Raymond Cheung
Chartered Actuary · CRO · Board Adviser · Singapore
Organisations are racing to improve their climate disclosures. The harder — and more consequential — work is in governance: who owns the risk, how it connects to strategy, and what your board must be willing to actually ask.
Every week I see another organisation announce its climate disclosure framework, appoint a sustainability officer, or commit to a net-zero target. These are not bad things. But they are frequently mistaken for the hard work — and the hard work is something different.
The hard work is governance. It is the question of who in your organisation actually owns the climate risk — not on a reporting chart, but in a way that changes what decisions get made and by whom. It is whether your board has the information it needs to ask difficult questions of management, and whether management is genuinely empowered to bring uncomfortable answers.
Disclosure is the output, not the outcome
When I work with boards on climate risk, I start by asking a simple question: if your organisation's largest physical asset became uninsurable in the next five years due to climate-related conditions, who would know about that risk today, and how would it reach your board? In most cases the answer reveals a gap — not between intention and disclosure, but between disclosure and governance.
TCFD, ISSB, MAS guidelines — these frameworks have done an important job of creating a common language for climate risk reporting. But language is not the same as ownership. I have reviewed reporting that is technically compliant and substantively hollow — disclosure that describes risk categories without assigning accountability, sets targets without connecting them to capital decisions, and reassures readers without informing them.
“Disclosure describes what you know. Governance determines what you do with it. Most organisations have invested far more in the former.”
Three questions every board should be asking
In my experience advising boards across Asia, effective climate governance comes down to three questions that are harder to answer than they appear.
- Who owns the physical and transition risks in our portfolio, and does that ownership connect to our capital allocation decisions?
- What is our exposure to regulatory change — carbon pricing, mandatory disclosure, liability — in each market we operate in, and over what time horizon?
- What assumptions are embedded in our current strategy that climate developments could invalidate, and when would we know they were wrong?
These questions are not answered by a disclosure report. They require the risk function, the finance function and the board to be working from the same information — and they require your board to be willing to sit with uncertainty rather than demand false precision.
The talent gap nobody talks about
One thing I consistently encounter is a talent mismatch. The people who understand climate science well enough to model transition scenarios are often not the same people who understand how to connect those scenarios to a board's existing risk framework. And the people who run those risk frameworks often lack the climate expertise to challenge the models they are being given.
This is not a gap you solve with a hire. It requires deliberate investment in building shared fluency across your risk, finance and sustainability teams — and it requires your board to develop enough literacy to ask the right questions of the people presenting to them.
What I recommend
Start with accountability, not disclosure. Map your material climate risks — physical, transition, and liability — and assign clear ownership to named individuals with the authority to act. Connect those risks to your capital planning cycle, not just your reporting calendar. And ask your board, honestly, whether it has the expertise and information it needs to govern this risk — or whether it is simply receiving it.
Climate transition is one of the defining risk management challenges of the next two decades. The organisations that navigate it well will not be the ones with the most sophisticated disclosure. They will be the ones that treated it as a governance problem first.
About the author
Raymond Cheung is a Chartered Actuary, C-suite executive and board adviser with more than 20 years of experience across Asia in risk management, insurance, ESG and corporate governance. He is the CEO of CER Consultancy and an accredited trainer at SMU Academy and the Singapore College of Insurance.