Building Resilience During Change

🇪🇺 Europe is being told to brace for 2.8–3.3°C of global heating by 2100 by the European Scientific Advisory Board on Climate Change. This is not alarmism. It is risk management. The new report — Strengthening Resilience to Climate Change — is blunt: current efforts are insufficient and not commensurate with escalating risk. What the Advisory Board proposes: 1️⃣ Mandate climate risk assessments across EU policy Not optional. Not sector-specific. Systemic. 2️⃣ Plan for at least 2.8–3.3°C globally Using SSP2-4.5 as a common reference — and stress-test even hotter pathways. Risk governance requires realism. 3️⃣ Establish a legally anchored 2050 climate-resilient vision With measurable adaptation targets — just as we have for mitigation. 4️⃣ Embed “climate resilience by design” in every EU policy Economic governance, grids, agriculture, cohesion policy, finance. 5️⃣ Mobilise serious capital. Public budgets. Private finance. Insurance reform. Close the widening protection gap before it becomes a fiscal crisis. Climate risk is already cascading: From drought → to floods From heat → to labour productivity loss From disasters → to sovereign debt stress From local shocks → to systemic financial exposure The report explicitly links climate risk to public finances and financial stability. Mitigation remains indispensable. But adaptation determines whether Europe remains competitive, cohesive, and secure in a 3°C world. Resilience is Europe’s next structural reform. https://lnkd.in/enKH4sUB

Business Framework for Climate Adaptation 🌎 Climate adaptation is an increasingly strategic concern for companies across sectors. Rising temperatures, extreme weather events, and supply chain disruptions are no longer distant threats but material risks to business continuity, performance, and value creation. Responding to these risks requires more than isolated initiatives; it calls for structured, forward-looking action. A comprehensive approach to adaptation begins by recognizing the business drivers that make action necessary. These include avoiding financial losses from climate impacts, unlocking new revenue streams and efficiencies, and contributing to broader resilience in communities and ecosystems. These motivations help define the scope and urgency of adaptation efforts. To move from intention to execution, companies can organize their response across three pillars: enhancing resilience, capitalizing on opportunities, and shaping collaborative outcomes. This structure supports both internal action and external engagement, ensuring that adaptation efforts are both strategic and systemic. Enhancing resilience involves assessing physical climate risks and strengthening the capacity of operations, assets, and value chains to withstand disruptions. This includes scenario planning, supplier resilience programs, and investments in infrastructure that can endure future conditions. The second pillar focuses on capturing opportunities by developing solutions that support adaptation. This includes climate-resilient products, services tailored to emerging risks, and investment in technologies that deliver both adaptation and mitigation co-benefits. These innovations create new markets and competitive advantage. Collaborative outcomes are essential for building resilience beyond the boundaries of the business. This involves partnerships with governments, NGOs, and communities to support large-scale adaptation initiatives. Collective action can drive systemic change and expand the reach and impact of individual company efforts. Implementation requires enabling structures that integrate adaptation into decision-making. This includes aligning corporate strategy with climate science, embedding risk analysis into governance processes, and ensuring transparency through credible disclosures. These elements make adaptation measurable, accountable, and scalable. Taken together, these components form a practical path for companies to address the climate risks ahead while contributing to long-term stability and sustainable development. Adaptation is no longer optional. It is a critical lever for resilience, relevance, and long-term value. #sustainability #sustainable #business #esg #climatechange #risks

Volatility is the new normal. Resilience is the game. Joined Teck Kin SUAN, CFA 全德健 and Angela Lim at CNA Singapore Tonight to discuss business reaction to the latest twist in the ongoing US tariffs saga – where President Trump imposing a global tariff rate of 15% under Section 122 of the Trade Act of 1974 on all imports to US for 150 days, in response to US Supreme Court decision on the earlier Liberation Day tariffs. The issue isn’t just whether tariffs are 10% or 15%.  Businesses tell us that they can adjust to a known cost increase. But it’s the constant shifting of rules — scope, timing, and tools — that makes it hard to price contracts, plan production, or commit to long‑term investments. Problem is more acute for firms with shipments already en-route or are in the midst of renewing annual supply contracts. The impact will ripple through the ecosystem from manufacturers exporting goods to the US, to traders, logistics firms and SME suppliers. Already, we know that Singapore non-oil domestic exports to US declined by 9% yoy between April to December last year, and that’s based on a 10% tariff rate. And the jury is still out on the outcome of S232 sectoral tariffs on semiconductors and pharmaceuticals that account for 40% of our export to US. But businesses shouldn’t wait for perfect clarity.  If volatility is the new normal, resilience is no longer optional. Business should do three things. One, build optionality in markets and supply chains. Two, tighten compliance and contracts so they can respond quickly. Three, invest in capabilities rather than just absorb costs. Businesses don’t have to navigate this alone — Singapore Business Federation is here to help firms build resilience, access support, and adapt confidently to this new trade environment. Contact my CFOTI team (Peng Kwang HENG, Marcel Pang, Hock Chye G., Wing See Poon, Johan Ruslan) which is working closely with government to help firms adapt, diversify and stay competitive — even in an uncertain world. https://lnkd.in/gt5KUfEV

