Business and Climate Change Training Course

Duration 10 days 20 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Sustainability Managers, Risk Managers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-CCA-003

Before you join: Participants should have working experience in a business, public-sector, financial, infrastructure, NGO or supply-chain role and familiarity with their organisation’s planning, risk or reporting processes.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Climate change is already affecting asset reliability, employee safety, supply continuity, insurance costs, customer demand and regulatory expectations. Business leaders need to distinguish material climate risks from general sustainability concerns, quantify exposure using credible evidence, and make investment decisions before disruption becomes a crisis. They must also identify commercial opportunities in climate-resilient products, services, infrastructure and finance.

This course examines how climate science translates into business risk, strategy, governance and action. Participants assess physical and transition risks; apply climate scenarios; identify value-chain vulnerabilities; prioritise adaptation options; and connect climate action to capital planning, procurement, operations and disclosure. The course uses recognised references including the TCFD recommendations, IFRS S2, ISO 14090 and the GHG Protocol. It also addresses the relationship between adaptation, emissions reduction, nature, finance, insurance and stakeholder engagement.

Participants work through realistic cases drawn from banking, manufacturing, infrastructure, energy, agriculture, public services and international supply chains. Short instructor briefings establish the technical concepts, followed by structured case analysis, group decision work, scenario simulations and application planning. Each participant develops a climate business case and adaptation action plan for a selected organisation, business unit, asset portfolio or supply chain. The final capstone requires participants to review and present their completed climate response plan, including priority risks, financial implications, actions, owners, indicators and governance arrangements.

The course suits professionals who already contribute to strategy, risk, operations, finance, sustainability, procurement, investment or resilience decisions and now need a disciplined business approach to climate change.

What you will be able to do

  • Interpret climate science, hazards and scenarios for business decision-making
  • Assess physical and transition climate risks using materiality criteria
  • Build a climate risk register with exposure, vulnerability and control ratings
  • Apply TCFD and IFRS S2 requirements to climate-related disclosures
  • Develop adaptation options using cost-benefit, feasibility and residual-risk analysis
  • Integrate climate considerations into strategy, capital planning and procurement
  • Prepare climate governance, metrics and reporting arrangements for senior oversight
  • Present a prioritised climate business case and adaptation action plan

Benefits of attending

For you

  • Ability to translate climate evidence into board-relevant business decisions
  • Practical experience building a climate risk register and adaptation plan
  • Greater confidence challenging unsupported climate claims and risk assumptions
  • Working knowledge of TCFD, IFRS S2 and ISO 14090 applications
  • A completed climate business case for use with internal decision-makers

For your organisation

  • Clearer prioritisation of climate threats to assets, operations and supply chains
  • Better capital allocation through climate-informed investment appraisal
  • Stronger climate governance, ownership, metrics and escalation processes
  • More credible preparation for climate disclosure and investor scrutiny
  • Practical adaptation actions that reduce disruption, losses and recovery costs

Course modules

20 modules over 10 days

Participants can explain how climate change affects business value, risk and strategic choices.

  • Climate hazards, exposure and vulnerability distinguished through business-relevant examples
  • Acute events and chronic shifts linked to operational disruption
  • Physical, transition and liability risks compared using TCFD categories
  • Business value drivers affected by climate conditions and policy change
  • Time horizons aligned with operational, financial and strategic planning
  • Climate opportunity categories identified within products, services and investment decisions

Participants can interpret climate information without overstating certainty or precision.

  • IPCC evidence assessed through confidence levels, likelihood and uncertainty statements
  • Representative concentration pathways and shared socioeconomic pathways compared carefully
  • Downscaled climate projections interpreted against local decision requirements
  • Return periods, probabilities and non-stationarity explained for asset planning
  • Heat, flood, drought and sea-level indicators matched to business exposure
  • Climate data limitations documented before decisions rely on projections

Participants can design clear climate oversight, ownership and escalation arrangements.

  • Board oversight responsibilities mapped against material climate decision points
  • Management roles allocated through a RACI responsibility matrix
  • Climate risk appetite statements connected to enterprise risk thresholds
  • Three lines model applied to climate controls and assurance
  • Escalation triggers defined for severe weather and emerging transition risks
  • Executive incentives examined for consistency with climate objectives

Participants can determine which climate issues warrant management attention and disclosure.

  • Financial materiality assessed through revenue, cost, asset and financing effects
  • Impact materiality identifies effects on people, ecosystems and communities
  • Double materiality matrix constructed using stakeholder and financial evidence
  • Materiality thresholds calibrated against existing enterprise risk criteria
  • Stakeholder interviews structured to test climate concern significance
  • Evidence logs record assumptions, sources, confidence and decision relevance

Participants can assess physical climate exposure and vulnerability for business assets and activities.

