Category: Knowledge Library

Using scenarios in corporate disclosure of physical climate risk

Using scenarios in corporate disclosure of physical climate risk

By Laura Canevari, Robin Taylor, and John Firth

The Task Force on Climate-Related Financial Disclosures (TCFD) and the Bank of England (BoE) held a conference: ‘Climate Scenarios, Financial Risk and Strategic Planning’, in London on October 31st and November 1st 2017. Acclimatise experts attended and have prepared this briefing note to advise those involved in preparing responses to the TCFD’s recommendations. The event explored how scenarios can assist companies to understand and evaluate climate change risks and opportunities. Insights on the importance of scenarios, key attributes, and principles for their use were discussed and are summarised in this briefing note. Conference presenters focussed on transition risk, leaving key issues concerning the use of scenarios in physical risk assessment unexplored. This was an omission on the part of the organisers, but perhaps understandable given the added complexity of assessing the risks of a changing climate. In this note we provide an insight into the role of scenarios in physical risk assessment as an introduction to a topic deserving its own conference.

Importance of scenarios

Corporates and financial institutions are beginning to respond to the TCFD recommendations, assessing both risks and opportunities, in preparation for reporting and disclosure.

“Scenario analysis is a critical forward-looking tool to address challenges and acquire key information”, Mary Shapiro, Special Advisor to the Chair, TCFD & Former Chair, US Securities and Exchange Commission.

The TCFD recommendations strongly advocate for the development and use of scenarios when analysing climate risk. To that effect, a Technical Supplement has been developed alongside their recommendations, titled ‘The Use of Scenario Analysis in Disclosure of Climate-Related Risks and Opportunities’. As noted by Andrew Blau, Director of Deloitte Advisory Strategic Risk, “scenarios are powerful tools that that allow for the exploration of different plausible futures in the face of uncertainty”. The uncertainty around both the impacts of a changing climate, and the policy and regulatory responses, present significant new challenges when compared with other environmental problems facing society – a point highlighted by Lord Nicholas Stern, chair of the Grantham Research Institute on Climate Change and the Environment at the London School of Economics. The scale of the effects stemming from physical impacts of climate change and from policies formulated to promote a lower carbon economy is enormous. How the world will respond to these new drivers of change is still uncertain. Traditional models and forecasting tools fall short when it comes to dealing with complex problems with such considerable unknowns.

Scenarios can help corporates and financial institutions broaden the horizons in their planning processes whilst increasing their flexibility and adaptability. Andrew Blau also considered how the development of scenarios can challenge users to develop ‘outside-in’ thinking, embrace diverse perspectives, and take the long view. The reward for these efforts is the ability to examine how a company’s strategies may perform, offering an improved view of changing risks and opportunities going forward. Scenarios can play a significant role in helping corporates ’ develop their own view of the world, but it is important to understand what they can and cannot offer within the context of disclosure and as a strategic business-planning tool.

Exploratory narratives, not descriptive predictions

A vital point highlighted by many presenters during the course of the conference was that scenarios are hypotheses, not predictions of what the future may look like. They provide a narrative, either qualitative or quantitative, which ‘describes a path of development leading to a particular outcome’ (TCFD Recommendations Technical Supplement). “[Scenarios] should be thought of as a means for discourse on important variables such as policy and technology possibilities in the future”, noted Dr Elmar Kriegler of the Potsdam Institute for Climate Impact Research (PIK).

Which scenarios to use?

At the conference, companies such as Shell and BHP Billiton showcased how they have developed and deployed a variety of scenarios to help think through various energy transitions. Shell discussed how they make use of different types of scenarios: from published ‘context exploring’ scenarios used to consider external issues that may affect their business, to ‘decision-centered’ scenarios, which are part of their internal decision-making processes. It was also noted that scenarios can either be borrowed from other organisations or developed internally.

Scenarios are not forecasts; they are explorations of possible futures, and multiple scenarios can be created to revise alternative views. Presenters referred to the importance of exploring several scenarios to gain different insights and noted that there are thought to be over 100 transition pathway scenarios.

A general set of principles for the use and development of scenarios emerged from the conference, which could help guide organisations through scenario selection.

