Last week, Risilience co-hosted the BRC’s annual 2026 Horizon Scan, convening sustainability leaders across UK retail. The BRC team opened with a sharp update on the regulatory landscape, before handing over to Mary Goldman, Head of Product Climate & Nature Solutions at Risilience, for an insightful presentation and discussion on Advancing Action Amid Regulatory and Supply Chain Uncertainty.
Key takeaways
Businesses need to prepare for nature risks because they are already having financial consequences – share price falls, delays to operational growth, and potential loss of valuation gain.
The strategic imperative to act on climate and nature is clear, but the path is clouded by a complex web of evolving regulations and opaque supply chains.
CSRD and EUDR rollbacks delay reporting requirements, but physical and transition risks continue to threaten business continuity and costs.
Workshop 1: Internal engagement: Building buy-in across the business, with Oliver Carpenter, VP Model Development
To secure internal buy-in for sustainability, it is crucial to demonstrate the return on investment to the chief financial officer by clearly communicating the impact on both the top and bottom line. For the wider C-suite and board, sustainability actions are best championed as a form of risk mitigation that offers value and brand protection.
Beyond risk, there are tangible opportunities for growth through enhanced reputation, cost savings, and expansion into sustainable markets.
Key takeaways
Securing internal buy-in for sustainability hinges on tailoring the message to each stakeholder, emphasising financial ROI and risk mitigation for leadership.
Workshop 2: Strategy beyond climate: Bringing nature to the board, with Mary Goldman, Head of Product Climate & Nature Solutions, and Danielle Thomson, VP of Sales for Climate and Nature
The age of nature-related reporting is here, and the first movers already have a strategic advantage. With the ISSB drawing directly on the TNFD framework and LEAP approach, nature has moved from a peripheral concern to a core strategic issue. Companies now need to dig deep into their operations and supply chains to understand complex dependencies and impacts on ecosystems.
Retail companies that turn what looks like a disclosure requirement into a strategic tool for building a more resilient, sustainable, and valuable enterprise will most likely secure board buy-in.
Key takeaways
Protecting nature is not just an environmental issue, but a core business concern.
Workshop 3: Data deep-dive: Plugging gaps and driving decision-making, with Tamara Evan, Senior Product Manager
Exploring the persistent challenges of data acquisition for corporate sustainability reporting, participants were challenged to think beyond the frustrations of data acquisition to engage in a data valuation process for three key commodities: cocoa, cotton, and timber.
In determining which data is most worth the investment to acquire, discussion produced a clear strategic direction for improving supply chain oversight beyond transactional requests towards a more collaborative, partnership-based model.
Key takeaways
The need to shift from simple data requests to fostering genuine partnerships and supporting suppliers in the pursuit of rich and accurate data. Meaningful transparency is achieved through collaboration, not just compliance.
Workshop 4: Transition planning: Driving long-term transformative impact across supply chains, with Oliver Carpenter, VP Model Development
Driving transformative impact across supply chains begins with the near-term priority of mapping the supply chain, establishing the necessary data to understand supplier emissions, and identifying which suppliers have their own targets.
In the mid-term, strategy should shift to building deeper partnerships with suppliers through long-term contracts and collaborative financial support for on-the-ground resilience projects. Suppliers are critical stakeholders who must be brought along on the journey equitably, with retailers leveraging their capacity and knowledge to consult and support them.
All interventions must be backed by data to demonstrate effectiveness in meeting targets and their impact on the bottom line.
Key takeaways
A successful supply chain transition requires a phased approach, beginning with data collection and near-term efficiencies before building long-term, collaborative partnerships with suppliers.
Steps for retail businesses to take now
- Make connections – link sustainability to financial risk and business impact.
- Avoid disruptions to business – engage suppliers to maintain a resilient and cost-effective supply chain.
- Nature readiness – get started on integrating nature.
- Changing consumer demand – mitigate reputational risk and associated financial impacts.
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