Download analysis - Climate Change Commission Wales

Climate Change Commission for Wales
Business and Tourism Sectoral Adaptation Plan Workshop 18th May 2015
DESCRIPTION OF THE PROCESS WHEREBY THE BREAKOUT SESSIONS WERE MANAGED AND
THEIR OUTPUTS ANALYSED
INTRODUCTION
This paper describes the process whereby the breakout sessions in this workshop were
managed and their outputs subsequently analysed. The intention is to provide a clear “line
of sight” between the headline messages that came out of the workshop and the detailed
input made by the delegates. As such, it is an important body of evidence on how
practitioners within the Business and Tourism Sector in Wales view climate change
adaptation at this particular time.
TOPICS OF DISCUSSION
Three breakout sessions were run at this event:

Session 1: Using the UKCIP BACLIAT tool to address the question: “What are the
opportunities and challenges that your organisation will face in the future as a result of
the changing climate?”

Session 2: Considering action planning and barriers to address the question: “What are
the barriers to taking action on climate adaptation and how do we overcome them?”

Session 3: Considering the IEMA Guidance on building the business case for climate
adaptation to address the questions: “From what you have seen, is this IEMA Guidance
useful for you?” and “What particular support would you require?”
CAPTURING FEEDBACK
In each case, delegates were asked to reflect for five minutes and record their thoughts on
personal feedback forms before the discussion started. Their thoughts were collected and
typed up (see Annex 1).
During the breakout sessions, facilitators recorded key discussion points on flipcharts. These
discussion points were collected and typed up (see Annex 2).
1
ANALYSING FEEDBACK
The first step involved merging the delegates’ individual thoughts with the discussion points
recorded on the flipchart sheets. This involved clustering the feedback from both sources to
arrive at a series of key messages (see Annex 3). These key messages are presented by
themselves in Annex 4.
The final step in the analysis involved clustering key messages from all three breakout
sessions together, to arrive at a series of headline messages (see Annex 5).
HEADLINE MESSAGES
The headline messages from the breakout sessions at this workshop are as follows:

Climate change presents both risks and opportunities; businesses need to address the
risks and exploit the opportunities.

Businesses need to address their climate vulnerability in relation to: maintaining their
process equipment; providing a comfortable working environment for their staff; and
ensuring the resilience of their wider supply and distribution chains. Flexibility is key,
making the best use of information communications technology.

Climate change communication is confused and contradictory; it needs to be presented
in terms that are relevant to business. The UKCIP Business Areas Climate Impact
Assessment tool (BACLIAT) and the IEMA guidance on building the business case are very
useful in this respect.

Climate adaptation requires significant financial investment, which may be best be
delivered through a partnership approach, involving all beneficiaries; financial
institutions have a key role in providing the right incentives.

Small businesses in particular lack capacity to address climate adaptation and need to be
provided with realistic business support.

Welsh Government can catalyse action by providing support to business and by
embedding climate adaptation throughout its own activities; public sector procurement
is key to developing adapted businesses in Wales.
2

Local authorities have critical direct and coordinating roles in preventing climate-related
disruption, and in speeding recovery after disruption has occurred.

Developing robust long-term climate adaptation requires an integrated approach to
environmental management, and a strategic view on water management and sea level
rise in particular.