Principles to bear in mind around the use of scenarios

The development of scenarios will require board level leadership and a continuing resource/time commitment by companies. Scenario development is iterative, and scenarios will need regular resets to ensure they reflect the present-day jump-off point. On day two of the conference, held under Chatham House rules, presenters identified a number of key principles for companies to bear in mind when developing and using scenarios, including:

  • Use multiple sources for data and narratives, and search out insights from new sources.
  • Ask: what do I have to believe for this scenario to be plausible?
  • Be sceptical of scenarios that look like the past.
  • Use the most up to date data and reference sources.
  • Ensure your scenarios reflect the variety in spatial, political, social, regulatory and environmental factors within the countries and sub-national areas in which you operate.

Physical risks are not yet being given due prominence compared to transition risks

The conference was notable for its focus on transition to low- carbon energy pathways, and the use of scenarios to help companies assess their transition risks. There was, however, very limited discussion of physical climate risks and the use of physical risk scenarios to explore implications for the performance of corporates and financial institutions.

Acclimatise sees a few key reasons for this. It is notable that there is more guidance in the TCFD recommendations on transition risks, and verifiable and auditable metrics for transition risks are already available and easier to evaluate within the context of business models in all sectors. It is also easier to adjust transition risk scenario outputs to fit into existing business and financial risk appraisal systems. Finally, there are many published comprehensive transition risk scenarios from multiple sources, e.g. International Energy Agency (IEA), Deep Decarbonization Pathways Project (DDPP).

Scenarios exploring the impacts of a changing climate (physical risk) for corporates and financial institutions are less well developed. We have a robust and authoritative science evidence base produced by the Intergovernmental Panel on Climate Change (IPCC) setting out possible changes in our climate. There are also several excellent sector impact models together with integrated assessment models (IAMs), which use climate model outputs to explore risks at the sectoral, system and spatial levels over time. These models, however, do not cover all sectors and geographies in a comprehensive, consistent way,

and there are knowledge gaps. For instance, while the ‘transportation’ and ‘materials and buildings’ industrial sectors are highlighted for disclosure by TCFD, there is a lack of comprehensive assessments of physical risks facing these sectors. Further, physical risks to specific investments in these sectors will be determined by the location, design, condition, and operation of physical assets.

The development of metrics which enable adaptation and resilience to be evaluated over time and across sectors is an emerging area of knowledge, and best-practice has not yet been established. These issues create challenges for corporates and financial institutions in using the available information to populate their own business scenarios, or to use scenarios produced by third parties, as envisaged by the TCFD. Progress on the development and application of physical risk scenarios falls short of what is required, as demonstrated by the lack of presentations and discussion on physical risk at the conference. Developing physical risk scenarios is complex due to the inherent challenges in trying to understand and evaluate the physical risks and opportunities generated by a changing climate. Impacts from physical risks may also only become apparent over longer time frames, sometimes spanning periods that go beyond the current strategic thinking of corporates and financial institutions. Yet, understanding and addressing the materiality of physical risks, and identifying opportunities will be a vital piece of determining the overall success and long-term sustainability of these organisations, and will be a crucial step for building the resilience of corporate portfolios, as noted by Dr Fiona Wild, Vice- President Sustainability and Climate Change, BHP Billiton.

Acclimatise – experts in physical risk for responding to TCFD recommendations

Acclimatise has worked on physical climate risk and adaptation with corporates and financial institutions for over a decade, helping them identify and respond to physical risks and to take advantage of emerging opportunities generated by a changing climate. We have witnessed the corporate, societal and environmental benefits stemming from the promotion of resilience-building strategies.

At present, we are supporting a Working Group of 16 international banks through a pilot project organised by the United Nations Environment Finance Initiative (UNEP-FI) to meet the TCFD recommendations and develop a harmonised process for the banking sector. We are helping the Working Group develop scenarios and analytical approaches to better understand physical risks and their impact on assets and investment portfolios. We believe the ability of firms to embrace risks and opportunities, and factor them into strategic planning will improve their performance, and create a more resilient banking sector, able to meet the evolving needs of customers as they respond to a changing climate.