  • Asset exposure mapped against flood, heat, drought and storm hazards
  • Vulnerability factors assessed through sensitivity, adaptive capacity and dependencies
  • Criticality ratings identify assets requiring priority climate protection
  • Bow-tie analysis links climate threats, controls and consequence pathways
  • Business interruption scenarios quantify downtime, recovery and service effects
  • Physical risk register records causes, impacts, controls and owners

Participants can identify climate dependencies and disruption points throughout value chains.

  • Value chain mapping identifies upstream, operational and downstream climate dependencies
  • Supplier segmentation combines spend, criticality, geography and substitutability criteria
  • Single-source dependencies tested against climate disruption scenarios
  • Supplier questionnaires gather hazard exposure, preparedness and recovery capability
  • Transport corridors assessed for flood, heat and port disruption
  • Procurement controls specify climate data, continuity plans and contractual requirements

Participants can evaluate transition risks arising from policy, markets, technology and stakeholder expectations.

  • Carbon pricing mechanisms assessed through direct and indirect cost exposure
  • Regulatory horizon scanning identifies emerging climate obligations and deadlines
  • Technology substitution risks tested against asset lives and investment cycles
  • Customer preference shifts translated into demand and pricing assumptions
  • Reputation risks examined through claims, campaigns and media scrutiny
  • Transition risk register integrates policy, market and technology indicators

Participants can connect emissions data and reduction plans to wider climate business strategy.

  • GHG Protocol scopes classified using operational and financial control approaches
  • Scope 3 screening identifies significant categories and data priorities
  • Emissions baselines reconciled with operational, procurement and financial records
  • Marginal abatement cost curves compare reduction measures objectively
  • Decarbonisation roadmaps sequence actions by cost, feasibility and impact
  • Adaptation and emissions reduction interactions assessed for trade-offs

Participants can construct decision-useful climate scenarios and test strategic assumptions.

  • Scenario purpose defined before selecting variables, horizons and outputs
  • Baseline, moderate and severe scenarios built with consistent assumptions
  • Physical hazard pathways connected to revenue, cost and asset effects
  • Transition pathways test carbon prices, demand shifts and technology adoption
  • Sensitivity analysis isolates assumptions driving material financial outcomes
  • Scenario narratives communicate uncertainty without false numerical precision

Participants can estimate climate-related financial implications for business planning and investment.

  • Climate impact pathways translated into revenue, operating cost and capital expenditure
  • Expected annual loss estimates combine event probability and consequence values
  • Net present value compares adaptation investments with avoided losses
  • Discount rates and asset lives tested for climate-sensitive investments
  • Insurance deductibles, premiums and exclusions incorporated into financial exposure
  • Financial assumptions documented for management review and challenge

Participants can identify and screen adaptation measures suited to priority climate risks.

  • Avoid, accommodate, protect, retreat and recover options compared
  • Nature-based solutions assessed alongside engineered protection measures
  • No-regret measures identified under uncertainty and multiple climate futures
  • Adaptation pathways sequence decisions using trigger points and thresholds
  • Maladaptation risks tested against equity, ecology and long-term costs
  • Option longlists connect hazards, vulnerabilities, controls and investment choices

Participants can select adaptation actions using transparent investment and risk criteria.

  • Multi-criteria decision analysis weights cost, benefit, urgency and feasibility
  • Cost-benefit analysis estimates avoided losses and implementation expenditure
  • Residual risk ratings compare protection levels after proposed controls
  • Capital prioritisation considers dependencies, timing and available funding
  • Decision criteria address vulnerable groups and service continuity
  • Investment cases specify benefits, assumptions, owners and approval routes

Participants can integrate climate resilience into operational control and asset management.

  • Asset management plans incorporate climate condition and failure data
  • Design standards reviewed against future hazard and service requirements
  • Preventive maintenance schedules adjusted for heat, moisture and extreme weather
  • Business continuity plans include climate triggers and recovery priorities
  • Emergency response procedures coordinate staff safety, communications and suppliers
  • Resilience performance indicators track downtime, damage and recovery

Participants can apply climate considerations to lending, investment and project appraisal decisions.

  • Portfolio heatmaps identify concentrated climate exposure by geography and sector
  • Due diligence questions test borrower adaptation capacity and transition plans
  • Climate covenants define reporting, action and breach escalation requirements
  • Project finance models incorporate hazard disruption and resilience expenditure
  • Stranded asset risks assessed through policy, demand and technology scenarios
  • Stewardship engagements address investee governance, targets and disclosures

Participants can prepare decision-useful climate disclosures supported by auditable evidence.

  • TCFD pillars applied to governance, strategy, risk management, metrics
  • IFRS S2 requirements mapped to existing reporting processes
  • Climate disclosures connected to financial statements and annual reports
  • Metrics selected for exposure, resilience, emissions and transition progress
  • Control evidence retained for assurance, audit and management review
  • Greenwashing risks reduced through substantiated claims and clear boundaries

Participants can structure an adaptation programme using ISO 14090 planning principles.