Collectively, we need to adopt a partnership approach to climate adaptation involving
business networks embedded within wider community networks.
Jim Poole
Chair – CCCW Adaptation Subgroup
Eurgain Powell
CCCW – Secretariat
16 February 2016
3
ANNEX 1: DELEGATES’ THOUGHTS BEFORE THE BREAKOUT DISCUSSIONS
SESSION 1:
BACLIAT TOOL
GROUP 1
DELEGATE D1
Markets:
Warmer summers BUT wetter – less attractive to tourists perhaps!
Opportunities for food service – al fresco, café culture etc.
Opportunities for outdoor living and leisure; more amenity areas?
Building design – significant challenge and COST to upgrade old buildings
Climate control (air conditioning) in homes and workplace will become the norm
Technology – better forecasting of extreme weather needed. Preventative measures
Re-wetting the uplands – less concrete in cities
Global impacts – food security – grow more food in UK to compensate for less productive
Mediterranean Basin
Opportunities – carbon trading
Water trading
Renewable energy
Logistics
Logistics / distribution in food chain Wales is already a significant challenge for SME’s and micro
businesses – better road and rail infrastructure needed due to added impact of climate change
SME’s and micros in particular dominate (80%+) of food/drink business Wales – ill prepared to deal
with climate change (including extreme weather). Need risk assessment a climate change plan
Focus to date on business impacts (carbon footprints etc.) BUT now need to assess climate impact
on business
4
DELEGATE D2
Large steelworks sites
Flooding risk
Sea increase
Riverine no change
Flash flooding increase
Reduction in abstraction capacity
High winds
Damage to infrastructure
Increased opportunity for wind energy generation
Frost damage to pipes – increase
Staff unavailability due to snowfall
Increased costs of cooling buildings and processes
DELEGATE D3
Markets
Ensuring we connect the opportunities presented by the Future Generations Act with the role the
Public Sector plays in developing markets:
Planning
Business rates
Connecting
Disinvestment in discretionary services
Public Sector procurement
Logistics (Service Industry)
Simple resilience planning for Business
Development of technology to accommodate flexible working. Ten years ago PWC would have been
severely impacted by a number of severe weather events – lost time etc. However, with improved
technology, applications, connectivity the workforce is able to work from other locations, and
connect with clients, minimising the risk and loss of profits
DELEGATE D4
5
A 4C rise in world average temperatures means a variable rise in local climate and some e.g. central
Europe expecting <10C increase as climate “events”. This will result in breakdown in infrastructure
as electric supply collapses due to overheating cabling etc.
This will result in increased death tolls, not least due to a breakdown in air conditioning
Changes in climate could produce large movement of both the Gulf Stream and the Jet Stream –
which will radically affect our climate
DELEGATE D5
Markets
As a tourism project, we would hope to get more people visiting and volunteering (+ve)
Competitors (Gwili, Barry Tourist Railway, Pontypool and Blaenavon etc.) will also enjoy these
possibilities (-ve)
Pressure on fuels (diesel and coal) for locos (-ve)
Pressure on clean water for locos etc. Lots of water in valley, but not necessarily clean if storm
water. Also usually contaminated as a result of mine run-off (vast amounts of equipment left
underground to rust) (-ve)
Logistics
Damage to single road in valley could allow us to act as more than a heritage railway (+ve)
Damage to river bridges could hamper us (-ve)
Many volunteers come from outside the valley so could impinge on running ability (-ve)
GROUP 2
DELEGATE D6
High temperatures impact on air-cooled process equipment
Reduced efficiency
Capacity limitations
Revised standard designs
Reduced water availability in summer
Restrictions on which processes can operate
Increased cost from using higher grade (more expensive) water sources
Opportunity to do more water reuse and recycling projects?
Towns water needed for steam generation?
6
More storms and high winds
Restrictions on working at height
Wind loadings on tall equipment
Comfort air conditioning
Increased use and design standards
Limitations on hours / breaks for staff working outside?
New products opportunity – materials for air conditioning / passive cooling in buildings?
Flooding risk – adverse impacts on water treatment plant capacity – limit production outputs?
DELEGATE D7
Process
Each business, in turn, will have to systematically assess how climate change impacts are likely to
affect their business processes in terms of: materials required; supply chain; process itself (e.g.
manufacturing); people involved; delivery etc.
Will need to plan how to take these into account at each step
People
As above, each business will have to assess how climate changer impacts will affect each of its
“stakeholder groups” e.g.:
Suppliers
Employees
Customers
Shareholders
Stakeholders may also want to have a say in the future direction of the business itself – look at the
opportunities
DELEGATE D8
Local authorities’ delivery of public services impacts
Prevention
Salt – gritting
Flood defence resilience
Recovery
Flood clean-up
Coastal clean-up
Food supply
Resilience
7
Currently food produced and sourced globally
Temperature impacts on food production
Continuing ageing population
Impact of heat (temperature) and flooding
“Canicule”[?] in France amongst old people / sick people in cities
All population are customers of local authority
As temperatures increase in Mediterranean and Africa -> greater exodus from these areas ->
immigration ->increased demand on public services
Resilience requires flexibility to cope with whatever nature throws at us – as response to wetter,
drier, warmer, colder, drought, flood are at opposite ends of spectrum
Impact of accessing fossil fuels
Reduced use of fossil fuels
Reduced availability of fossil fuels
Current supplied affected by increased temperatures / different temperatures
Current service delivery reliant upon mobility to get to point of delivery: car; van; truck
Waste removal – Increasing population increased waste production, higher temperature -> more
disease -> create demand for support and health services
DELEGATE D9
Process
Impact on transport infrastructure and ability to get to clients
Overheating of premises
Temperature extremes impacting on plant and equipment (clients)
Vulnerability of premises to flooding
Extreme weather events impacting upon clients’ ability to trade (business continuity and
sustainability)
Shortage of raw materials due to extreme weather
Cost of energy impacting on everything
People
Need for investment to ensure that premises are safe, comfortable working environment
8
Difficulties with travel
Changes in working practices i.e, flexible working to accommodate weather events
Worse working environment (both internally and for clients)
Staff unable to attend, damage to property etc.
DELEGATE D10
Extreme weather events – flooding; wild fires
Time to start looking closer to home i.e. adaptation plans relevant to local communities – Tredegar
live adaptation plan that holds the Town Council to account (as well as ??? partnerships within the
Local Authorities and Communities First)
Taking account of sea level rise re. Tidal Lagoon Swansea Bay taking account of ??? waves – standard
for hydrodynamic modelling etc. in event of sea level rise
Strengthening local partnerships and adaptation plans
Improve communications within local community to address issues already being faced and new
emergency plans can be more effective in the future
Local procurement – how can this be improved? As food and fuel costs spike
People
Increased humidity – better ventilated offices
Sufficient breaks – make sure work force is comfortable – working hours
How local services plans are delivered
GROUP 3
DELEGATE D11
Need collaboration with Insurance Sector in relation to wider business risk – self interest in
collaborating
DELEGATE D12
9
I work for Severn Wye Energy Agency and we work with business and communities to adapt tto
climate change and reduce their environmental impact, saving money; guidance. Educate people on
what can be done and by whom
DELEGATE D13
Premises
Wildlife Trusts 12 UC’s 220 nature reserves. Lots of infrastructure – need adaptation plans for
premises and grounds
Third Sector highly adaptive but resources poor (especially £) – need to be inventive in solutions but
great opportunity for educating wider population
Businesses only assess energy, waste, transport, not their place in the natural system i.e. how
building works in the river catchment
Main business impact will be supply chain and ability to get customers to our venues
Climate change natural processes need natural process solutions
For us major concern – change of types of wildlife. We will have a loss of key species and habitats so
what we are protecting will physically change.
Therefore we have double impact – business impact and wildlife impact. For example Cardigan Bay
dolphins will move north, but what will come in their wake?
Same time creation of natural process will help Wales adapt to climate change i.e. creation of
wetlands / restoration of peat bogs. This provides business opportunities if we can attract business
investment
Often asked to take on assets – now refusing due to climate change issues
Concerned about climate change denial or lack of acceptance of degree of change
Finances
We see this overall as an opportunity as we can supply solutions through re-applying natural
solutions for insurance companies
We will have insurance cost increases i.e. island reserves already have seasonal damage. But on land
we are happy to adapt surrounding to mitigate
Need to business plan and need partner investment i.e. if Wales tourism industry to [maintain]
wildlife attractions to date we have done this for free; they will now need to invest i.e. boat
operators need to repair landings
10
Most tourists come to Wales for natural environment; this will change so need to adapt to this
DELEGATE D14
Premises
Current buildings have problems trying to cope with the current weather and climate (overheating
and cooling)
Assets -> number of buildings -> look at flood risk maintenance – existing
Existing construction processes no not really look at future climate
Finance
Cost alongside energy and different temperature profile
Insurance of previous events
DELEGATE D15
Premises
Maintenance costs (flood damage / extreme temperatures on structures) – severe rain last year
caused roof to collapse and evacuated building. Costs: repairs; disruption of services; IT issues
Usually during summer – “short term” fix with portable air conditioning units – impact on energy
bills. Comfort and wellbeing of staff and subsequent staff performance
Buildings probably less suitable for extreme weather conditions (overheating /too warm during hot
weather). Extreme cold – expensive heating bills (CO2 emissions impact)
UK ageing housing / building stock generally energy inefficient
Finance
Flood damage increased insurance premiums
Developed EMS to access environmental impacts aimed to reduce effects increase
Issue for long-term effective solutions requires significant capital expenditure and long-term return
on investment
11
SESSION 2:
ACTION PLANNING & BARRIERS
GROUP 1
DELEGATE E1
Key Barriers
Good long-term data on trends and analysis that is sophisticated enough for sector and locations
Changing the current financial models which focus primarily on a narrow definition of cost
DELEGATE E2
Barriers for taking action
Motivation – people can’t see what impact they can have and what “profit” there is in it for them
Vulnerability and key risks
Lack of understanding of how this applies to them and their business
Perceived new cost (as opposed to potential benefit)
Communication – people’s understanding and beliefs
“It’s too hard”
Supply chain – are the companies you deal with “sustainable”?
Public Sector should demand that “suppliers” have a plan in place in order to do business
Insurers should give a “climate change bonus” (like a “no claims” bonus) if climate change plan in
place and actively
DELEGATE E3
Barriers
Communications – confused and contradictory
Engagement – businesses in the “here and now” immediate short-term concerns
Politicians – longer term goals versus 5-year cycle, but FG Act!
12
Businesses must see / understand the business benefits. Cost:Benefit analysis
Champions of best practice
Make it easy – tool kits / learning / guidance
NPS – public sector procurement
Insurers – de-risk. Climate change bonus
REW
SD Charter
GROUP 2
DELEGATE E4
Key barriers to developing and implementing
Buy-in and awareness
Need to develop easily understood risk metrics
Need to be able to identify the easy and quick wins
Communication and language – the right message for the right audience
Developing an agile and flexible enough plan
DELEGATE E5
Expectations from communities – local authorities have always been looked to solve issues
Resources – funding, people, assets. Ring fence Education, Health, Social Services, make cuts
elsewhere -> things like support ??? , economic growth
Relevance and belief – if it hasn’t happened yet, why should it now?
Range of possible consequences:
Cold – salt; elderly, schools
Wet – flooding, transport
Dry – droughts
Warm – health, infrastructure, transport
13
Communication – in particular the language used
Silo approach in Local Government and Welsh Government
Inertia:
Too busy doing “day job”
Merger of local authorities
Multiple demands from legislation
DELEGATE E6
Barriers
Not seen as a priority
Lack of capacity
Lack of awareness of tools and support available
DELEGATE E7
Overall lack of high-level general understanding
Vulnerability:
Getting a “true” picture of key risks
Under-resourcing
Develop ideas:
Help expand and develop existing community projects
Barriers – breaking the silos and gaining consensus
Prioritise ideas and projects
Resilience and communication
GROUP 3
DELEGATE E8
Lack of understanding
Processes
DELEGATE E9
14
Lack of understanding leads to lack of buy-in
Not top and front – money
Identifying the hook for businesses (up to 5, 6, 7 thousand people in Wales)
Concept is too abstract (Climate Change)
Drivers – driving through
Business focus on short-term needs and everyday issues
Motivation
DELEGATE E10
Lack of understanding / awareness
Focus on short term
“Not my problem”
SESSION 3:
IEMA GUIDANCE
GROUP 1
DELEGATE F1
Useful very positive language – opportunity, benefits etc.
Danger for small businesses in using jargon, remembering that many “small businesses” are oneman bands with little engagement in “business speak”
Many businesses are already doing some stuff to mitigate climate change or to establish resilience –
positive feedback – “Well done, you are doing this but you could also do this”
What can be “encouraged” and what needs “legislation” to drive it?
Again, Public Sector can drive this via procurement / purchasing – from businesses that have a
climate change plan
DELEGATE F2
Simple, uncomplicated
15
Generic, but can be tailored
Links to other business processes and planning i.e. the hooks with what business is already doing
Needed:
NPS
REW
SD Charter
Sustain tool-kit
Legislation – Planning
NRW
DELEGATE F3
Is it useful?
Yes – good framework for developing a case
Could do with some worked examples
GROUP 2
DELEGATE F4
How useful is the Guidance
Does it reflect cross-boundary issues – aspects of a business as operations are inter-related
Efficiency – how effective is this guidance over existing regulatory guidance
Does it add more value – are the benefits clearly defined? Over other sustainability reports?
Support
Facilitation with some examples of how it has been delivered in practice and feeds in as a regulatory
level beyond “being an internal” living document – cost case examples may be only selling point for
organisations, determined by nature of business
16
IEMA - ??? accreditation perhaps as an exemplar of good practice?
DELEGATE F5
Brings together various elements of what is being done already
Needs to be integrated – not seen as an “add-on”
Practicality of making it real – how it fits in with what already doing
Is probably more relevant to larger organisations
Who is the audience – probably for the SME it is the Bank, rather than the Board or Corporate
Management Team
DELEGATE F6
IEMA guidance / approach is useful – maximise shots on goal hooks on which you can hang action
Don’t reinvent processes – very hard to sell adaptation as a discrete programme, but tie in to as
many existing processes as possible
Make it hard for decision makers to say no!
Use business language – not adaptation language
Try to quantify business value / benefit
DELEGATE F7
Guidance
Useful as it is based on practitioners’ viewpoints, therefore picks up on existing tools, existing
processes etc.
But how user-friendly is it for small businesses?
Should it be a separate report?
Support
Business to business / peer support?
Case studies to learn help others
17
DELEGATE F8
Good to see the guidance using existing business management tools and processes
Would be beneficial to see similar guidance pitched at microbusinesses and the smaller pool of
SME’s
DELEGATE F9
Vice-chair of 3rd Sector project set in park. Session generated ideas on how climate change can be
incorporated into Community Engagement / Tourism Ambassador
Professionals coming together, for example:
Architects planning raised buildings / areas – Assembly Directive imposed
Highways – raised pavements / roads
i.e. National Statutory Planning to implement
Small businesses (Tourism) -> share spaces during impacts e.g. Esplanade / coastal business
advertising that they will be located in Partnership building at higher level
Session / workshop generated ideas and how they can be implemented
GROUP 3
DELEGATE F10
Good guidance – business relevance
Advantages of climate change
Integration of processes
18
ANNEX 3: FLIPCHART DISCUSSION POINTS RECORDED DURING THE BREAKOUT SESSIONS
SESSION 1:
BACLIAT TOOL
GROUP 1
MARKETS
Opportunities


