Advanced Sustainability Risk Leadership Training Course – Amsterdam, 3–14 May 2027

Sustainability Risk Leadership is a 2-week advanced training course for risk leaders, sustainability directors and executives who decide how climate and environmental exposures shape strategy, capital and resilience. Participants build a sustainability risk leadership agenda for their own organisation. Physical hazards, transition pressures and investor scrutiny now move sustainability exposures from the margins of the risk register to the boardroom. Jupiter Prime Training delivers this course on sustainability risk leadership.

Why Sustainability Risk Leadership Matters Now

Three forces now shape sustainability risk leadership. Investors and lenders expect climate exposures to be disclosed with the same discipline as financial risks; supply chains carry heat, water and carbon-price shocks into operating budgets; and employees and communities judge how fairly an organisation shares the costs of transition. An organisation that leads these exposures well protects its licence to operate and its access to capital, while one that treats them as a reporting chore is surprised by stranded assets and disrupted suppliers. The course draws on IFRS S2 Climate-related Disclosures, the GHG Protocol for emissions accounting and ISO 26000 guidance on social responsibility.

Who Gains Most from Sustainability Risk Leadership

• Enterprise risk functions that set the taxonomy, appetite and escalation routes for emerging exposures
• Sustainability directorates that translate climate targets into measurable risk indicators
• Executive committee members who allocate capital between resilience, adaptation and growth
• Finance and treasury leads who price transition exposure into budgets, impairment tests and funding
• Operations and supply chain heads who own physical hazards at sites and in supplier networks

Leadership groups gain most when the chief risk officer, the sustainability lead and a finance partner attend together and leave with one shared view of material exposures.

Sustainability Risk Leadership Capabilities

Participants move from naming climate hazards to steering them: each outcome connects a sustainability exposure to a choice that executives and boards must own.

• Assess physical and transition exposures across sites, products and suppliers — capital allocation committees
• Design scenario narratives that stress strategy under orderly and disorderly transitions — board strategy sessions
• Calibrate sustainability risk appetite statements and tolerance thresholds — risk committees
• Build key risk indicators linking emissions, water stress and supplier resilience — executive dashboards
• Communicate climate exposures in line with IFRS S2 expectations — investors and lenders
• Lead cross-functional resilience responses when hazards materialise — operational continuity owners

Key Sustainability Risk Leadership Terms

• Physical risk — loss or disruption caused by acute climate events such as floods and heatwaves or by chronic shifts in temperature and rainfall.
• Transition risk — financial exposure arising from policy, technology, market and reputation changes as economies move to lower-carbon models.
• Scenario analysis — a structured way of testing strategy against several plausible futures rather than a single forecast.
• Risk appetite — the amount and type of sustainability exposure an organisation is willing to accept in pursuit of its objectives.
• Double materiality — assessing both how sustainability issues affect the organisation and how the organisation affects people and the environment.
• Stranded asset — an asset that loses value early because climate policy, technology or demand shifts make it uneconomic.

Sustainability Risk Leadership Day by Day

Day 1: The Sustainability Risk Landscape

• Climate Hazard Taxonomy — Separating Acute, Chronic and Transition Exposures
• Stakeholder Expectation Mapping — Investors, Lenders, Insurers and Communities
• Licence to Operate Analysis — Social and Environmental Tolerance Limits
• Sustainability Risk Maturity Diagnostic — Gaps in Current Practice
• Board Accountability Lines — Who Owns Climate Exposure Decisions

Day 2: Physical Hazards Across Assets and Suppliers

• Site Hazard Screening — Heat, Flood, Water Stress and Storm Exposure
• Supplier Tier Mapping — Concentration of Climate Vulnerability Upstream
• Asset Lifetime Exposure Profiles — Matching Hazards to Investment Horizons
• Business Interruption Modelling — Downtime From Extreme Weather Events
• Adaptation Option Appraisal — Hardening, Relocation or Insurance Transfer

Day 3: Transition Exposure and Carbon Economics

• GHG Protocol Scope 1, 2 and 3 Profiles — Locating Carbon Liabilities
• Internal Carbon Pricing — Shadow Prices in Investment Appraisal
• Technology Disruption Signals — Substitutes Threatening Core Revenue Lines
• Market Demand Shifts — Customer Preferences for Low-Carbon Products
• Stranded Asset Screening — Early Write-Down and Divestment Triggers

