Sometimes the best tactic when encountering stormy headwinds is simply to put your head down and battle through. For today’s business leaders, faced with trade wars, nervous bond markets, volatile electorates and unpredictable politicians, the weather is especially choppy right now.

“Head down and carry on” is very much the sentiment of our contributors this quarter: from Climate Week in New York, through energy-hungry data centres and carbon tariff barriers, via at risk infrastructure and protests over job losses, their message is consistent – focus on the business fundamentals and the way forward becomes evident and perhaps even encouraging. Our lead article reports from the frontline in New York, where there was little sign of roll-back,

We are living through troubling times. Perhaps you too have switched off those non-stop digital news alerts, to stay focused on the job in hand. In that spirit we bring you our second new-look Quarterly Digest, taking a reflective step back to offer our insights and advice on the challenging world of sustainable business.

We lead off with the surprising outcome of a recent public debate, provocatively titled ‘Greed is Good’. That invoked the spirit of Adam Smith, Scottish economist and philosopher, born a mere 300 years ago, to reaffirm the true purpose of business….

Welcome to the first edition of SLR’s new look Advisory Digest, now quarterly and with space to explore topical issues in more depth. Our goal remains to provide you with the best insights and advice on the fast-changing world of sustainable business, keeping our sharp focus on practical solutions that create commercial success.

With eyes these last few months firmly fixed on political developments in Washington and Brussels, many are asking – are we seeing a generational roll-back in what was the seemingly unstoppable rise of concern about sustainability?

We begin the year 2025 with the last of our ‘actions for business’ briefings – one that is arguably the most fundamental of all.

There’s little economic activity that isn’t dependent somewhere along its value chain on the natural world – from obvious sectors like food, pharma and energy, to the healthy eco-systems on which we all rely for fresh water and clean air.

Yet the looming crisis in bio-diversity is being overshadowed by (welcome) international attention to climate change. 

The concept of a circular economy was first cited in the 1930s to make a contrast with old linear forms of production. The earliest recorded use with environmental connotations, however, was not until 1989, when the Los Angeles Times hastily wrote that companies must begin moving away from the 1950s throw-away society “in the next decade” if they were to survive. Full marks for analysis, if not predicted timelines.

Our focus this month is human rights – a topic so broad that businesses can have difficulty deciding what it really means, are unsure what to do, or where to put it on the ubiquitous materiality maps that underpin many strategies and reports.

Help is at hand.

Judging by the squeals of pain, the burden of reporting on sustainability performance is mounting. What started as a voluntary multi-stakeholder movement (I’m thinking Global Reporting Initiative here) has mushroomed into an alphabet soup of initiatives. Many are now effectively mandatory, thanks to UK and EU governments taking an interest, with the SEC joining the party. Some will say it’s a good thing, too. For years, non-financial reporting focused on good news stories or, latterly, on the elements companies chose to put into their sustainability strategies, while issues in the ‘too difficult’ box were neglected.

Way back in the early days of non-financial reporting, I used to have my own unofficial sniff test – a quick count of the number of photos showing outsized donation cheques and random smiling children to illustrate supposedly fundamental action. Thankfully the former now rarely feature, even if the latter haven’t entirely disappeared.

These days, things are altogether more serious, with a consumer backlash and regulatory intervention. The prospect of fines of up to four percent of annual sales puts this firmly into the business mainstream.

Our writers this month cover the bases – examples of companies that have tripped up, advice to look along the supply chain around the world, a suggested action plan, the offer of a risk detector, even a lexicon of greenwashing (dubbed a laundry list, get it?). 

This month we are focusing on transition planning.  That’s timely as the body tasked by the UK government with issuing guidance has just published its final set of advice. There’s now a pretty comprehensive resource bank for companies and investors wanting to shift towards a low carbon economy.  Already the talk is of moving from voluntary guidance to mandatory requirements, and regulators in different jurisdictions around the world are aligning their approaches.

Coming at a time of “congestion in reporting requirements”, as one of our writers this month tactfully puts it, the danger is that c-suite decision-makers view all this as yet another compliance issue to be managed away. That mindset will only add to the costs and miss the opportunities. A common theme across all the advice we offer here is that plans need to be flexible and be adapted to your own business needs – the path forward is indeed “non-linear” as one of our contributors says.