Employees stay where they feel they belong. Not where the coffee is better, not where the perks are louder—but where their presence is valued, their voice matters, and their work feels meaningful. We all go through tough moments: ➟ Companies still suffer from the recession. ➟ Many have had to make difficult cuts. ➟ More jobs will be automated. Free snacks, fancy offices, and ping pong tables can be fun. But they can't replace genuine appreciation. They won't fuel people's motivation. This is what people need right now: ✅ Leaders who listen ✅ Constructive feedback ✅ Recognition of achievements ✅ Encouraging open communication ✅ Ensuring every person is treated fairly ✅ Professional development opportunities ✅ Advocating for team needs to upper management ✅ Maintaining transparency during organizational changes ✅ Standing with the team, especially during hard times ✅ Shaping an environment of mutual respect and trust ✅ Protecting the team from unnecessary pressure ✅ Addressing concerns with empathy and action ✅ Collaborative teams that nurture belonging ✅ Supporting work-life balance with care ✅ A safe space to voice concerns freely ✅ Trust in the vision and direction ✅ Work that feels fulfilling Providing this kind of support is at the core of leadership. Focusing on what truly matters. Growing places where trust is the norm. Where people feel seen, heard, and valued. Shared by: Mental Health

Leading change isn't just about having a compelling vision or a well-crafted strategy. Through my years as a transformation leader, I've discovered that the most challenging aspect lies in understanding and addressing the human elements that often go unnoticed. The fundamental mistake many leaders make is assuming people resist change itself. People don't resist change - they resist loss. Research shows that the pain of losing something is twice as powerful as the pleasure of gaining something new. This insight completely transforms how we should approach change management. When implementing change, we must recognize five core types of loss that drive resistance. * First, there's the loss of safety and security - our basic need for predictability and stability. * Second, we face the potential loss of freedom and autonomy - our ability to control our circumstances.  * Third, there's the fear of losing status and recognition - particularly relevant in organizational hierarchies.  * Fourth, we confront the possible loss of belonging and connection - our vital social bonds. * Finally, there's the concern about fairness and justice - our fundamental need for equitable treatment. What makes these losses particularly challenging is their connection to identity.  When change threatens these aspects of our work life, it doesn't just challenge our routines and who we think we are. This is why seemingly simple changes can trigger such profound resistance. As leaders, our role must evolve. We need to be both champions of change and anchors of stability.  Research shows that people are four times more likely to accept change when they clearly understand what will remain constant. This insight should fundamentally shift our approach to change communication. The path forward requires a more nuanced approach. We must acknowledge losses openly, create space for processing transition and highlight what remains stable. Most importantly, we need to help our teams maintain their sense of identity while embracing new possibilities. In my experience, the most successful transformations occur when leaders understand these hidden dynamics. We must also honour the present and past. This means creating an environment where both loss and possibility can coexist. The key is to approach resistance with curiosity rather than frustration. When we encounter pushback, it's often signaling important concerns that need addressing. By listening to this wisdom and addressing the underlying losses, we can build stronger foundations for change. These insights become even more crucial as we navigate an increasingly dynamic business environment. The future belongs to leaders who can balance the drive for transformation with the human need for stability and meaning. True transformation isn't just about changing what we do - it's about evolving who we are while honouring who we've been. #leadership #leadwithrajeev