Acclimatise is also working for the European Bank of Reconstruction and Development (EBRD) and the Global Centre of Excellence on Climate Adaptation (GCECA) to develop risk, opportunity and strategic metrics for the financial services sector to assist in TCFD disclosures. A major conference will be held on 31 May 2018 to present the results of this work.

While many tools, data sets, studies, and reports exist to analyse physical risks for fixed assets, aggregating these across a portfolio, sector, or country requires a fresh approach. With our guidance, corporates and financial institutions can begin to embark on their TCFD journey.


To discuss how your organisation can meet TCFD requirements, and assess and disclose physical climate risks and opportunities, please contact Laura Canevari: L.Canevari(a)acclimatise.uk.com

Further information:

  • The TCFD was established by the Financial Stability Board in response to a request by the G20 Finance Ministers and Central Bank Governors who recognised the potential implications of climate change for the global financial system. The TCFD recommends corporates and financial institutions assess both risks and opportunities, in preparation for reporting and disclosure. Disclosure is recommended in four areas: governance, strategy, risk management, and metrics and targets. The TCFD recommendations, which were issued in June 2017, have helped bring climate risk to the corporate reporting agenda, and many cor- porates and financial institutions are now taking action to include climate risks and opportunities in the annual financial reporting. Documents from the TCFD, including the recommendations, technical supplement, and annex on implementation can be located here: www.fsb-tcfd.org/publications

  • United Nations Environment Finance Initiative: www.unepfi.org
  • Global Centre of Excellence on Climate Adaptation: www.gceca.org

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Cover photo by William Bout on Unsplash.
CDKN paper showcases lessons learned from working on climate compatible development at different scales

CDKN paper showcases lessons learned from working on climate compatible development at different scales

A recently released working paper by the Climate & Development Knowledge Network, CDKN, showcases lessons learned from seven years of climate compatible development in Asia. The report looks at ten CDKN initiatives that were carried out in India, Indonesia, Nepal and Pakistan, and offer a wealth of experience about climate compatible development at different scales.

The authors argue that effective design is key to working with scale, as such it is analysed through two different lenses in the report. Firstly, it uses ‘pathways’ to describe the different strategies to work with scale, they fall into three broad categories:

  1. Short-term multi-scale pathways that are research-led, and succeed in building awareness, but fall short of embedding new practices.
  2. Short-term multi-scale pathways that adopt a hybrid action and research approach from the outset, and succeed in embedding new practices at some scales (mainly locally), but not at others.
  3. Longer-term multi-scale pathways that take an action research-led approach, and succeed in embedding new practices at multiple scales.

Secondly, through analysing the pathways, the authors suggest that the following principles enable effective, multi-scale pathways for climate compatible development:

  • Get into action early, by encouraging the use of action research approaches.
  • Adopt a flexible and adaptive management approach to project and pathway development, consistent with an action research framing.
  • Extend initial short-term project investments into longer-term pathways, but only in cases where innovation is taking hold in practice as well as in understanding.
  • Adopt flexible points of entry, responding to opportunities as well as more carefully planned approaches.
  • Draw on a rich and flexible toolkit of knowledge brokering and knowledge networking practices, with particular attention to ‘knowledge bridging’ between sectors and between scales.

Acclimatise worked on one of the projects that this paper draws from. Acclimatise supported CDKN India in working with the government of Uttarakhand to deliver a state-level climate change vulnerability and risk assessment (VRA), intended to support the delivery of the State Action Plan on Climate Change (SAPCC). Acclimatise’s primary role was to ensure that the scientific knowledge resulting from the VRA linked to the implementation of the SAPCC and facilitated decision-making in the state. Our team worked with a range of stakeholders including the state government, scientists, community-level organisations, research institutions and the private sector to build awareness and assess capacity for planning adaptation action. This led to the creation of the “Agenda for Climate Action”, a set of policy briefs that enable the results of the VRA to guide climate resilient decision making in Uttarakhand, taking into account international, national and state-level priorities, as well as evidence at the community level.

In the new working paper, Jennifer Steeves of Acclimatise states that “working at different scales requires expertise in working with different types of organisations. CHEA [Central Himalayan Environment Association] was very competent at the local (community) level – but other expertise was needed to link this work to the district- and state-level VRA and bring this work into policy. One of the roles we took in Acclimatise was to link partners and help them avoid working in silos.”

