July 1, 2026
By Tanya Gass
Climate change is no longer a standalone ESG consideration; it has become a core boardroom issue, shaping strategy, resilience and long-term value creation.
Norman Broadbent is proud to have contributed to Climate Competency in the Boardroom, a landmark report from Chapter Zero, developed in collaboration with nine leading executive search firms to establish a practical framework for climate competency among Non-Executive Directors.
The report supports Chapter Zero's ambition to see at least two climate-competent Non-Executive Directors serving on every FTSE 350 board and the UK's largest private company boards by 2028. It provides boards, chairs, NEDs and board advisers with a clear framework for understanding how climate competency can strengthen governance and improve oversight of climate-related risks and opportunities.
Our Board Practice Partner, Tanya Gass, contributed to the report, sharing her perspective on the evolving role of today's Non-Executive Director:
“The NED skillset required for effective climate oversight builds on core directorial capabilities: taking a long-term view, understanding systemic risk and ensuring the resilience and sustainability of the business model. Climate is not a discrete topic, but one that must be integrated across strategy, operations and capital allocation.
Where it differs is in the level of complexity and lack of precedent. Few NEDs can draw on direct experience of navigating disruption of this scale, which places Embedding and scaling impact Integrates climate oversight, metrics, risks and opportunities into wider board processes, linking purpose, performance and long-term value Effectively utilises governance levers, including incentives and policy engagement, to influence organisational direction and accelerate transition Communicates a clear strategic narrative on climate and builds alignment across the organisation greater emphasis not just on knowledge, but on judgement and adaptability.
While baseline climate literacy is essential, the critical capabilities are the ability to interrogate how climate risk and opportunity translate into strategy, to embed these considerations into the board agenda and to operate confidently amid ambiguity.”
The publication defines climate competency across four key areas - knowledge, skills, leadership and mindset - and reinforces that effective climate oversight is not simply about technical expertise. It is about judgement, adaptability and embedding climate considerations into strategic decision-making.
As organisations navigate economic transition, technological change and increasing regulatory expectations, climate competency is becoming an essential component of board effectiveness.