The conference room buzzed with excitement. A Big 4 consulting firm had just unveiled their masterpiece: a flawless transformation strategy. Fast forward six months. Crickets. The brilliant plan was gathering dust. That's when it hit me: We'd crafted the perfect solution to the wrong problem. Here's what I learnt: 💡 Companies are not machines. They are living, breathing ecosystems of human emotion. 💡 And humans don't run on strategy and KPIs alone. We operate on a complex interplay of thoughts and feelings. And the dominant feeling during change? Fear. It's primal. And it's paralyzing our best-laid plans. Every employee facing change is grappling with an ancient part of their brain. One that keeps asking questions like: 😨 "Can I adapt fast enough?" 😨 "Will my skills become obsolete?" 😨 "What if I'm not good enough for this big, bad, new world?" No wonder action stalls. Fear turns the most brilliant plans into expensive paperweights. Why? Because we're asking people to sprint while they're emotionally frozen in place. When I guide transformation projects, I focus on two parallel tracks: 🧠 The intellectual blueprint ➕ The emotional odyssey 💙 Here's what this looks like in practice: 𝐄𝐦𝐨𝐭𝐢𝐨𝐧𝐚𝐥 𝐌𝐚𝐩𝐩𝐢𝐧𝐠: We identify the core fears and aspirations driving key players. 𝐒𝐚𝐟𝐞 𝐒𝐩𝐚𝐜𝐞𝐬: We create environments where vulnerabilities can be voiced without judgment. 𝐂𝐨-𝐂𝐫𝐞𝐚𝐭𝐢𝐨𝐧: We involve employees in designing their own transformation paths. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐂𝐚𝐥𝐢𝐛𝐫𝐚𝐭𝐢𝐨𝐧: We regularly check the emotional temperature and adjust our approach. Real transformation occurs when people feel safe enough to leap into the unknown. When anxiety shifts to agency, you turn bystanders into architects of change. That's when you see change materialize—not just on paper, but in the very DNA of your organization. To the leaders reading this: As you plan your next big change, pause and reflect. Are you accounting for the full spectrum of human experience in your strategy? Your people—with all their hopes and fears—are the true engines of change. Engage their emotions, not just their minds, and you'll unlock potential you never knew existed. Ever seen emotions derail a "perfect" strategy? Or fuel an unlikely success? Share your war story. Let's build our collective playbook. --------------------------------------------------------------------------------- Struggling with the human side of transformation? Let's connect. Together, we can turn messy realities into thriving change.

Early in my career, when I shared the story of a workshop that completely bombed (an email announcing layoffs arrived in everyone's inbox during day 1 lunch of a two-day program -- and I had no idea how to handle this), three women immediately reached out to share their own "disaster" stories. We realized we'd all been carrying shame about normal learning experiences while watching men turn similar setbacks into compelling leadership narratives about risk-taking and resilience. The conversation that we had was more valuable than any success story I could have shared. As women, we are stuck in a double-bind: we are less likely to share our successes AND we are less likely to share our failures. Today, I'm talking about the latter. Sharing failure stories normalizes setbacks as part of growth rather than evidence of inadequacy. When we women are vulnerable about their struggles and what they learned, it creates permission for others to reframe their own experiences. This collective storytelling helps distinguish between individual challenges and systemic issues that affect many women similarly. Men more readily share and learn from failures, often turning them into evidence of their willingness to take risks and push boundaries. Women, knowing our failures are judged more harshly, tend to hide them or frame them as personal shortcomings. This creates isolation around experiences that are actually quite common and entirely normal parts of professional development. Open discussion about setbacks establishes the expectation that failing is not only normal but necessary for success. It builds connection and community among women who might otherwise feel alone in their struggles. When we reframe failures as data and learning experiences rather than shameful secrets, we reduce their power to limit our future risk-taking and ambition. Here are a few tips for sharing and learning from failure stories: • Practice talking about setbacks as learning experiences rather than personal inadequacies • Share what you learned and how you've applied those lessons, not just what went wrong • Seek out other women's failure stories to normalize your own experiences • Look for patterns in women's challenges that suggest systemic rather than individual issues (and then stop seeing systemic challenges as personal failures!) • Create safe spaces for honest conversation about struggles and setbacks • Celebrate recovery and growth as much as initial success • Use failure stories to build connection and mentorship relationships with other women We are not the sum of our failures, but some of our failures make us more relatable, realistic, and ready for our successes. So let's not keep them to ourselves. #WomensERG #DEIB #failure

