2022-11-07-德勤-CEOs_and_climate_action_20页_299kb

报告摘要

Summary of Global CEO Program Report on Climate Action

Key Findings

The report emphasizes that climate action is not just about intent but involves navigating competing priorities. CEOs face significant challenges in balancing short-term profits with long-term sustainability, as well as deciding to follow industry peers or lead innovation. The urgency is driven by regulatory pressures, stakeholder expectations, and the need to address systemic risks like corporate stability and environmental impact.

Core Tensions

The report identifies five primary tensions that define CEO decision-making:

Profit today vs build for tomorrow: Weighing immediate financial gains against investments in climate readiness and future sustainability.
Follow vs pave the way: Choosing between adapting to existing practices or pioneering new approaches to climate action.
Compete vs collaborate: Balancing competitiveness with cooperation on shared climate goals, including data transparency.
Pursue incremental vs transformational change: Deciding between gradual improvements or radical shifts in business models.
Focus on narrow vs broad stakeholder interests: Balancing the needs of specific groups, like investors, against a wider range of stakeholders, including society and the environment.

Strategic Advice

CEOs should integrate climate goals into overarching business strategies and focus on coherence, resilience, and adaptability. This includes:

Assessing which tensions are most salient based on organizational maturity and contexts.
Evaluating trade-offs using scenario modeling to inform decisions in various futures.
Leveraging boards as partners rather than additional stakeholders to enhance governance and disclosure.

Conclusion

Climate change is a critical and enduring challenge requiring strong leadership. While it presents risks, proactive navigation can drive growth, build resilience, and position organizations as leaders in sustainability for long-term prosperity.

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