Learn more about the Uttarakhand project by watching the video. The outputs of the project can be found by clicking here.

Analyising existing data infrastructures for climate services

Analyising existing data infrastructures for climate services

By Elisa Jiménez Alonso

The Horizon 2020 project EU-MACS (EUropean MArket for Climate Services) is in full swing and our research is showing first results. Acclimatise and EU-MACS partner Twente University finalised a report analysing the existing climate data infrastructure, and how it may inhibit or stimulate the European climate services market.

The research involved mapping and cataloguing relationships of organisations involved in the climate data infrastructure value chain, as well as interviewing a few experts to gain further insights and corroborate the literture research. Furthermore, a usability survey was designed and carried out to evaluate a range of climate data websites and portals. Finally, the research analysed data infrastructure governance putting emphasis on the processes of data infrastructure governance in Europe.

Analysing relationships in the climate services value chain.

The findings show that the quality and success of climate services highly depend on whether they will fit user needs. Thus, embedding users as integral and equal partners in the co-construction of climate services is of utmost importance. Bridging the gap between user needs and what providers think users need should be seen as an essential part of climate services development.

The report also developed a series of six hypotheses to be tested during future phases of the EU-MACS project:

  1. A common data format and a common convention for data records and exchange will boost services and the popularisation of climate data use.
  2. Role-specific data finding aides (e.g. effective search functions and clear navigation), offered with real human interactive support, are crucial for successfully establishing and maintaining data provider/ user relationships.
  3. Climate services philosophies sometimes seem to pin all hopes on either a good portal or a good set of aides; the solution, however, seems to be more of a combination of both, plus a good overview of available data sources, functional methods and active human (personal/personnel) engagement facilitating how users interact with both portals and aides.
  4. The ultimate task of a good data infrastructure governance is to emancipate it into a ‘knowledge infrastructure’ with greater usability and real-world application by other sectors (e.g. use of data by the mining sector).
  5. Boundary objects can provide the chance to let disparate knowledges and interest, positions and conventions converge. There are numerous items that may enhance cooperation across the boundary of climate sciences into other domains, for example use cases that show the value of climate services (i.e. the business value) to users operating in other, non-climate services, sectors (e.g. aviation or road engineering).
  6. It makes sense that free and open climate data is made accessible through a portal (e.g. Copernicus C3S) when flanked by support and tutorials that enhances inclusivity of a broader user base. Portals need to increase user experience to maximise impact. Freely available data, when it is not combined with appropriate levels of support, can be problematic.

Download the full report “Analysing existing data infrastructures for climate services” by clicking here.


Cover photo by Michal Osmenda (CC BY 2.0): Weather station on Mount Vesuvius.
Climate change impacts and adaptation on Southwestern DoD facilities

Climate change impacts and adaptation on Southwestern DoD facilities

By Acclimatise

A newly published Strategic Environmental Research and Development Program (SERDP) report completed by a team comprised of researchers from the University of Arizona and Acclimatise assessed climate change impacts and adaptation on Southwestern US Department of Defense (DoD) facilities. The project aimed to:

  1. develop and pilot-test approaches for climate risk assessment;
  2. evaluate climate adaptation best practices in a series of case studies, and
  3. evaluate approaches and needs for climate services to support adaptation planning compatible with DoD decision-making needs and processes.

In a four-year long process the project team interacted with DoD personnel in risk assessment workshops and case-study pilots at four installations in the Southwest, through participatory processes. They conducted interviews and convened workshops with personnel, in order to identify gaps, needs, and opportunities for infusing climate adaptation thinking and practice into DoD operations. These interviews also helped evaluate promising approaches to climate services, that mesh with military culture, leadership, and practice. Current obstacles to adopting climate adaptation measures and possible solutions to overcome these obstacles were also explored.

The research team found that integrating climate change risks into decision-making processes creates active engagement as it focusses on current challenges that can be dealt with now. Furthermore, adopting publicly available data and decision-making tools can help bases with limited resources to undertake climate risk assessments comprehensively. Finally, the study showed that while base management was receptive to climate-related actions, day to-day priorities dominate decisions and resource allocation. This is further complicated by the fact that there is rarely designated funding for climate adaptation, forcing base management to allocate already scarce funds to other competing and iften immediate priorities. Thus, mainstreaming climate into existing priorities could help tackle such budget issues.