𝙃𝙖𝙫𝙚 𝙮𝙤𝙪 𝙢𝙖𝙥𝙥𝙚𝙙 𝙮𝙤𝙪𝙧 𝙘𝙡𝙞𝙢𝙖𝙩𝙚 𝙧𝙞𝙨𝙠 𝙚𝙭𝙥𝙤𝙨𝙪𝙧𝙚? Most companies haven't. And I don't mean the direct risks – the flooding of your own facilities or heat stress on your workforce. I mean the hidden vulnerabilities within your supply chain. Here's what we know: extreme weather events are intensifying. At just 1.3°C of warming, the effects are clear: prolonged heatwaves, intensifying droughts, more frequent wildfires, and severe storms that bring heavier rainfall. These events have already caused thousands of deaths and displaced millions. But here's the part most boardrooms miss: you don't need to be in a flood zone to be flood-affected. Your Tier 2 supplier in South Asia might be. The agricultural inputs you depend on might come from regions experiencing consecutive crop failures. The transport routes you've used for decades might now face seasonal disruptions you haven't priced in. So what can you actually do? 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗿𝗶𝘀𝗸 𝗺𝗮𝗽𝗽𝗶𝗻𝗴. Look beyond your own operations: 🔹 Where are your critical suppliers located, and what climate hazards are intensifying there? 🔹 Which materials or components have concentrated geographic sources? 🔹 What alternative routes, suppliers, or materials could build resilience? 𝗘𝗻𝗴𝗮𝗴𝗲 𝘆𝗼𝘂𝗿 𝘀𝘂𝗽𝗽𝗹𝘆 𝗰𝗵𝗮𝗶𝗻. Your suppliers are living these realities daily. Ask them what they're seeing, what's changing, what support they need. 𝗕𝘂𝗶𝗹𝗱 𝗮𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻 𝗶𝗻𝘁𝗼 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆, not just ESG reports. This isn't about compliance – it's about business continuity. Climate adaptation needs finance, planning, and cross-functional ownership. The 𝟮𝟬𝟮𝟱 𝗪𝗼𝗿𝗹𝗱 𝗪𝗲𝗮𝘁𝗵𝗲𝗿 𝗔𝘁𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 𝗿𝗲𝗽𝗼𝗿𝘁 makes something else clear: these impacts fall hardest on those with the least protection. Communities facing poverty, fragile infrastructure, and limited services bear disproportionate burdens. Globally, #women carry an unequal burden, due to their underrepresentation in leadership and unpaid caring responsibilities. The data gaps mirror the protection gaps, especially in the Global South, where impacts are severe but monitoring and modeling remain under-resourced. And here's the critical point: 𝗮𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻 𝗮𝗹𝗼𝗻𝗲 𝗶𝘀 𝗻𝗼𝘁 𝗲𝗻𝗼𝘂𝗴𝗵. Rapid emission reductions remain essential to avoid the worst impacts of climate change. We need both. 𝗖𝗹𝗶𝗺𝗮𝘁𝗲 𝗿𝗶𝘀𝗸 𝗶𝘀 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗿𝗶𝘀𝗸. And it's already here.

Breakthrough results happen in safe spaces. Not the manufactured, corporate-speak version of safe spaces. The real kind, where people can actually be vulnerable. Here's the difference between saying it and actually putting measures in place to make it real. "This might get sensitive, but you know what? We got each other." That's how our facilitators start every session with executives facing major change. It's one of the most powerful moments. They don't just say "this is a safe space" and hope for the best. They create a container with actual commitments. Here's what we commit to in each session: Making a space for others to share and be heard.  Engaging and participating in exercises to the best of their ability.  Learning at least one new thing about themselves.  Learning at least one new thing about fellow participants. Taking risks.  Maintaining confidentiality.  Minimizing distractions.  Staying curious.  Having fun. It's a commitment that they all take to get vulnerable, to take a risk, and have each other's back. An actual framework. Not just theory. And here's what's powerful about it: We break the fourth wall. You can use this framework in your own meetings, one-on-ones, conversations and discussions. When you create space for executives to talk about their emotions, give them language for it and give them a productive framework to move through it, magic happens. This isn't “soft skill” coaching. This is practical, business-critical work. Because leaders who can't process their own emotions about change can't lead others through it. And those emotions come out in resistance, disengagement, and culture decay. In our sessions, executives talk about big things, like potentially losing their jobs in an acquisition. They name the fear. They explore the opportunity. All because we created a container where it was safe to be human. What would change if all of your meetings started with commitments like these?

Staying focused and resilient during war is challenging, especially at work. The emotional toll is real, and it's natural that people may not feel like working when the situation intensifies. Here's how I've been approaching leadership with my team during these times: For us, work has become a kind of refuge—a safe place where we can connect with each other and focus on something productive, even for a few hours. This sense of purpose is crucial, not just for the work we do, but for our emotional well-being. I see the same with the founders we support—despite the uncertainty, they’re laser-focused on their next product, investor, or partnership. In a way, this focus shields us from the constant barrage of anxiety-inducing news. For my team, staying close to our mission makes all the difference. We know the impact of our work. Every connection we make, every introduction or partnership, brings quick and tangible results for the founders we support. That sense of immediacy and purpose helps keep our stress levels down, and it’s a privilege to be able to create a space that feels optimistic in such tough times. We talk openly about what’s happening, and everyone knows they have the freedom to work from home or take time when they need it. Flexibility has been essential, but so has delivering on our global responsibilities. It’s about finding the balance between supporting each other and ensuring we continue to make progress. War brings overwhelming uncertainty, but staying connected to a meaningful mission gives us the resilience to push forward.