Citations

Bottom-up scenario analyses are conducted across the value chain to assess the resilience of Nestlé’s strategy under different climate scenarios. They are carried out in partnership with Risilience, a UK-based company, which is using methodologies and scenarios from its academic partner, the Centre for Risk Studies at the University of Cambridge Judge Business School.’

‘The relevant operational teams, including procurement, agriculture and business continuity management review the most significant climate-related risks, develop mitigation strategies and identify opportunities.’

See page 22.

We collaborate with third-party expert Risilience and their partner, the Centre for Risk Studies at the University of Cambridge. Risilience specializes in providing the methodology and climate modelling platform that, in combination with their own data and assumptions, drives informed decision-making and impact analysis through climate-related risk assessment and scenario analysis.’ ​

‘Identifying and managing climate change-related risks is part of ourERM process, enabling us to expand and deepen our understandingof our impact on the planet, informing our strategies and ultimately sharpening and enhancing our approaches.​

‘Risilience… drives informed decision-making and impact analysis through climate-related risk assessment and scenario analysis.’

See page 20.

‘Understanding and addressing climate-related risks is central to our long-term sustainability and business strategy. In 2024/25, we modelled our climate risks using the platform of our partner Risilience, which provided valuable insights into exposure across our sourcing regions and supply chain.’

‘Risilience… provided valuable insights into exposure across our sourcing regions and supply chain.
‘These findings inform our mitigation strategy, which focuses on building resilience both at farm level and across our broader operations.’

See page 35.

‘We partner with Risilience, a specialised climate analytics company which uses technology pioneered by the Centre for Risk Studies at the University of Cambridge Judge Business School, to co-develop a digital twin platform, enabling the modelling of both physical and transition risks across our value chain over a 20 to 30-year time horizon.’

See page 37.

The project was supported by Risilience, a specialist third-party Sustainability Intelligence provider that enables compliance with TCFD recommendations and ESRS requirements.’

Outcomes of the quantified risks are summarized… and presented qualitatively in low-, medium-, and high-risk categories in line with the internal ERM and double materiality approach.’

‘The Consumer Demand model covers not only consumer demand for products, but also the macro demand of business sectors for Lenzing’s products.’

See pages 83, 104 and 105.

‘We collaborated and consulted with external specialist teams, such as the sustainability intelligence company Risilience and its academic partner, the Centre for Risk Studies at the University of Cambridge.’

‘By analysing climate scenarios we identify and assess risks and opportunities to ensure the resilience of our strategy in the short, medium and long term.’

See pages 135 and 148.

‘Disclosures use scenario analysis that is appropriate to Burberry’s scale and risk profile, drawing on the skills and methodologies of relevant experts. In the current year Burberry was in partnership with Risilience (formerly the University of Cambridge’s Centre for Risk Studies).’

See page 2.

‘Our modelling enables us to better understand our potential risks and opportunities, including the financial and other impacts that they could have on our business and our strategy.’

See page 23.

‘To support this analysis, we used the Risilience climate modelling platform to simulate a range of climate scenarios and inform our strategic planning. As part of the assessment, we identified physical risks and six key categories of transition risks related to climate change

that may impact our operations, value chain, and stakeholder relationships.’

‘We further developed our understanding of how Sage’s climate risks and opportunities could financially and operationally impact the business and identified additional strategic and operational touchpoints to better take advantage of climate opportunities and manage climate risks.’

See pages 35 and 36.