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Future Generations Bill – opportunity for public sector to connect with business sector
Food and cafe culture
Extreme sports in UK because of decreased snow in the Alps
Increased flood defences/cooling systems need supplying (Tata)
Toursim: wetter and warmer. Is this an opportunity?
Carbon trading to offset carbon , eg planting trees
Water tracting to move to more arid areas in UK
Energy infrastructure from temp - renewables
Challenges

Unpredictability of weather is bad for tourism
LOGISTICS
Opportunities


Frequency of colder weather
Railway could be used for community travel
Challenges

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

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SLR – wharfs/cranes – high level winds
Ships can’t come into port whe stormy
Extreme weather – forecasting needed
Increased rail/road infrastructure distribution
Technology infrastructure – systems for ?? if extreme event occurs
Landslides, ice/snow – interrupting logistics
PAST: Flooding most important/high winds delay projects
GROUP 2
PROCESS AND PEOPLE
19
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Impact of transport infrastructure/accessibility – key issue for all
Role of public sector/public service delivery, eg keeping roads clear
Climate change not considered by business as part of businesss continuity – key issues for
them are energy and waste management
Storms and high winds – restrictions for working at height
Need greater awareness of tools available to businesses, eg BACLIAT
Need to integrate climate change impacts into business planning processes
Have to be flexible because of variability
DC: key issues = water availability and high temperatures
Opportunities: technology, passive cooling in buildings/homes
GROUP 3
Premises
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Business Support Wales – now adopted in Newport – evacuation, IT
Tend to go short-term fix - air-con units in summer, not long-term retrofit solutions
Need to link mitigation measures with adaptation at the same time but capital expenditure
WG – Aberystwyth WG office roof damage on modern building but also old buildings in hot
weather impacts
Wales Wildlife Trust – high awareness but not necessarily resources to demonstrate
sustainability. Mainly own premises.
PWC economic reality and lack of awareness of flood risk
Severn Wye Energy – flood risk exacerbated due to urban runoff
Natural processes should be considered at the outset
Lack of long-term thinking
Tourism industry relies on infrastructure – lack of shared risk and long-term benefits –
capital costs, new or retrofit
SESSION 2:
ACTION PLANNING & BARRIERS
GROUP 1
KEY BARRIERS:
1 – Communication


Need the facts as summarised
Language important
2 – International Context

Businesses that are embedded in international networks are dependent on exogenous
constraints/competitiveness, cf small businesses
3 – Legislation
20

Depends on business size – having a mitigation strategy, eg saving money through reducing
emissions and ploughed back into adaptation
4 – Internal Constraints

Some small businesses lack the capacity to pro-actively look for support
5 – Political Cycles


5-year cycle (short-termism), especially adaptation with its uncertainty)
What constitutes scientifically climate change, eg period of 30 years of change
6 – Cost
-
Costs benefit analysis (broader costs need to be brought in, in addition to bottom line)
Insurance companies calculation of risk – can we adopt a climate change no claims bonus?
ISO14001 has something in place – lower subsistence fee – business
7 – Access to Data/Information
-
Between private sector business of different sizes
Between private sector, public sector and communities
Need some public sector intention?
GROUP 2
-
Penarth TC idea: Festivals, community engagement, education/rik – lack of finance that
could be generated
Engages business community and community as a whole
Barriers:
- Lack of funding
- Lack of expert guidance/knowledge/support
Communication
-
Not seen as a priority
Not seen as relevant
Right message for right audience (channels/segmentation)
Scale of Challenge
-
Appropriate response
Lack of capacity/resource
Lack of awareness of tools and support available
Levers
- Role of procurement
- Role of third sector
21
GROUP 3
-
Lack of awareness and understanding of the issue
Focus on short-temr needs – ‘priority’ issues – every day – staff, profit
Disruption plans – can improve loan rates so some financial advantages
Financial priority is the key to influence
Fear of impacts and business failure are not high on issues
Turing passive into active is a means of overcoming barriers
Doint nothing doesn’t seem to be a problem – we all individually or, more so as a business,
discount the future
Discussing future of business – ‘lifespan of business’ – a good driver
Uncertainty – what am I planning for?
More fundamental underling psychological discounting of future.
SESSION 3:
IEMA GUIDANCE
GROUP 1
1 - How Useful?



Helps businesses get clearer picture of impacts, so they can work on their weaknesses (some
businesses already doing stuff which on face of it may not be seen as adaptation)
Costs problems in positive light and language of business sector-sample to be understood
Business examples to engage users and adaptable
2 – What support is required?
-
Need more example case studies – communicated from a specific website, eg Business
Wales (case studies should correlate with business sizes/types
Need a common ???? to assess resilience, eg money
WG to stand behind some specific tools to encourage adaptation planning
Minister (not just Environmental minister buy-in (high level)
GROUP 2
1 – Useful?
-
Yes for larger companies but maybe not for smaller businesses (use bits, not whole
approach)
Key = mainstreaming with all other plans/processes – not a separate report
Find as many hooks to hang it on as possible
Put a cost/£ on impacts
2 – Support ?
-
Toolkits
Mentoring – peer-to-peer support
Forums/networks
22
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Role of
o
o
o
o
Business Wales
SD Charter
BITC
Others
3 – Other Points

Role of lenders – business loans (Finance Wales) etc
GROUP 3
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Pitching our advantage – selling the positives
Integration into business process
Need for simplicity – 4-5 impacts, 4-5 responses
Links to EMS, ISO14001 or lesser stepping stones can provide – embed in mitigation and
‘greening’
Real cost benefit examples providing clear case for embedding in business – need to
develop, collate these
Business case – difficult to make ‘full’ case but stepwise process – easy wins to build on
Not a ‘one size fits all’ approach – for some cost benefit for others
23
ANNEX 3: MERGING DELEGATES’ THOUGHT WITH FLIPCHART DISCUSSION POINTS;
CLUSTERING TO ARRIVE AT KEY MESSAGES
NOTE ON PRESENTATION:

Bullet points in black are the points recorded on the flipcharts during the
facilitated discussion.
Points in plain text (in various colours) are the points made by individual delegates before
the discussion occurred. The delegates are identified anonymously by the codes in the
square brackets [D1 – D15].
HEADINGS IN BOLD UNDERLINED BLUE FONT ARE THE KEY MESSAGES EMERGING FROM
THE FEEDBACK PRESENTED BENEATH THEM
SESSION 1:
BACLIAT TOOL
MARKETS: OPPORTUNITIES
THE CHANGING CLIMATE OFFERS OPPORTUNITIES FOR BUSINESS – BUT THE
UNPREDICTABILITY OF WEATHER IS BAD FOR TOURISM

Opportunities for Food sector - cafe culture, more amenity areas

More tourism: warmer but wetter too? Is this an opportunity?
Warmer summers BUT wetter – less attractive to tourists perhaps! [D1]
Opportunities for outdoor living and leisure; more amenity areas? [D1]
As a tourism project, we would hope to get more people visiting and volunteering (+ve) [D5]
Competitors (Gwili, Barry Tourist Railway, Pontypool and Blaenavon etc.) will also enjoy these
possibilities (-ve) [D5]
Opportunities for food service – al fresco, café culture etc. [D1]

Unpredictability of weather is bad for tourism
For us major concern – change of types of wildlife. We will have a loss of key species and habitats so
what we are protecting will physically change. [D13]
24
Therefore we have double impact – business impact and wildlife impact. For example Cardigan Bay
dolphins will move north, but what will come in their wake? [D13]
Most tourists come to Wales for natural environment; this will change so need to adapt to this [D13]