Installations are the “front lines” of climate adaptation in the DoD and their emphasis allowed the researchers to develop a unique strategy tuned to the needs and challenges of this organizational level, including (1) assessing data and information needs, (2) assessing Base wide risk, (3) engaging personnel, (4) communicating climate change information, (5) mainstreaming climate change into DoD practice and policy, (6) addressing DoD institutional norms, leadership and partnerships, and (7) providing climate services for DoD installations and supporting DoD climate services capacity. This model shows great promise to speed the incorporation of climate adaptation planning at all levels of the DoD.

Download the full report by clicking here.


Cover photo: U.S. Air Force photo by Airman 1st Class Chris Drzazgowski/Released – U.S. Air Force Airman 1st Class Koleton Mitchell, 25th Operational Weather Squadron weather forecaster, participates in a 7-mile-long ruck alongside fellow Airmen at Fort Huachuca, Arizona, one of the bases that participated in this research.
Supply chains gain competitive advantages by becoming more climate resilient

Supply chains gain competitive advantages by becoming more climate resilient

By Maribel Hernandez, Senior Consultant at Acclimatise, and Svante Persson, Coordinator, PROADAPT/IDB

Can supply chains gain competitive advantages by becoming more climate resilient?

How can businesses, large and small, make their supply chains more climate resilient and simultaneously become more profitable? Almost any supply chain, but particularly those that are dependent on natural resources, will experience the impacts of a changing climate in all its parts. A recent study by Acclimatise for the IDB’s PROADAPT program, shows that assessing climate change risks and their effects helps businesses better understand their supply chains and strengthen their resilience, and in that process, give them a competitive advantage in the market.

PROADAPT was launched in 2013 and is co-sponsored by the Inter-American Development Bank (IDB) in partnership with the Nordic Development Fund to improve climate resilience among small and medium enterprises and to foster business opportunities to provide climate resilience solutions, or products and services that help buyers to reduce or transfer their vulnerability to climate risks. This study specifically looked at the effects on a dairy supply chain in Mexico.

Turning climate risks into opportunities

Climate change increases the occurrence of extreme weather events which means increased risks to business assets and operations. It can also reduce the availability and increase the price of certain inputs. Agrifood industries are particularly affected, as they are dependent on the climate. Contrary to what is commonly assumed, reducing these risks can lead to new opportunities. Companies that adapt their strategies become more resilient and thereby increase their competitiveness through more efficient production and cost reductions. The emergence of new products and solutions that improve climate resilience such as heat-resistant building material, drought resistant seeds, water harvesting services, low-drip irrigation, or new insurance schemes also generates new opportunities to local businesses.

Addressing climate change impacts on a supply chain

Being aware of climate change risks and their impacts on a company’s supply chain is the first step towards building climate resilience. The next step is to map the supply chain in detail, including geographic locations, to identify the most vulnerable parts of the chain and target the most appropriate adaptation measures. Finally, adaptation and resilience enhancing measures can be identified and prioritised, such as:

  • Mainstream climate change into the decision making processes and setting risk management procedures according to the identified vulnerabilities, etc.
  • Fine-tune the company’s supply strategy based on the analysis of the relative climate exposure of key commodities and suppliers; expand the supply to other possible suppliers and/or locations; switch to domestic suppliers to reduce risk inherent to long-distance transport logistics, etc.
  • Introduce institutional, commercial and financial arrangements, capacity building activities, awareness-raising and communication options, actions to support community development, social, economic and environmental sustainability, etc.

The implementation of climate adaptation measures can also have positive social and economic impacts on local economies through more sustainable businesses, technology transfers and new markets niches, which enable the development of new local technologies, products, and services at a lower price. Oftentimes, resilience improving measures also mean reducing carbon emissions, like for example biodigestors and clean energy, thus presenting a double benefit.

Download the report by clicking here.