  • ISO 14090 principles translated into organisational planning requirements
  • Context analysis identifies climate drivers, stakeholders and decision boundaries
  • Adaptation objectives set with measurable outcomes and target dates
  • Implementation plans assign resources, responsibilities and control measures
  • Monitoring arrangements track effectiveness, change signals and unintended effects
  • Periodic review updates plans when evidence or conditions change

Participants can communicate climate decisions clearly to internal and external stakeholders.

  • Stakeholder mapping ranks influence, exposure, interest and information needs
  • Climate communications distinguish facts, assumptions, commitments and uncertainties
  • Board papers present decisions, options, costs and residual risks
  • Community engagement addresses local knowledge, equity and trust concerns
  • Investor briefings connect climate performance with financial materiality
  • Incident communications prepare messages for climate-related service disruption

Participants can establish climate metrics and monitoring routines for management control.

  • Key risk indicators define thresholds for climate exposure and preparedness
  • Leading indicators track maintenance, supplier readiness and adaptation delivery
  • Lagging indicators measure losses, downtime, claims and recovery costs
  • Data owners assigned for collection, validation and reporting timetables
  • Dashboards combine climate indicators with operational and financial metrics
  • Data quality controls document completeness, consistency, lineage and limitations

Participants can create a feasible roadmap for embedding climate action into business processes.

  • Roadmap milestones align climate actions with budgeting and planning cycles
  • Workstreams organise governance, data, operations, finance and communications tasks
  • Change impact assessments identify affected roles, processes and systems
  • Capability plans specify training, recruitment and specialist support needs
  • Dependency mapping identifies approvals, suppliers, data and funding constraints
  • Implementation risks tracked through owners, actions and escalation dates

Participants can build, review and present a complete climate business case and adaptation action plan.

  • Material climate risks synthesised into a prioritised executive risk profile
  • Scenario evidence supports quantified assumptions and stated uncertainty ranges
  • Adaptation options ranked using agreed financial and resilience criteria
  • Implementation roadmap assigns owners, milestones, budgets and dependencies
  • Governance, metrics and reporting arrangements support accountable delivery
  • Peer review tests logic, evidence, feasibility and communication clarity

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Climate materiality assessment template
  2. Physical and transition climate risk register
  3. Climate scenario analysis model
  4. Adaptation option appraisal matrix
  5. Climate governance and metrics dashboard
  6. Climate business case and action plan

Who should attend

  • Sustainability Managers — responsible for translating climate commitments into business actions
  • Risk Managers — need climate risks incorporated into enterprise risk processes
  • Strategy Managers — assess climate effects on markets, investments and business models
  • Operations and Asset Managers — protect sites, services and critical infrastructure from hazards
  • Finance and Investment Professionals — evaluate climate exposure in funding and capital decisions
  • Procurement and Supply Chain Managers — address supplier disruption and climate-related dependency risks

Skills and tools covered

Climate risk assessmentScenario analysisAdaptation planningClimate disclosureResilient investment appraisalClimate governance

Tools and standards

TCFD recommendations, IFRS S2 Climate-related Disclosures, ISO 14090 Adaptation to Climate Change, GHG Protocol

How the course runs

Training methodology

Instructor briefings introduce climate science, business risk methods, reporting requirements and adaptation planning tools. Participants analyse sector cases, interpret hazard and exposure data, test decisions through facilitated simulations, and compare options in small groups. Structured templates are used throughout so participants can build material for their own organisation from the first week. Facilitated review sessions test assumptions, challenge priorities and improve final plans. Trainers adapt cases and discussion emphasis to the cohort’s sectors, responsibilities and geographic exposure.

Requirements and prerequisites

Participants should have working experience in a business, public-sector, financial, infrastructure, NGO or supply-chain role and familiarity with their organisation’s planning, risk or reporting processes. Basic awareness of climate change and sustainability terminology is useful. Participants should be prepared to discuss a real organisation, asset base, product line or supply chain during application work. No prior climate modelling, environmental science qualification, carbon accounting certification or specialist finance training is required. Technical climate concepts are introduced before they are used in analysis.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants need general workplace experience and familiarity with planning, risk, operations, finance or sustainability discussions. The course introduces climate science, reporting concepts and financial methods before applying them.

Participants should bring information about a real organisation, business unit, asset, product line or supply chain they can use for application work. Public reports, risk registers, strategy documents or operational data are useful but not mandatory.

It suits managers and specialists in sustainability, risk, strategy, finance, operations, procurement, investment and resilience roles. It is particularly useful for people expected to turn climate commitments into funded and managed actions.

Carbon accounting courses focus mainly on measuring and reporting greenhouse gas emissions, while ESG reporting courses focus on reporting requirements and indicators. This course addresses climate risk, adaptation, business continuity, investment decisions, governance and disclosure together.

Participants build a climate business case and adaptation action plan for a real work context during the course. The templates can be used to brief senior leaders, assess assets, review suppliers or prepare climate reporting evidence.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first week establishes risk, materiality, scenario and financial analysis methods; the second week focuses on adaptation choices, reporting, implementation and the final capstone presentation.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

Related courses in Climate Change Adaptation