Extreme sports in UK because of decreased snow in the Alps
DEALING WITH THE IMPACTS OF CLIMATE CHANGE PROVIDES OPPORTUNITIES FOR NEW
GOODS AND SERVICES – PARTICULARLY IN RELATION TO FLOOD RISK MANAGEMENT, AIR
CONDITIONING AND (POTENTIALLY) WATER TRADING

Increased flood defences/cooling systems need supplying (Tata)
New products opportunity – materials for air conditioning / passive cooling in buildings? [D6]

Carbon trading to offset carbon , e.g. planting trees
Opportunities – carbon trading [D1]

Water trading to move to more arid areas in UK
Water trading [D1]
Pressure on clean water for locos etc. Lots of water in valley, but not necessarily clean if storm
water. Also usually contaminated as a result of mine run-off (vast amounts of equipment left
underground to rust) (-ve) [D5]
THE PUBLIC SECTOR CAN CATALYSE ACTION ON CLIMATE ADAPTATION – PARTICULARLY
THROUGH ITS OWN PROCUREMENT

Future Generations Bill – opportunity for public sector to connect with business sector
Ensuring we connect the opportunities presented by the Future Generations Act with the role the
Public Sector plays in developing markets: [D3]
Planning
Business rates
Connecting
Disinvestment in discretionary services
Public Sector procurement
Local procurement – how can this be improved? As food and fuel costs spike [D10]
25
ADAPTING TO CLIMATE CHANGE REQUIRES A PARTNERSHIP APPROACH AND EXTENSIVE
STAKEHOLDER ENGAGEMENT
As above, each business will have to assess how climate change impacts will affect each of its
“stakeholder groups” e.g.: [D7]
Suppliers
Employees
Customers
Shareholders
Stakeholders may also want to have a say in the future direction of the business itself – look at the
opportunities [D7]
Need to business plan and need partner investment i.e. if Wales tourism industry is to [maintain]
wildlife attractions, to date we have done this for free; they will now need to invest i.e. boat
operators need to repair landings [D13]
Concerned about climate change denial or lack of acceptance of degree of change [D13]
ECOSYSTEM SERVICES PROVIDE A COST-EFFECTIVE AND APPROPRIATE WAY OF
COMBATING CLIMATE CHANGE – PARTICULARLY IN RELATION TO WATER MANAGEMENT
Climate change natural processes need natural process solutions [D13]
Same time creation of natural process will help Wales adapt to climate change i.e. creation of
wetlands / restoration of peat bogs. This provides business opportunities if we can attract business
investment [D13]
We see this overall as an opportunity as we can supply solutions through re-applying natural
solutions for insurance companies [D13]
We will have insurance cost increases i.e. island reserves already have seasonal damage. But on land
we are happy to adapt surrounding to mitigate [D13]
Re-wetting the uplands – less concrete in cities [D1]
CONSIDERATIONS OF FOOD SECURITY CAN STIMULATE DOMESTIC FOOD PRODUCTION –
PARTICULARLY SINCE CLIMATE CHANGE IS LIKELY TO AFFECT CERTAIN OTHER REGIONS OF
THE WORLD MORE SEVERELY
Global impacts – food security – grow more food in UK to compensate for less productive
Mediterranean Basin [D1]
Food supply [D8]
Resilience
26
MARKETS: CHALLENGES
CLIMATE CHANGE AND INCREASED IMMIGRATION WILL PLACE INCREASED PRESSURE ON
PUBLIC SERVICES
All population are customers of local authority [D8]
As temperatures increase in Mediterranean and Africa -> greater exodus from these areas ->
immigration ->increased demand on public services [D8]
Waste removal – Increasing population increased waste production, higher temperature -> more
disease -> create demand for support and health services [D8]
Continuing ageing population [D8]
Impact of heat (temperature) and flooding
“Canicule”[?] in France amongst old people / sick people in cities
LOGISTICS: OPPORTUNITIES
IMPROVEMENTS IN INFORMATION COMMUNICATIONS AND TECHNOLOGY CAN PLAY A
CRITICAL ROLE IN MAINTAINING BUSINESS CONTINUITY

Technology – better forecasting of extreme weather events needed
Technology – better forecasting of extreme weather needed. Preventative measures [D1]

Technology infrastructure – systems for HR if extreme event occurs
Development of technology to accommodate flexible working. Ten years ago PWC would have been
severely impacted by a number of severe weather events – lost time etc. However, with improved
technology, applications, connectivity the workforce is able to work from other locations, and
connect with clients, minimising the risk and loss of profits [D3]
PARTICULARLY RESILIENT MODES OF TRANSPORT HAVE THE POTENTIAL TO EXPAND

Frequency of colder weather – lorries with snow chains

Railway could be used for community travel
Damage to single road in valley could allow us to act as more than a heritage railway (+ve) [D5]
LOGISTICS: CHALLENGES
THE PHYSICAL IMPACTS OF CLIMATE CHANGE CAN CAUSE SIGNIFICANT DISRUPTION
DURING EXTREME WEATHER EVENTS
27

SLR – wharfs/cranes – high level winds

Ships cannot come into port when stormy

Landslides, ice/snow – interrupting logistics
Damage to river bridges could hamper us (-ve) [D5]

Energy infrastructure from temp – renewables
LOCAL AUTHORITIES HAVE A CRITICAL ROLE IN PREVENTING DISRUPTION AND IN
SPEEDING RECOVERY AFTER DISRUPTION HAS OCCURRED

Role of public sector / public service delivery e.g. keeping the roads clear, flood defence etc
needs to be recognised
Local authorities’ delivery of public services impacts [D8]
Prevention
Salt – gritting
Flood defence resilience
Recovery
Flood clean-up
Coastal clean-up
IMPROVEMENTS IN TRANSPORT LINKS ARE REQUIRED TO PREVENT DISRUPTION TO
BUSINESS IN A CHANGING CLIMATE

Increased rail/road infrastructure distribution
Logistics / distribution in food chain Wales is already a significant challenge for SME’s and micro
businesses – better road and rail infrastructure needed due to added impact of climate change [D1]
SME’s and micros in particular dominate (80%+) of food/drink business Wales – ill prepared to deal
with climate change (including extreme weather). Need risk assessment a climate change plan [D1]
Main business impact will be supply chain and ability to get customers to our venues [D13]

New planning legislation
RESTRICTIONS ON THE USE OF FOSSIL FUELS, AND POTENTIAL REDUCED AVAILABILITY,
THREATEN CURRENT PATTERNS OF SERVICE DELIVERY
Impact of accessing fossil fuels [D8]
Reduced use of fossil fuels
Reduced availability of fossil fuels
28
Current supplied affected by increased temperatures / different temperatures
Current service delivery reliant upon mobility to get to point of delivery: car; van; truck
Cost of energy impacting on everything [D9]
Pressure on fuels (diesel and coal) for locos (-ve) [D5]
PROCESS AND PEOPLE: OPPORTUNITIES AND CHALLENGES
BUSINESSES NEED TO BE FLEXIBLE IN DEALING WITH WHATEVER NATURE THROWS AT
THEM

Climate change not considered by business as part of business continuity – key issues for
them are energy and waste management

Have to be flexible because of potential variability

Variability in weather makes business think about ? in a flexible way
Resilience requires flexibility to cope with whatever nature throws at us – as response to wetter,
drier, warmer, colder, drought, flood are at opposite ends of spectrum [D8]
Changes in working practices i.e. flexible working to accommodate weather events [D9]
Extreme weather events impacting upon clients’ ability to trade (business continuity and
sustainability) [D9]
Simple resilience planning for Business [D3]
Shortage of raw materials due to extreme weather [D9]
THERE NEEDS TO BE GREATER AWARENESS OF TOOLS CURRENTLY AVAILABLE TO
BUSINESS

Need greater awareness of tools available to businesses e.g. BACLIAT - they should integrate
CC impacts into business planning / continuity processes
Each business, in turn, will have to systematically assess how climate change impacts are likely to
affect their business processes in terms of: materials required; supply chain; process itself (e.g.
manufacturing); people involved; delivery etc. [D7]
Will need to plan how to take these into account at each step [D7]
29
OVERCOMING, OR CIRCUMVENTING, DIFFICULTIES WITH TRAVEL IS A KEY ASPECT OF
MAINTAINING BUSINESS CONTINUITY