Acclimatise launches GCF Proposal toolkit on how to develop successful proposals for the Green Climate Fund

Acclimatise launches GCF Proposal toolkit on how to develop successful proposals for the Green Climate Fund

By Acclimatise

Acclimatise is releasing a new GCF proposal toolkit today, with support from the Climate and Development Knowledge Network (CDKN). This toolkit is an essential reading for project proponents, accredited entities (AEs) and national designated authorities (NDAs) who would like some guidance on GCF proposal requirements.

Our authors have leveraged their experience in assisting countries and organisations access GCF funding and share tips and guidelines to help you work in the most efficient way possible. Don not hesitate to contact them if you have any questions. You can find more information about how Acclimatise can help you access the GCF and other climate funds in our latest brochure.

Contact the authors: Ms. Virginie Fayolle & Ms. Serena Odianose

Download the toolkit by clicking here.


Cover photo by Balaram Mahalder (CC BY-SA 3.0 )
NOAA’s weather data helps U.S. retailers stay ahead of the competition

NOAA’s weather data helps U.S. retailers stay ahead of the competition

By Amanda Rycerz

America’s retail and manufacturing industries are major generators of economic growth and employment (NRF, 2014). The retail and manufacturing industries contribute a combined US$ 3.23 trillion to the U.S. economy, representing almost 18% of GDP (U.S BEA, 2016). It is therefore not surprising that retail activity is often used as a barometer to gauge the health of the American economy (RILA, 2016). However, the welfare of the retail and manufacturing industries are influenced by a host of external factors including weather. A recent study released by NCEI shows how leading companies are using data from NOAA’s National Centers for Environmental Information to understand the impacts of weather on their business, and make decisions accordingly.

Weather impacts demands for goods and services as well as customer shopping habits, making retail and manufacturing among the most weather sensitive sectors. Warmer weather conditions during winter months can decrease the demand for a range of costly seasonal apparel items including cashmere sweaters and winter boots, industrial items such as snow blowers, food items such as canned tomatoes commonly used in crockpot dishes, and recreational items such as snowboards. On the flip side, a strong winter storm may impact the ability and motivation of consumers to get to stores, or the ability of products to get to market. This may however prove profitable for online retailers that allow customers to shop from the comfort of their own homes (Hatzius et al, 2015).  The retail industry tends to suffer from unseasonal weather patterns and extreme events, however there are indeed winners and losers within this paradigm.

NOAA’s National Centers for Environmental Information (NCEI), the largest archive of climate and weather data in the world, has released their latest case study on how retail and manufactures use NCEI’s climate and weather data. The report, video and infographic are informed by interviews with representatives from major retail and manufacturing companies, and financial firms who invest in these industries. These sectors utilize NCEI’s products to understand the impacts of weather to their businesses or investments, and make decisions accordingly.

There are two data NCEI data products that are particularly useful to support retail and manufactures in weather-related decision-making. These include the State of the Climate Summaries, monthly summaries that recap climate-related conditions on a national and global scale (NOAA NCEI, 2017a), and the Regional Snowfall Index, an index that ranks snowstorm impacts on a scale from 1 to 5 based on the spatial extent of the storm, total amount of snowfall and 2010 census data (Squires et al, 2014).

These data are used in the preparation of quarterly, year over year (YoY) and month over month (MoM) reports. YoY and MoM analysis are used to evaluate a company’s performance on an annual or monthly basis, as compared with a prior year or month, respectively. These analyses can shed light on the factors affecting business performance, for example, weather (‘Year over Year – YOY’, ND). When paired with climate outlooks, aggregated analysis of climate and sales data help inform future-decision making including how much product to manufacture, or how to stock items in various markets. The NCEI report contains several examples of company specific use-cases of these data.

Silvercote, a manufacturer of high-quality metal building insulation products, uses the State of the Climate Summaries to create a YoY and MoM analysis, to understand how their business is operating relative to prior years and months. If a sales region is not meeting sales targets due to weather, and similar weather trends are projected to continue, Silvercote could readjust the size of the sales territory or prioritize sales in regions where weather conditions are anticipated to be more favorable for construction (NOAA, NCEI, 2017b).

When large snowstorms occur late in the winter, the pre-season (fall) is likely to be strong on snow blower sales. Honda Power Equipment, a manufacturer of snow blower equipment, can use RSI to identify highly populated regions where snowstorms occurred late in the last season, and make recommendations to retailers to stock their merchandise in the most strategic locations to optimize sales (ibid).

