As climate volatility intensifies and ecosystem degradation accelerates, companies that fail to embed credible transition planning into core business strategy face rising costs, shrinking insurance coverage, and missed growth opportunities. That is the central conclusion of a new white paper released by the Council on Sustainability Transformation, a cross-sector body convened by ERM. The paper argues that climate and nature considerations have moved decisively from long-term sustainability concerns to near-term financial and strategic risks. Companies that continue to treat transition planning as a reporting or compliance exercise, rather than a driver of enterprise decision-making, are increasingly exposed as markets, regulators, and capital providers sharpen their focus on resilience and preparedness.

Environmental Shocks Are Reshaping Balance Sheets

The Council’s analysis reflects a broader shift in how environmental pressures are being priced into the economy. Climate-related disruptions and nature loss are already affecting supply chain reliability, asset performance, and the availability and cost of insurance. In parallel, lenders and investors are reassessing risk profiles, pushing up the cost of capital for businesses seen as unprepared for transition. The paper emphasizes that these pressures are no longer hypothetical. Extreme weather events, water stress, biodiversity loss, and land-use conflicts are creating tangible operational and financial impacts across sectors, from manufacturing and agriculture to infrastructure and consumer goods. As a result, climate and nature risks are now inseparable from traditional financial risk management. Rather than framing this shift as purely defensive, the Council highlights that companies able to anticipate and respond strategically can protect enterprise value while opening pathways to new commercial opportunities.

Transition Planning Moves Into the CFO’s Office

A key message of the paper is that ambition without execution is insufficient. High-level net-zero pledges or nature-positive commitments must be translated into finance-grade transition plans that influence capital allocation, operational priorities, and long-term investment decisions. The Council calls for companies to adopt CFO-level rigor in identifying, quantifying, and managing climate and nature-related impacts, risks, and opportunities. Tools such as scenario analysis, natural capital accounting, and true cost accounting are presented as essential mechanisms for understanding exposure and informing strategy. This emphasis reflects growing expectations from boards, investors, and credit committees that sustainability considerations be embedded into mainstream financial planning processes rather than managed in parallel sustainability functions. Sabine Hoefnagel, ERM’s Global Leader of Sustainability and Risk, underscored this shift, noting that companies integrating climate and nature into core strategy are not only reducing downside risk but positioning themselves for durable growth in a more volatile operating environment.

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From Global Commitments to Local Execution

The paper also addresses a persistent gap between global climate and nature commitments and on-the-ground action. While many companies have adopted international targets, the Council warns that insufficient attention is being paid to local operational realities where risks materialize first. It urges businesses to prioritize site-level and value-chain-specific action informed by robust local data. Issues such as water availability, ecosystem degradation, land use change, and community impacts are highlighted as near-term pressures that can disrupt operations if left unaddressed. By anchoring transition strategies in local context while aligning with global goals, companies can improve resilience, reduce operational friction, and strengthen stakeholder trust.

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Collaboration as a Risk Management Strategy

Recognizing that climate and nature risks are systemic, the Council stresses that no single company can manage them alone. The paper calls for stronger collaboration across industries, value chains, and geographies to reduce shared exposure and unlock collective value. Partnerships and coalitions are positioned not only as sustainability tools but as strategic instruments for stabilizing supply chains, accelerating innovation, and shaping emerging markets. The Council also highlights the importance of engaging investors and policymakers to align financial flows and regulatory frameworks with credible transition pathways. Hoefnagel warned that delay carries its own cost. Companies that postpone action are effectively betting against accelerating environmental and market change, a gamble the paper suggests is becoming increasingly untenable.

Transition Readiness as a Measure of Competitiveness

This white paper is the third in a series from the Council on Sustainability Transformation. Earlier publications focused on strengthening company-investor engagement and rethinking sustainability strategy in response to geopolitical and economic disruption. Together, the series reflects a broader evolution in sustainability discourse. Transition planning is no longer framed as a reputational or ethical choice, but as a board-level governance issue with direct implications for competitiveness, capital access, and long-term value creation. For executives, investors, and policymakers, the message is increasingly clear. Companies that integrate climate and nature into strategic decision-making will be better positioned to navigate volatility and capture growth. Those that do not risk being left behind as markets reward preparedness and penalize inertia.

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