Impact on transport infrastructure / accessibility = key issue for all
Impact on transport infrastructure and ability to get to clients [D9]
Difficulties with travel [D9]
Staff unable to attend, damage to property etc. [D9]
Staff unavailability due to snowfall [D2]
Many volunteers come from outside the valley so could impinge on running ability (-ve) [D5]
PROCESS EQUIPMENT REQUIRES UPGRADING TO DEAL WITH HIGHER TEMPERATURES
High temperatures impact on air-cooled process equipment [D6]
Reduced efficiency
Capacity limitations
Revised standard designs
Temperature extremes impacting on plant and equipment (clients) [D9]
WATER MANAGEMENT, INCLUDING WATER EFFICENCY, NEEDS TO BE CONSIDERED IN A
STRATEGIC WAY
Reduced water availability in summer [D6]
Restrictions on which processes can operate
Increased cost from using higher grade (more expensive) water sources
Opportunity to do more water reuse and recycling projects?
Towns – water needed for steam generation?
Reduction in abstraction capacity [D2]
BUSINESSES SHOULD RECOGNISE LOCAL INTER-DEPENDENCIES AND GET INVOLVED WITH
LOCAL AUTHORITIES’ ADAPTATION PLANS
Time to start looking closer to home i.e. adaptation plans relevant to local communities – Tredegar
have adaptation plan that holds the Town Council to account (as well as ??? partnerships within the
Local Authorities and Communities First) [D10]
Strengthening local partnerships and adaptation plans [D10]
30
Improve communications within local community to address issues already being faced and new
emergency plans can be more effective in the future [D10]
How local services plans are delivered [D10]
PREMISES: OPPORTUNITIES AND CHALLENGES
EXTREME WEATHER EVENTS ARE ALREADY HAVE AN IMPACT ON BUSINESS PREMISES –
NOTABLY THROUGH HIGH WINDS AND FLOODING

Business Support Wales – roof collapsed in Newport – costs for evacuation, repairs,
disruption of services, IT issues.
Maintenance costs (flood damage / extreme temperatures on structures) – severe rain last year
caused roof to collapse and evacuated building. Costs: repairs; disruption of services; IT issues [D15]
More storms and high winds [D6]
Restrictions on working at height
Wind loadings on tall equipment
High winds [D2]
Damage to infrastructure
Increased opportunity for wind energy generation
Flooding risk [D2]
Sea increase
Riverine no change
Flash flooding increase
Flooding risk – adverse impacts on water treatment plant capacity – limit production outputs? [D6]
Assets -> number of buildings -> look at flood risk maintenance – existing [D14]
Vulnerability of premises to flooding [D9]
Frost damage to pipes – increase [D2]

WG – Aberystwyth WG office roof damage on modern building but also old buildings in hot
weather impacts
NEW PREMISES NEED TO BE DESIGNED, AND EXISTING PREMISES UPGRADED, TO
MAINTAIN COMFORTABLE WORKING CONDITIONS FOR STAFF. BUSINESSES SHOULD
AVOID SHORT-TERM “FIXES”
Comfort air conditioning [D6]
31
Increased use and design standards
Limitations on hours / breaks for staff working outside?
Overheating of premises [D9]
Increased costs of cooling buildings and processes [D2]
Need for investment to ensure that premises are safe, comfortable working environment [D9]
Worse working environment (both internally and for clients) [D9]
Increased humidity – better ventilated offices [D10]
Sufficient breaks – make sure work force is comfortable – working hours [D10]
Building design – significant challenge and COST to upgrade old buildings [D1]
Climate control (air conditioning) in homes and workplace will become the norm [D1]
Existing construction processes no not really look at future climate [D14]
Buildings probably less suitable for extreme weather conditions (overheating /too warm during hot
weather). Extreme cold – expensive heating bills (CO2 emissions impact) [D15]
UK ageing housing / building stock generally energy inefficient [D15]
Current buildings have problems trying to cope with the current weather and climate (overheating
and cooling) [D14]

Tend to go for short-term fix e.g. air-con units in summer, not long-term retrofit solutions
Usually during summer – “short term” fix with portable air conditioning units – impact on energy
bills. Comfort and wellbeing of staff and subsequent staff performance [D15]
AS CLIMATE CHANGE ACCELERATES, WE NEED TO CONSIDER LONGER-TERM ISSUES –
SUCH AS HEATWAVES, WILDFIRES AND SEA-LEVEL RISE
A 4C rise in world average temperatures means a variable rise in local climate and some e.g. central
Europe expecting <10C increase as climate “events”. This will result in breakdown in infrastructure
as electric supply collapses due to overheating cabling etc. [D4]
This will result in increased death tolls, not least due to a breakdown in air conditioning [D4]
Changes in climate could produce large movement of both the Gulf Stream and the Jet Stream –
which will radically affect our climate [D4]
32
Extreme weather events – flooding; wild fires [D10]
Taking account of sea level rise re. Tidal Lagoon Swansea Bay taking account of ??? waves – standard
for hydrodynamic modelling etc. in event of sea level rise [D10]
BUSINESS SHOULD ADDRESS ADAPTATION ALONGSIDE THEIR WORK ON EMISSIONS
REDUCTION

Need to link mitigation measures with adaptation at the same time but capital expenditure
Businesses only assess energy, waste, transport, not their place in the natural system i.e. how
building works in the river catchment [D13]
Focus to date on business impacts (carbon footprints etc.) BUT now need to assess climate impact
on business [D1]
Developed EMS to access environmental impacts aimed to reduce effects increase [D15]
INADDRESSING CLIMATE VULNERABILITY, BUSINESSES SHOULD CONSIDER HOW PREMISES
SIT WITHIN THE WIDER ENVIRONMENT

Severn Wye Energy – flood risk exacerbated due to urban runoff

Natural processes should be considered at the outset

Lack of long-term thinking
FINANCE: OPPORTUNITIES AND CHALLENGES
BUSINESSES SHOULD RECOGNISE THE RISING COSTS ASSOCIATED WITH CLIMATE CHANGE
AND PLAN ACCORDINGLY

PWC economic reality and lack of awareness of flood risk
Cost alongside energy and different temperature profile [D14]
Often asked to take on assets – now refusing due to climate change issues [D13]
ADOPTING LONG-TERM EFFECTIVE SOLUTIONS REQUIRES SIGNIFICANT CAPITAL
EXPENDITURE, WHICH MAY BEST BE DELIVERED THROUGH A PARTNERSHIP APPROACH,
INVOLVING ALL BENEFICIARIES
Issue for long-term effective solutions requires significant capital expenditure and long-term return
on investment [D15]
33

Wales Wildlife Trust – high awareness but not necessarily resources to demonstrate
sustainability. Mainly own premises – need adaptation plans for premises and grounds.
Wildlife Trusts 12 UC’s 220 nature reserves. Lots of infrastructure – need adaptation plans for
premises and grounds [D13]

Tourism industry relies on infrastructure – lack of shared risk and long-term benefits vs.
capital costs, new or retrofit
IN ADDRESSING CLIMATE RISK IN THE ROUND THE BUSINESS COMMUNITY SHOULD WORK
CLOSELY WITH THE INSURANCE SECTOR
Insurance of previous events [D14]
Flood damage increased insurance premiums [D15]
Need collaboration with Insurance Sector in relation to wider business risk – self interest in
collaborating [D11]
THE THIRD SECTOR IS HIGHLY ADAPTIVE BUT RESOURCE-POOR; IT CAN PLAY A KEY ROLE
IN EDUCATING BUSINESSES AND COMMUNITIES
Third Sector highly adaptive but resources poor (especially £) – need to be inventive in solutions but
great opportunity for educating wider population [D13]
I work for Severn Wye Energy Agency and we work with business and communities to adapt to
climate change and reduce their environmental impact, saving money; guidance. Educate people on
what can be done and by whom [D12]
SESSION 2:
ACTION PLANNING & BARRIERS
COMMUNICATION ON CLIMATE CHANGE IS CONFUSED AND CONTRADICTORY – THIS HAS
LED TO POOR UNDERSTANDING AND LACK OF “BUY-IN”
1 – Communication
 Need the facts as summarised
 Language important
Communication – people’s understanding and beliefs [E2]
Communications – confused and contradictory [E3]
Make it easy – tool kits / learning / guidance [E3]
34
Lack of understanding of how this applies to them and their business [E2]
“It’s too hard” [E2]
Overall lack of high-level general understanding [E7]
Communication
 Not seen as a priority
 Not seen as relevant
 Need right message for right audience (channels/segmentation)
Buy-in and awareness [E4]
Communication and language – the right message for the right audience [E4]
Communication – in particular the language used [E5]

