Panel discussion with Kearney and Schroders
Watch the full webinar to explore how to secure internal buy-in
Watch nowForward-thinking companies are discovering that climate action isn’t just a responsibility – it’s a competitive advantage. Those that act decisively on climate aren’t just mitigating risks – they’re unlocking growth, boosting resilience, and strengthening brand loyalty.
That’s the resounding message from sustainability leaders during our recent webinar “Securing CFO Buy-In: The Business Case for Bold Climate Action”, hosted in partnership with Sustainable Brands. Moderated by ShanMae Teo, Chief Financial Officer of Climate Impact Partners, the panel featured insights from:
- Pei Yun Teng, Global Director of Social Impact & Sustainability, Kearney
- Madeleine Cobb, Global Head of Corporate Sustainability, Schroders
Watch the full recording of this insightful panel discussion or read on for key takeaways from their conversation.
Sustainability is a Strategic Priority - Not a Nice-to-Have
Pei Yun emphasized that climate action is no longer a "nice to have." It's now a business-critical necessity. “Organizations, big and small, are seeing increasing expectations from customers, employees, the public, investors and regulators… it's very much now linked to part of the business's core strategy and success.”
Madeleine echoed this, framing climate change as both a risk and an opportunity. “We primarily see climate as an investment risk… carbon pricing, regulation, stranded assets and extreme weather events all pose risks to revenue and capital. That growing risk is driving institutional investors to demand more transparent and credible climate strategies – with over half of the world’s top 100 asset owners making public climate commitments, setting a higher standard for corporate climate action.”
Tangible Programs Build Credibility
Both Schroders and Kearney have implemented science-based targets:
- Madeleine stated how these measures helped turn climate ambition into operational reality: “We set science-based targets, moved to 100% renewable electricity, and introduced an incentive scheme for electric vehicles.”
- Pei Yun described how these efforts spurred organizational change: “We also introduced an internal carbon pricing program targeting air travel to increase transparency and shift ownership from the sustainability team to everyone at the firm.”
Engage employees for greater impact
Purpose-driven employees want to work for companies that align with their values. Both firms emphasized this as part of their internal case for climate action.
Pei Yun shared: “93% of our people say sustainability and social impact are important to them. They want to work at a place that gives them purpose.”
Schroders has taken employee engagement even further, asking them to vote on which climate solution projects the company should invest in: “We shared the options with our employees… so they could choose the projects they were most interested in.”
Carbon Markets: Don’t Wait - Plan for Long-Term Removals Now
Both companies are planning their long-term strategies for carbon removals. Madeleine said: “at Schroders, we’re restarting our planning now. We previously bought a five-year bank of carbon credits as it felt better to invest in long-term projects rather than changing it every year… now we’re revisiting that strategy with new market insights and we’re looking to increase the share of removals over avoidance.”
Pei Yun explained: “Our commitment is 100% removals by 2030… but the market is still evolving. We’re modelling different scenarios and helping our leadership, finance and legal stakeholders understand the implications, benefits and risks.”
Speak the CFO’s Language: Strategy, ROI, and Peer Pressure
To win over finance leaders, sustainability professionals need to speak in terms of strategy, outcomes and clear business value.
Madeleine advised integrating sustainability into broader business planning: “It’s important to show how it contributes to the business strategy… and the actions you're going to take to reach those objectives. So, you’d want to frame it as: why are we doing this, how does it support business strategy, and what is the ROI or risks of inaction?”
Pei Yun emphasized: “Many CFOs still see sustainability as a cost, but we need to help them reframe this as a strategic value driver and ask: what’s the ROI, and what’s the opportunity cost of doing nothing?”
Cross-Functional Collaboration is Key
Getting buy-in is not just about making a compelling case, it's also about embedding sustainability into operations. Madeleine commented: “CFOs often have operational oversight. Show how you're working with other departments, like procurement or facilities, to deliver shared goals.”
CFOs are starting to view sustainability through the lens of opportunity, not just compliance. Pei Yun shared findings from Kearney’s December 2024 survey of 500 CFOs: “Over 90% of CFOs planned to increase their investment in sustainability… shifting away from a compliance focus to really driving value, both on the revenue and cost side.” Madeleine added that benchmarking peer activity also helps, as “no finance leader wants their company to lag behind”.
Data and Metrics Matter so make them visible
Integrating sustainability into KPIs and decision-making frameworks is crucial. Both firms now tie emissions and climate KPIs to executive compensation, reinforcing accountability from the top.
Pei Yun highlighted: “CFOs love numbers. Moving toward a carbon budget, similar to a financial budget, gives everyone regular transparency so they understand their impact and progress vs a target.”
In Summary
As Madeleine summarized: “Once CFOs understand that there’s a solid strategy and that it fits with business goals… then the business case really comes through.”
The path to securing CFO buy-in starts with reframing climate action not as a cost, but as a long-term investment in resilience, reputation, and growth.
Want to Dive Deeper? Watch the full webinar to hear more directly from our panel experts.
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Many CFOs still see sustainability as a cost, but we need to help them reframe this as a strategic value driver and ask: what’s the ROI, and what’s the opportunity cost of doing nothing?