Day 4: Climate Scenario Analysis

• Orderly, Disorderly and Hot-House Narratives — Framing Plausible Futures
• Scenario Variable Selection — Carbon Price, Temperature and Demand Drivers
• Structured Storyline Development — Leadership Alignment on Key Uncertainties
• Quantitative Stress Testing — Revenue, Cost and Asset Value Sensitivities
• Strategic Resilience Findings — Which Business Lines Hold Under Stress

Day 5: Sustainability Risk Appetite and Tolerances

• Appetite Statement Drafting — Qualitative Positions on Climate Exposure
• Tolerance Threshold Setting — Emissions, Water and Supplier Limits
• Escalation Triggers — When Breaches Reach the Executive Committee
• Trade-Off Framing — Growth Ambitions Against Transition Exposure
• Appetite Cascade — Translating Board Positions Into Business Unit Limits

Day 6: Integrating Sustainability Into Enterprise Risk

• Risk Taxonomy Integration — Climate as a Driver of Existing Categories
• Key Risk Indicator Design — Leading Signals for Sustainability Exposure
• Control Ownership Assignment — First and Second Line Roles
• Risk and Control Self-Assessment Updates — Sustainability Prompts for Units
• Emerging Risk Radar — Horizon Scanning for Nature and Social Exposures

Day 7: Social and Supply Chain Exposure

• ISO 26000 Core Subjects — Human Rights, Labour and Community Issues
• Just Transition Assessment — Workforce and Community Impacts of Change
• Supplier Due Diligence Screens — Labour, Water and Emissions Conduct
• Double Materiality Assessment — Outward Impacts Alongside Financial Effects
• Grievance and Remedy Channels — Early Warning of Social Risk

Day 8: Disclosure, Assurance and Investor Dialogue

• IFRS S2 Governance, Strategy, Risk and Metrics Pillars — Disclosure Readiness
• Metric and Target Selection — Credible Indicators for Climate Performance
• Assurance Readiness Review — Evidence Trails Behind Reported Figures
• Investor Engagement Briefings — Answering Questions on Transition Plans
• Greenwashing Exposure Check — Aligning Claims With Underlying Evidence

Day 9: Leading Resilience Across the Organisation

• Crisis Leadership Protocols — Coordinating Response to Climate Events
• Resilience Investment Cases — Prioritising Adaptation Spending
• Culture and Incentive Alignment — Linking Pay to Sustainability Indicators
• Cross-Functional Risk Forums — Risk, Finance, Operations and Sustainability
• Board Reporting Cadence — Formats That Support Timely Climate Decisions

Day 10: Practising the Sustainability Risk Leadership Agenda

• Exposure Map Consolidation — Physical and Transition Findings in One View
• Scenario Stress Results Review — Strategic Choices for Leadership
• Appetite and Indicator Set Finalisation — Thresholds Ready for Approval
• Peer Challenge Panel — Testing Assumptions With Fellow Leaders
• Sustainability Risk Leadership Agenda — Priorities, Owners and Board Milestones

Applying Sustainability Risk Leadership After the Course

• Run a scenario stress session with the executive committee using orderly and disorderly transition narratives built in the course
• Draft and table a sustainability risk appetite statement with tolerance thresholds and key risk indicators for risk committee approval

Sustainability Risk Leadership Questions (FAQ)

What is Sustainability Risk Leadership and why does it matter now?

Sustainability risk leadership is the practice of steering climate, environmental and social exposures through strategy, appetite and resilience decisions. It matters now because investors, lenders and insurers price these exposures directly, and disclosure under IFRS S2 makes leadership choices visible.

Which roles gain most from Sustainability Risk Leadership training?

Chief risk officers, sustainability directors, finance leads and operations heads gain most. Each owns part of the exposure, and the course gives them a shared language for physical hazards, transition pressures and appetite thresholds.

How does Sustainability Risk Leadership differ from a sustainability reporting course?

A reporting course focuses on preparing disclosures and metrics. This leadership course focuses on the decisions behind them: scenario stress testing, appetite setting, risk integration and resilience investment, so that what is reported reflects how exposures are actually governed.

What do you bring back from Sustainability Risk Leadership training?

You bring back a sustainability risk leadership agenda with consolidated exposures, scenario findings, appetite thresholds, key risk indicators and named owners, ready to table with your executive committee and board.

Sustainability Risk Leadership: The Way Forward

The sustainability risk leadership agenda first informs how the board sets appetite for transition exposure in the next strategy cycle. Risk, sustainability and finance leads use it to align indicators, owners and resilience spending. After its first use, revisit the scenario assumptions, because carbon prices, hazard data and supplier conditions shift faster than most planning calendars.