Lack of awareness, understanding and buy-in of the issue
Lack of understanding [E8]
Lack of understanding leads to lack of buy-in [E9]
Concept is too abstract (Climate Change) [E9]
Motivation [E9]
Lack of understanding / awareness [E10]
“Not my problem” [E10]
COMMUNITIES AND BUSINESSES ARE VULNERABLE TO A WIDE RANGE OF CLIMATERELATED RISKS, WITH A WIDE RANGE OF POTENTIAL CONSEQUENCES. IT IS IMPORTANT
THAT THESE ARE PROPERLY UNDERSTOOD
Vulnerability: [E7]
Getting a “true” picture of key risks [E7]
Under-resourcing [E7]
Range of possible consequences: [E5]
Cold – salt; elderly, schools [E5]
Wet – flooding, transport [E5]
Dry – droughts [E5]
Warm – health, infrastructure, transport [E5]
BUSINESSES ARE GENERALLY FOCUSSED ON SHORT-TERM NEEDS
35
Relevance and belief – if it hasn’t happened yet, why should it now? [E5]
Inertia: [E5]
Too busy doing “day job” [E5]
Merger of local authorities [E5]
Multiple demands from legislation [E5]
“Not my problem” [E10]

Focus on short-term needs – ‘priority’ issues – every day – staff, profit
Not top and front – money [E9]
Identifying the hook for businesses (up to 5, 6, 7 thousand people in Wales) [E9]
Business focus on short-term needs and everyday issues [E9]
Focus on short term [E10]
THE ABILITY TO COMPLY WITH CLIMATE CHANGE LEGISLATION DEPENDS UPON THE SIZE
OF THE BUSINESS CONCERNED
3 – Legislation
 Depends on business size – having a mitigation strategy, eg saving money through reducing
emissions and ploughed back into adaptation
SOME SMALL BUSINESSES LACK THE INTERNAL CAPACITY EVEN TO LOOK PRO-ACTIVELY
FOR SUPPORT
4 – Internal Constraints
 Some small businesses lack the capacity to pro-actively look for support
Engagement – businesses in the “here and now” immediate short-term concerns [E3]

Lack of funding
Not seen as a priority [E6]
Scale of Challenge? – need an appropriate response
 Lack of capacity/resource
Lack of capacity [E6]
Motivation [E9]
Lack of understanding / awareness [E10]
36
BUSINESSES ARE EMBEDDED WITHIN WIDER NETWORKS, PARTICULARLY IN RELATION TO
GLOBAL MARKETS AND SUPPLY CHAINS; THEY ARE THEREFORE SUBJECT TO EXTERNAL
CONSTRAINTS
2 – International Context
 Businesses that are embedded in international networks are dependent on exogenous
constraints/competitiveness, cf small businesses
Supply chain – are the companies you deal with “sustainable”? [E2]
Prioritise ideas and projects [E7]
Resilience and communication [E7]
MAKING THE BUSINESS CASE REQUIRES A BROAD ASSESSMENT OF COSTS AND A FLEXIBLE,
AGILE PLAN THAT IDENTIFIES QUICK WINS; FINANCIAL PRIORITY IS THE KEY TO INFLUENCE
6 – Cost
 Costs benefit analysis (broader costs need to be brought in, in addition to bottom line)
Changing the current financial models which focus primarily on a narrow definition of cost [E1]
Motivation – people can’t see what impact they can have and what “profit” there is in it for them
[E2]
Businesses must see / understand the business benefits. Cost-Benefit analysis [E3]
Perceived new cost (as opposed to potential benefit) [E2]
Champions of best practice [E3]
Need to be able to identify the easy and quick wins [E4]
Developing an agile and flexible enough plan [E4]

Disruption plans – can improve loan rates so some financial advantages

Financial priority is the key to influence
INSURANCE COMPANIES HAVE A SIGNIFICANT ROLE TO PLAY; IS THERE POTENTIAL FOR A
CLIMATE CHANGE “NO CLAIMS BONUS”?

Insurance companies calculation of risk – can we adopt a climate change no claims bonus?
ISO14001 has something in place – lower subsistence fee – business
Insurers should give a “climate change bonus” (like a “no claims” bonus) if climate change plan in
place and actively [E2]
37
Insurers – de-risk. Climate change bonus [E3]
BUSINESSES LACK ACCESS TO DATA AND ARE UNAWARE OF THE TOOLS AND SUPPORT
THAT ARE AVAILABLE TO THEM
7 – Access to Data/Information

To quantify extent of risk and to make correct decisions

Need credible data

Between private sector business of different sizes

Between private sector, public sector and communities

Need some public sector intervention?

Lack of expert guidance/knowledge/support

Lack of awareness of tools and support available
Good long-term data on trends and analysis that is sophisticated enough for sector and locations
[E1]
Need to develop easily understood risk metrics [E4]
Lack of awareness of tools and support available [E6]
Processes [E8]
COLLECTIVELY WE ALL DISCOUNT THE FUTURE; THIS MAKES IT DIFFICULT TO DRIVE
THROUGH ACTION ON CLIMATE CHANGE

Fear of impacts and business failure are not high on issues

Turning passive into active is a means of overcoming barriers
Drivers – driving through [E9]

Doing nothing doesn’t seem to be a problem – we all individually or, more so as a business,
discount the future

Discussing future of business – ‘lifespan of business’ – a good driver

Uncertainty – what am I planning for?

More fundamental underlying psychological discounting of future.
38
THE FIVE-YEAR POLITICAL CYCLE SITS UNEASILY WITH ACTION ON CLIMATE CHANGE – BUT
THE WELL-BEING OF FUTURE GENERATIONS ACT REPRESENTS A REAL OPPORTUNITY TO
MAKE PROGRESS
5 – Political Cycles
 5-year cycle (short-termism), especially adaptation with its uncertainty
 What constitutes scientifically climate change, eg period of 30 years of change
Politicians – longer term goals versus 5-year cycle, but Future Generations Act! [E3]
WELSH GOVERNMENT CAN STIMULATE ACTION THROUGH ITS PROCUREMENT AND
BUSINESS SUPPORT – AND BY BREAKING DOWN SILOS WITHIN ITSELF AND LOCAL
GOVERNMENT
Public Sector should demand that “suppliers” have a plan in place in order to do business [E2]
National Procurement Service – public sector procurement [E3]
Resource Efficient Wales [E3]
Sustainable Development Charter [E3]
Resources – funding, people, assets. Ring fence Education, Health, Social Services, make cuts
elsewhere -> things like support ??? , economic growth [E5]


Role of procurement
Role of third sector
Silo approach in Local Government and Welsh Government [E5]
INITIATIVES AT THE LOCAL AUTHORITY AND TOWN COUNCIL LEVEL HAVE THE POTENTIAL
TO ENGAGE THE BUSINESS COMMUNITY WITHIN THE WIDER COMMUNITY
Penarth TC idea: Festivals, community engagement, education - Engages business community and
community as a whole. Risk – lack of finance.
Develop ideas: [E7]
Help expand and develop existing community projects [E7]
Barriers – breaking the silos and gaining consensus [E7]
Expectations from communities – local authorities have always been looked to solve issues [E5]
39
SESSION 3:
IEMA GUIDANCE
HOW USEFUL?
IT HELPS BUSINESSES GET A CLEARER PICTURE OF CLIMATE CHANGE IMPACTS, AND TO
BUILD ON WHAT THEY MAY ALREADY BE DOING

Helps businesses get clearer picture of impacts, so they can work on their weaknesses (some
businesses already doing stuff which on the face of it may not be seen as adaptation)
Many businesses are already doing some stuff to mitigate climate change or to establish resilience –
positive feedback – “Well done, you are doing this but you could also do this” [F1]
Links to other business processes and planning i.e. the hooks with what business is already doing
[F2]
IT USES BUSINESS LANGUAGE AND CASTS THE CHALLENGE IN A POSITIVE LIGHT

Cast problems in positive light and language of business sector - simple to understand
Useful very positive language – opportunity, benefits etc. [F1]
Danger for small businesses in using jargon, remembering that many “small businesses” are oneman bands with little engagement in “business speak” [F1]
Use business language – not adaptation language [F6]

Need a common metric to assess resilience, eg money

Put a cost/£ on impacts
Try to quantify business value / benefit [F6]

Pitching our advantage – selling the positives
Advantages of climate change [F10]

Business case – difficult to make ‘full’ case but stepwise process – easy wins to build on
IT LINKS TO EXISTING PROCESSES AND THIS IS A MAJOR ADVANTAGE IN HELPING TO
PROMOTE THE APPROACH

Key = mainstreaming with all other plans/processes – not a separate initiative/report
Efficiency – how effective is this guidance over existing regulatory guidance [F4]
40
Does it add more value – are the benefits clearly defined? Over other sustainability reports? [F4]
Brings together various elements of what is being done already [F5]
Needs to be integrated – not seen as an “add-on” [F5]
Practicality of making it real – how it fits in with what already doing [F5]
IEMA guidance / approach is useful – maximise shots on goal hooks on which you can hang action
[F6]
Don’t reinvent processes – very hard to sell adaptation as a discrete programme, but tie in to as
many existing processes as possible [F6]
Useful as it is based on practitioners’ viewpoints, therefore picks up on existing tools, existing
processes etc. [F7]
Should it be a separate report? [F7]
Good to see the guidance using existing business management tools and processes [F8]

