Chapter Zero news and insights

Boards make better capital decisions when climate risks are priced.

Markets are already pricing climate risk and boards need to govern accordingly.

Stormwater is not just pipes and pumps. It is risk oversight, resilience investment and long-term value protection.

The economics of gas is changing. Boards need clarity on timing, risk and options.

Voices in Kiwis in Climate underline a clear message: climate is now inseparable from strategy and long-term resilience.

Values don’t survive pressure unless they’re built into governance structures and board decision-making.

In a tight, high-risk economy, boards must weigh sustainability claims with care.

Boards sleepwalking through nature risk won’t survive the wake-up.

Strategic sustainability needs structure. Double materiality gives boards the edge.

While NZ businesses face energy uncertainty, wood pellets from Taupō are powering homes and industries in Japan. 

As geoeconomic confrontation escalates, climate risk is slipping down agendas. Boards face hard trade-offs with long-term consequences.

Boards face rising ESG expectations. A double materiality lens can help direct action where it matters most.

Decarbonisation is no layover – Wellington Airport’s board is charting a long-haul path to net zero

Treating nature like any other critical risk means directors can plan for and avoid impacts now – before the bill comes due.

Steel, timber or concrete – whatever the material, boards must ask: what will this building become after we’re gone?

Risk isn’t about what might go wrong – it’s about making the right call when the future is unclear.

IKEA shows that you can scale globally, serve meatballs and still lead with integrity.

A pulse survey at the 2025 IoD and Chapter Zero NZ Climate Forum revealed how directors are building confidence, competence and capacity.

As boards and media go quiet on climate, directors must find new ways to communicate sustainability with clarity and credibility.

At Chapter Zero NZ’s final 2025 event, global corporate sustainability leader Michael Kobori shared lessons from Levi’s and Starbucks.