22 Oct 2025

Key Takeaways: Navigating ESG and Climate Headwinds: Strategic Narratives for Financial Sector Boards

Chapter Zero, in collaboration with the Climate Governance Initiative (CGI), hosted a workshop during London Climate Action Week for non-executive directors and senior leaders of financial services firms. Delivered by Suzy Glass, Co-CEO of BRAE, the workshop explored how board members of financial services firms should communicate the business case for climate consistently and with conviction in the context of current geopolitical and ESG headwinds.

Following the discussion, Chapter Zero, together with the Climate Governance Initiative, developed a guide for financial services non-executive directors (NEDs) who want to sharpen and communicate their strategic, business-focused approach to climate and ESG.

Key Takeaways

Embedding climate and nature into business strategy is a prudent risk management imperative and shock resilience opportunity. But to make that case, boards and their leadership teams need a strong, individually tailored, business-focused narrative.

Narratives do not emerge on their own. They need to be developed and agreed. It can help to use a simple framework to form and structure a robust narrative, focusing on the following elements:

  1. Common Cause
    Articulate shared values and interests across diverse stakeholders. E.g. align climate strategy with long-term prosperity, competitiveness, and national interest.
  2. The Problem
    Be specific and honest about the problems the company is currently facing, including the risks of inaction—from stranded assets to regulatory breaches to social instability. Remember why you set out on this path in the first place—you identified a business need based on evidence, go back to that original need, re-examine it in the current context, and build from there.
  3. The Solution
    Outline positive, concrete, and realistic visions of success. You might focus on resilient business models, trusted brands, and future-fit talent. To do justice to this element, the board will need to engage in some foresight activities and agree a future destination that resonates with the organisation’s goals and strategic direction.
  4. The Call to Action
    Create clarity around what comes next, offering ideas and pathways—whether it’s enhancing disclosures, refreshing the strategy, or creating new products or partnerships.
  5. Action
    Incorporate time-frame details, including how action can or must sustain into the future. Extend the core narrative to demonstrate how it holds firm over that time-frame.

With growing challenges and complexity in the climate debate across business, regulatory, political and societal audiences, it’s very valuable to give practical guidance to financial services NEDs, so they can be more effective contributors to that debate.

- Non-executive director, international bank

Explore the case studies from the workshop and read the full guide here:

Navigating ESG and Climate Headwinds: Strategic Narratives for Financial Sector Boards

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