Foot Locker Inc relies on the monthly State of the Climate Summaries to understand the weather-related drivers that cause utility costs at its 3,000 U.S. nation-wide stores to be higher or lower than budgeted. An analysis performed by Foot Locker Inc. revealed that the January 2017 temperature increase of 1.5°C compared to January 2016’s national average, meant decreased energy demand and correlated to 1 cent per square foot savings in energy costs (ibid). More accurate budgeting mean that more money could be allocated away from expenses and toward capital investments, which would contribute to the overall profitability of the company (ibid).

While the weather cannot be controlled, having the right data to understand, quantify, and measure its economic impacts is an asset for information-driven companies. Companies are continuing to discover applications for climate and weather data to understand risk and opportunities, and are becoming increasingly sophisticated in their usage. This report unpacks some of these applications showing detailed trajectories of NCEI’s data usage (ibid).

Video “The Value of the Data: How NCEI supports the U.S. Retail & Manufacturing Sectors”

 

Infographic of the study (click to enlarge)

Download the report by clicking here.


This summary is based on excerpts from: ‘NOAA NCEI. (2017). Success Stories on User Engagement 5: Retail and Manufacturing. Global Science & Technology, Inc., & Acclimatise Group Ltd. The full report is available here.

References


Cover photo by Air National Gaurd photo by Staff Sgt. Julio A. Olivencia Jr.
Acclimatise brochure: Access to International Climate Funds

Acclimatise brochure: Access to International Climate Funds

Acclimatise is helping to shape the emerging climate finance architecture by utilising the skills and experience gained from advising regional agencies and national governments as well as some of the largest global businesses in developing and implementing adaptation strategies. We support our clients to access, manage and channel the necessary financial resources for the implementation of climate adaptation strategies, programmes and project.

Download the brochure by clicking on your preferred language below:

English

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Navigating a changing climate: Clients prefer resilient ports and navigation authorities

Navigating a changing climate: Clients prefer resilient ports and navigation authorities

The Navigating a Changing Climate initiative’s conference subtitled ‘Moving towards low carbon and resilient waterborne transport infrastructure’ took place in Brussels on 27th and 28th March 2017.

The conference report from this informative and thought-provoking event is now available.

The report:

  • highlights the key messages from the conference
  • provides a summary of the presentations
  • includes links to speakers abstracts and bios; to their PowerPoint presentations; and to the video recordings
  • presents the outcomes of an ad hoc lunchtime discussion on energy sources and emissions from waterborne transport.

The conference was also recorded by the Institute of Marine Engineering, Science and Technology (IMarEST) on behalf of the Think Climate coalition.


Cover photo provided by PIANC
Supporting Uttarakhand with its state climate planning process

Supporting Uttarakhand with its state climate planning process

Acclimatise supported CDKN India in working with the government of Uttarakhand to deliver a state-level climate change vulnerability and risk assessment (VRA), intended to support the delivery of the State Action Plan on Climate Change (SAPCC). Acclimatise’s primary role was to ensure that the scientific knowledge resulting from the VRA linked to the implementation of the SAPCC and facilitated decision-making in the state. Our team worked with a range of stakeholders including the state government, scientists, community-level organisations, research institutions and the private sector to build awareness and assess capacity for planning adaptation action. This led to the creation of the “Agenda for Climate Action”, a set of policy briefs that enable the results of the VRA to guide climate resilient decision making in Uttarakhand, taking into account international, national and state-level priorities, as well as evidence at the community level.

With the establishment of a scientific evidence base for sectoral planning, the creation of a State Centre for Climate Change and an executive-level decision to allocate up to 1% of sectoral budgets to climate action, Uttarakhand is currently at the stage where decision makers are keen to move toward the prioritisation and implementation of its climate plan, while building capacity for mainstreaming in all sectors. In light of this, our team developed step-by-step guidance tailored to Uttarakhand on how to use a co-benefits approach at the sectoral level and programme level to implement policies that offer development and climate benefits.

Watch the video about the project “Climate Change and Uttarakhand: Road to Resilience” 

To read each sectoral brief click on each of the images below:

  

 


Cover photo by Sharada Prasad CS (CC by 2.0)