarios for robust risk assessment

Scenario analysis is important for companies to understand how future climate risks can potentially impact their business and supply chain activities, and should inform risk assessment, strategy formulation and investment decisions. Yet, only 17.2% of the organizations in Singapore assessed in the study are conducting scenario analysis. This is of concern, given that scenario analysis is perhaps the most critical aspect of the TCFD framework as it helps turn theories into tangible strategies.

 

Boards should mandate climate-related financial disclosures to be included in mainstream financial filings. Climate risk information should also be included in financial statement estimates and assumptions, including asset impairment models or asset depreciation models. So far, companies have had limited progress on this front.

 

Companies should also stress test their business models against the different climate scenarios. Depending on the level of climate risk disclosure, boards can then guide their organizations to move toward operating models, revenue streams and markets that are better positioned for a decarbonized economy, and wind down operations with high climate risk exposure.

 

With growing political will and public opinion pressuring businesses to tackle climate change urgently, a strong uptick in climate-related financial disclosures looks likely. Companies will be expected to assess and fully disclose the physical and financial risks that climate change poses to their assets. They will need to demonstrate a robust strategy that protects value and makes commercial sense in a decarbonized economy. Boards that can guide their organizations to respond nimbly in this way will help the business improve its operational resilience, expand its customer base, and maintain access to institutional capital.

Boards should ask the following questions: 

  • What are the organization’s risks and opportunities as a result of climate change in the short, medium and long term?
  • What are the current processes used by the organization to identify, assess and manage climate-related risks and to what extent are these processes integrated into the company’s risk management framework?
  • What are the top emission reduction levers in the company’s value chain and how can the business work with its supply chain partners more closely to involve them in its decarbonization journey?
  • What internal governance structures are in place to foster deeper engagement with the senior management on climate-related issues?
  • Are the organization’s disclosures robust enough to address the needs of stakeholders and provide “decision-useful”, forward-looking information?

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Summary

As stakeholders increasingly expect companies to address climate change, it is imperative that businesses understand their climate risks and opportunities and enhance climate risk disclosures.

The board can drive this process by connecting climate reporting more directly with risks and opportunities. It can also work with the management to review climate risks and opportunities across the value chain and analyze climate scenarios to strengthen risk assessment.

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Andre Toh

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