Find as many hooks to hang it on as possible (tie in to as many existing processes as possible)
Make it hard for decision makers to say no! [F6]
Does it reflect cross-boundary issues – aspects of a business as operations are inter-related [F4]

Integration into business process
Good guidance – business relevance [F10]
Integration of processes [F10]

Links to EMS, ISO14001 or lesser stepping stones can provide – embed in mitigation and
‘greening’ (environmental manager route to linking in to existing systems)
IT IS SIMPLE AND UNCOMPLICATED, BUT CAN BE TAILORED TO DIFFERENT BUSINESSES
Simple, uncomplicated [F2]
Generic, but can be tailored [F2]
Yes – good framework for developing a case [F3]

Need for simplicity – 4-5 impacts, 4-5 responses

Not a ‘one size fits all’ approach – for some cost benefit for others
41
IT MAY BE “OVER THE TOP” FOR SMALL BUSINESSESES; IT WOULD BE BENEFICIAL TO SEE
SIMILAR GUIDANCE AIMED SPECIFALLY AT MICRO-BUSINESSES AND SME’S

Yes for larger companies but maybe not for smaller businesses (could use bits, not whole
approach)
Is probably more relevant to larger organisations [F5]
But how user-friendly is it for small businesses? [F7]
Would be beneficial to see similar guidance pitched at microbusinesses and the smaller pool of
SME’s [F8]
WHAT SUPPORT IS REQUIRED?
CASE STUDIES WOULD BE USEFUL, COMMUNICATED FROM A SPECIFIC WEBSITE, SUCH AS
BUSINESS WALES

Need more example case studies – communicated from a specific website, eg Business
Wales (case studies should correlate with business sizes/types)
Case studies to learn help others [F7]

Business examples to engage users and adaptable
Could do with some worked examples [F3]

Real cost benefit examples providing clear case for embedding in business – need to develop
& collate these
WELSH GOVERNMENT SHOULD ENDORSE SPECIFIC ADAPTATION TOOLS AND
DEMONSTRATE MINISTERIAL BUY-IN ACROSS ALL DEPARTMENTS

WG to stand behind some specific tools to manage adaptation planning

Toolkits
Need Sustain tool-kit [F2]

Minister buy-in across government (not just Environmental minister!)
What can be “encouraged” and what needs “legislation” to drive it? [F1]
Again, Public Sector can drive this via procurement / purchasing – from businesses that have a
climate change plan [F1]
42
Need National Procurement Service [F2]
Need Resource Efficient Wales [F2]
Need Sustainable Development Charter [F2]
Need Legislation – Planning [F2]
Need Natural Resources Wales [F2]
PEER-TO-PEER SUPPORT & MENTORING WOULD BE VALUABLE, EXPLAINING HOW THE
APPROACH HAS BEEN DELIVERED IN PRACTICE

Mentoring – peer-to-peer support
Facilitation with some examples of how it has been delivered in practice and feeds in as a regulatory
level beyond “being an internal” living document – cost case examples may be only selling point for
organisations, determined by nature of business [F4]
IEMA - ??? accreditation perhaps as an exemplar of good practice? [F4]
Business to business / peer support? [F7]
FORUMS FOR DISCUSSION CAN HELP SPREAD THE APPROACH, BUILDING ON EXISTING
NETWORKS SUCH AS BUSINESS WALES AND BUSINESS IN THE COMMUNITY

Forums/networks
Vice-chair of 3rd Sector project set in park. Session generated ideas on how climate change can be
incorporated into Community Engagement / Tourism Ambassador [F9]
Professionals coming together, for example: [F9]
Architects planning raised buildings / areas – Assembly Directive imposed [F9]
Highways – raised pavements / roads [F9]
i.e. National Statutory Planning to implement [F9]
Small businesses (Tourism) -> share spaces during impacts e.g. Esplanade / coastal business
advertising that they will be located in Partnership building at higher level [F9]
Session / workshop generated ideas and how they can be implemented [F9]

Role of
o Business Wales
o Sustainable Development Charter
43
o
o
Business In The Community
Others
FINANCIAL INSTITUTIONS HAVE A POTENTIAL ROLE IN PROMOTING ACTION, THROUGH
MAKING THE PROVISION OF LOANS CONDITIONAL UPON HAVING A CLIMATE
ADAPTATION PLAN

Role of lenders – business loans (Finance Wales) etc
Who is the audience – probably for the SME it is the Bank, rather than the Board or Corporate
Management Team [F5]
44
ANNEX 4: LISTING OF KEY MESSAGES
Breakout session 1: BACLIAT Exercise
“What are the opportunities and challenges that your organisation will face in the
future as a result of the changing climate?”
MARKETS: OPPORTUNITIES

The changing climate offers opportunities for business – but the unpredictability of
weather is bad for tourism

Dealing with the impacts of climate change provides opportunities for new goods and
services – particularly in relation to flood risk management, air conditioning and
(potentially) water trading

The public sector can catalyse action on climate adaptation – particularly through its
own procurement

Adapting to climate change requires a partnership approach and extensive stakeholder
engagement

Ecosystem services provide a cost-effective and appropriate way of combating climate
change – particularly in relation to water management

Considerations of food security can stimulate domestic food production – particularly
since climate change is likely to affect certain other regions of the world more severely
MARKETS: CHALLENGES

Climate change and increased immigration will place increased pressure on public
services
LOGISTICS: OPPORTUNITIES

Improvements in information communications and technology can play a critical role in
maintaining business continuity

Particularly resilient modes of transport have the potential to expand
45
LOGISTICS: CHALLENGES

The physical impacts of climate change can cause significant disruption during extreme
weather events

Local authorities have a critical role in preventing disruption and in speeding recovery
after disruption has occurred

Improvements in transport links are required to prevent disruption to business in a
changing climate

Restrictions on the use of fossil fuels, and potential reduced availability, threaten
current patterns of service delivery
PROCESS AND PEOPLE: OPPORTUNITIES AND CHALLENGES

Businesses need to be flexible in dealing with whatever nature throws at them

There needs to be greater awareness of tools currently available to business

Overcoming, or circumventing, difficulties with travel is a key aspect of maintaining
business continuity

Process equipment requires upgrading to deal with higher temperatures

Water management, including water efficiency, needs to be considered in a strategic
way

Businesses should recognise local inter-dependencies and get involved with local
authorities’ adaptation plans
PREMISES: OPPORTUNITIES AND CHALLENGES

Extreme weather events are already have an impact on business premises – notably
through high winds and flooding

New premises need to be designed, and existing premises upgraded, to maintain
comfortable working conditions for staff. Businesses should avoid short-term “fixes”

As climate change accelerates, we need to consider longer-term issues – such as heat
waves, wildfires and sea-level rise

Business should address adaptation alongside their work on emissions reduction
46

In addressing climate vulnerability, businesses should consider how premises sit within
the wider environment
FINANCE: OPPORTUNITIES AND CHALLENGES

Businesses should recognise the rising costs associated with climate change and plan
accordingly

Adopting long-term effective solutions requires significant capital expenditure, which
may best be delivered through a partnership approach, involving all beneficiaries

In addressing climate risk in the round the business community should work closely with
the insurance sector

The third sector is highly adaptive but resource-poor; it can play a key role in educating
businesses and communities
Breakout session 2: Action Planning & Barriers
“What are the barriers to taking action on climate adaptation and how do we overcome
them?”

Communication on climate change is confused and contradictory – this has led to poor
understanding and lack of “buy-in”

Communities and businesses are vulnerable to a wide range of climate-related risks,
with a wide range of potential consequences. It is important that these are properly
understood

Businesses are generally focussed on short-term needs

The ability to comply with climate change legislation depends upon the size of the
business concerned

Some small businesses lack the internal capacity even to look pro-actively for support

Businesses are embedded within wider networks, particularly in relation to global
markets and supply chains; they are therefore subject to external constraints
47

Making the business case requires a broad assessment of costs and a flexible, agile plan
that identifies quick wins; financial priority is the key to influence

Insurance companies have a significant role to play; is there potential for a climate
change “no claims bonus”?

Businesses lack access to data and are unaware of the tools and support that are
available to them

Collectively we all discount the future; this makes it difficult to drive through action on
climate change

The five-year political cycle sits uneasily with action on climate change – but the wellbeing of future generations act represents a real opportunity to make progress

Welsh government can stimulate action through its procurement and business support –
and by breaking down silos within itself and local government

Initiatives at the local authority and town council level have the potential to engage the
business community within the wider community
Breakout session 3: IEMA Guidance
“From what you have seen, is this IEMA Guidance useful for you?”
“What particular support would you require?”
HOW USEFUL?

It helps businesses get a clearer picture of climate change impacts, and to build on what
they may already be doing

It uses business language and casts the challenge in a positive light

It links to existing processes and this is a major advantage in helping to promote the
approach

It is simple and uncomplicated, but can be tailored to different businesses

It may be “over the top” for small businesses; it would be beneficial to see similar
guidance aimed specifically at micro-businesses and SME’s
48
WHAT SUPPORT IS REQUIRED?

Case studies would be useful, communicated from a specific website, such as Business
Wales

Welsh Government should endorse specific adaptation tools and demonstrate
ministerial buy-in across all departments

Peer-to-peer support & mentoring would be valuable, explaining how the approach has
been delivered in practice

Forums for discussion can help spread the approach, building on existing networks such
as Business Wales and Business in the Community

Financial institutions have a potential role in promoting action, through making the
provision of loans conditional upon having a climate adaptation plan
49
ANNEX 5: CLUSTERING OF KEY MESSAGES FROM THE THREE BREAKOUT SESSIONS TO
ARRIVE AT A NUMBER OF HEADLINE MESSAGES
NOTE ON PRESENTATION:

Bullet points in black are the key messages arising from the three breakout
sessions taken together.
HEADINGS IN BOLD UNDERLINED BLUE FONT ARE THE HEADLINE MESSAGES EMERGING
FROM THE KEY MESSAGES PRESENTED BENEATH THEM
CLIMATE CHANGE PRESENTS BOTH RISKS AND OPPORTUNITIES; BUSINESSES NEED TO
ADDRESS THE RISKS AND EXPLOIT THE OPPORTUNITIES

The changing climate offers opportunities for business – but the unpredictability of
weather is bad for tourism

Dealing with the impacts of climate change provides opportunities for new goods and
services – particularly in relation to flood risk management, air conditioning and
(potentially) water trading

Considerations of food security can stimulate domestic food production – particularly
since climate change is likely to affect certain other regions of the world more severely

The physical impacts of climate change can cause significant disruption during extreme
weather events

Extreme weather events are already have an impact on business premises – notably
through high winds and flooding

Particularly resilient modes of transport have the potential to expand

Restrictions on the use of fossil fuels, and potential reduced availability, threaten
current patterns of service delivery
50
BUSINESSES NEED TO ADDRESS THEIR CLIMATE VULNERABILITY IN RELATION TO:
MAINTAINING THEIR PROCESS EQUIPMENT; PROVIDING COMFORTABLE WORKING
ENVIRONMENT FOR THEIR STAFF; AND ENSURING THE RESILIENCE OF THEIR WIDER
SUPPLY AND DISTRIBUTION CHAINS. FLEXIBILITY IS KEY, MAKING THE BEST USE OF
INFORMATION COMMUNICATIONS TECHNOLOGY

Improvements in information communications and technology can play a critical role in
maintaining business continuity

Businesses need to be flexible in dealing with whatever nature throws at them

Overcoming, or circumventing, difficulties with travel is a key aspect of maintaining
business continuity

Process equipment requires upgrading to deal with higher temperatures

New premises need to be designed, and existing premises upgraded, to maintain
comfortable working conditions for staff. Businesses should avoid short-term “fixes”

Business should address adaptation alongside their work on emissions reduction

Businesses are embedded within wider networks, particularly in relation to global
markets and supply chains; they are therefore subject to external constraints
CLIMATE CHANGE COMMUNICATION IS CONFUSED AND CONTRADICTORY; IT NEEDS TO
BE PRESENTED IN TERMS THAT ARE RELEVANT TO BUSINESS. THE UKCIP BUSINESS AREAS
CLIMATE IMPACT ASSESSMENT TOOL (BACLIAT) AND THE IEMA GUIDANCE ON BUILDING
THE BUSINESS CASE ARE VERY USEFUL IN THIS RESPECT

Communication on climate change is confused and contradictory – this has led to poor
understanding and lack of “buy-in”

Communities and businesses are vulnerable to a wide range of climate-related risks,
with a wide range of potential consequences. It is important that these are properly
understood

The IEMA Guidance helps businesses get a clearer picture of climate change impacts,
and to build on what they may already be doing

The IEMA Guidance uses business language and casts the challenge in a positive light
51

The IEMA Guidance links to existing processes and this is a major advantage in helping to
promote the approach

The IEMA Guidance is simple and uncomplicated, but can be tailored to different
businesses
CLIMATE ADAPTATION REQUIRES SIGNIFICANT FINANCIAL INVESTMENT, WHICH MAY BE
BEST BE DELIVERED THROUGH A PARTNERSHIP APPROACH, INVOLVING ALL
BENEFICIARIES; FINANCIAL INSTITUTIONS HAVE A KEY ROLE IN PROVIDING THE RIGHT
INCENTIVES

Businesses should recognise the rising costs associated with climate change and plan
accordingly

Adopting long-term effective solutions requires significant capital expenditure, which
may best be delivered through a partnership approach, involving all beneficiaries

In addressing climate risk in the round the business community should work closely with
the insurance sector

Making the business case requires a broad assessment of costs and a flexible, agile plan
that identifies quick wins; financial priority is the key to influence

Insurance companies have a significant role to play; is there potential for a climate
change “no claims bonus”?

Financial institutions have a potential role in promoting action, through making the
provision of loans conditional upon having a climate adaptation plan
SMALL BUSINESSES IN PARTICULAR LACK CAPACITY TO ADDRESS CLIMATE ADAPTATION
AND NEED TO BE PROVIDED WITH REALISTIC BUSINESS SUPPORT

There needs to be greater awareness of tools currently available to business

Businesses are generally focussed on short-term needs

The ability to comply with climate change legislation depends upon the size of the
business concerned
52

Some small businesses lack the internal capacity even to look pro-actively for support

The IEMA Guidance may be “over the top” for small businesses; it would be beneficial to
see similar guidance aimed specifically at micro-businesses and SME’s

Businesses lack access to data and are unaware of the tools and support that are
available to them
WELSH GOVERNMENT CAN CATALYSE ACTION BY PROVIDING SUPPORT TO BUSINESS AND
BY EMBEDDING CLIMATE ADAPTATION THROUGHOUT ITS OWN ACTIVITIES; PUBLIC
SECTOR PROCUREMENT IS KEY TO DEVELOPING ADAPTED BUSINESSES IN WALES

The public sector can catalyse action on climate adaptation – particularly through its
own procurement

Improvements in transport links are required to prevent disruption to business in a
changing climate

The five-year political cycle sits uneasily with action on climate change – but the wellbeing of future generations act represents a real opportunity to make progress

Welsh Government can stimulate action through its procurement and business support
– and by breaking down silos within itself and local government

Welsh Government should endorse specific adaptation tools and demonstrate
ministerial buy-in across all departments
LOCAL AUTHORITIES HAVE CRITICAL DIRECT AND COORDINATING ROLES IN PREVENTING
CLIMATE-RELATED DISRUPTION AND IN SPEEDING RECOVERY AFTER DISRUPTION HAS
OCCURRED

Local authorities have a critical role in preventing disruption and in speeding recovery
after disruption has occurred

Climate change and increased immigration will place increased pressure on public
services
53

Initiatives at the local authority and town council level have the potential to engage the
business community within the wider community

Businesses should recognise local inter-dependencies and get involved with local
authorities’ adaptation plans
DEVELOPING ROBUST LONG-TERM CLIMATE ADAPTATION REQUIRES AN INTEGRATED
APPROACH TO ENVIRONMENTAL MANAGEMENT AND A STRATEGIC VIEW ON WATER
MANAGEMENT AND SEA LEVEL RISE IN PARTICULAR

Ecosystem services provide a cost-effective and appropriate way of combating climate
change – particularly in relation to water management

As climate change accelerates, we need to consider longer-term issues – such as heat
waves, wildfires and sea-level rise

In addressing climate vulnerability, businesses should consider how premises sit within
the wider environment

Water management, including water efficiency, needs to be considered in a strategic
way

Collectively we all discount the future; this makes it difficult to drive through action on
climate change
COLLECTIVELY, WE NEED TO ADOPT A PARTNERSHIP APPROACH TO CLIMATE
ADAPTATION INVOLVING BUSINESS NETWORKS EMBEDDED WITHIN WIDER COMMUNITY
NETWORKS

Adapting to climate change requires a partnership approach and extensive stakeholder
engagement

The third sector is highly adaptive but resource-poor; it can play a key role in educating
businesses and communities

Case studies would be useful, communicated from a specific website, such as Business
Wales
54

Peer-to-peer support & mentoring would be valuable, explaining how the approach has
been delivered in practice

Forums for discussion can help spread the approach, building on existing networks such
as Business Wales and Business in the Community
55