Implementación de ESG

Why organisations work with Fehinti Balogun He brings a working screen actor’s craft to climate communication, with credits across HBO, Netflix, BBC and Paramount+ that buy attention from audiences who tune out conventional sustainability talks. His one-man show Can I Live?, produced by Complicite with the Barbican, is the rare piece of climate work that has been taken seriously by both theatre critics and climate organisers, giving him a methodology he can adapt for corporate audiences. He has spoken to policy and scientific audiences at UN COP26, the Scottish Parliament and Cambridge University, which means his climate content stands up in rooms beyond entertainment. His TED talk on finding your voice for climate action gives organisations a direct entry point for staff who want to act but do not know how to begin. Biography highlights Graduate of the Royal Academy of Dramatic Art (RADA), 2016. Screen credits include I May Destroy You, Dune, A Gentleman in Moscow, The Bastard Son & The Devil Himself, and Down Cemetery Road. BAFTA nomination for Supporting Actor for Down Cemetery Road. Writer and lead performer of Can I Live?, produced by Complicite with the Barbican, directed by Daniel Bailey and Simon McBurney. TED speaker: “How to find your voice for climate action” (2022). Climate platforms include UN COP26, the Scottish Parliament, Cambridge University and the YouTube Creator Summit. Biography Climate communication inside organisations runs into the same wall again and again. The science is settled, the targets are public, and the workforce still does not have a shared language for any of it. Fehinti Balogun has spent his second career building that language through performance rather than policy. Trained at RADA, Balogun is a working actor with screen credits across HBO, Netflix, BBC and Paramount+, including I May Destroy You, Dune, A Gentleman in Moscow and Down Cemetery Road, the last of which earned him a BAFTA nomination for Supporting Actor. The technical command he brings to a stage or a camera is what gives his climate work its unusual reach. Can I Live?, written and performed by Balogun and produced by the theatre company Complicite with the Barbican, is the centre of that work. It combines spoken word, hip-hop, theatre, animation and scientific fact, and it became one of the few climate pieces taken seriously inside both the UK theatre scene and the climate movement. The same instinct shapes his TED talk, “How to find your voice for climate action.” His climate platforms include UN COP26, the Scottish Parliament, Cambridge University and the YouTube Creator Summit. He is most useful to organisations that have a credible climate position on paper and a workforce that has not yet found a way to talk about it. Key speaking topics Climate communication and storytelling Sustainability and employee engagement Diversity and inclusion in the climate movement Purpose and voice for early-career talent Creative practice as a tool for organisational change Ideal for Sustainability and ESG leads who need internal communications that move staff, not just stakeholders. CHROs and employee engagement leads building purpose-led programmes for early-career and creative talent. Internal D&I and ERG sponsors working at the intersection of climate and inclusion. Communications and brand leads in consumer-facing organisations who need a credible cultural voice on climate. Audience outcomes A clearer sense of why staff disengage from climate messaging that reads as compliance. Language and examples leaders can use to talk about sustainability without sliding into jargon. A working model for how creative practice can carry organisational messages that policy memos cannot. A more honest picture of how race, class and access shape who feels invited into climate conversations at work.

Why organisations work with Gabriela Salinas She converts brand into a number a CFO will defend. Her methodology training underpins valuations used in M&A, licensing, litigation, and tax disputes at companies including Bank of America, Telefónica, and Repsol. She sits inside the rulebook. Membership of ISO/PC 231, the committee behind the international brand valuation standard, means she can speak with first-hand authority on what counts as a credible valuation and what does not. Her sustainability research pushes back on the prevailing ESG storyline. Perceived sustainability lifts brand value only when customers see it improving the product, a finding that reframes how marketing teams should brief CFOs on ESG spend. Three published books on brand valuation, including the Wiley reference manual cited across the discipline, give her a depth of source material that bureau speakers in marketing rarely match. She teaches the next generation of CFOs and CMOs at IE Business School, which means her frameworks are tested every term against live cases brought by senior executives. Biography highlights Senior Director, Brand Finance, and Global Managing Director of the Brand Finance Institute Adjunct Professor of Strategic Brand Management and Brand Valuation at IE Business School since 2011 Author of The International Brand Valuation Manual (Wiley, 2009) and two earlier brand valuation titles Member of ISO/PC 231, the international committee for the brand valuation standard Published in the Journal of Brand Management, Marketing Science Institute, and Harvard Deusto Business Review Previously Global Senior Brand Manager at Deloitte and Managing Director at Brand Finance Iberia Biography Brand is the largest single intangible on many corporate balance sheets, and one of the least understood by the people who sign off on its budget. Boards approve brand investment with little sense of how it converts to enterprise value. CFOs ask for a number and receive a story. Gabriela Salinas works at the seam between marketing and finance, where that confusion is most expensive. As Senior Director at Brand Finance and Global Managing Director of the Brand Finance Institute, she advises corporations on what their brand is worth, how to measure it, and how to manage it as a financial asset. Her client work has included Bank of America, Telefónica, Repsol, Mapfre, Iberia, LaLiga, and Johnson & Johnson. Her authority rests on three foundations. Twenty years of practitioner work across Brand Finance, Deloitte, and FutureBrand in New York, Madrid, Singapore, and Buenos Aires. Three published books on brand valuation, including the Wiley manual that remains a standard reference in the field. And membership of ISO/PC 231, the international committee that wrote the global standard for brand valuation methodology. Her recent research with Carmen Abril at Complutense University tests a question CFOs have been asking quietly for years. Does sustainability add brand value? The finding: only when customers see it improving the product. That answer travels well in rooms where marketing teams are under pressure to justify ESG spend in financial terms. Key speaking topics Brand valuation and intangible asset measurement Brand as a financial asset on the balance sheet Sustainability and brand value Corporate reputation and brand architecture Strategic brand management Brand portfolio strategy in M&A and licensing Ideal for CFOs and CMOs working to align brand investment with measurable enterprise value Boards reviewing brand performance, M&A intangibles, or ESG capital allocation Marketing and finance leadership teams jointly accountable for brand strategy Audience outcomes A working vocabulary for discussing brand in financial terms with CFOs, auditors, and investors Clarity on which brand metrics actually predict commercial outcomes and which are noise A defensible position on whether and how sustainability investment translates into brand value Familiarity with the ISO methodology that underpins formal brand valuation in M&A, tax, and litigation

Why organisations work with Gabrielle Walker Her perspective on carbon removal comes from inside the market. She co-built CUR8, which sources and vets removal credits for corporate buyers, and Rethinking Removals, which shapes standards alongside the UNFCCC – giving her direct sight of which approaches are credible, durable, and scalable, and which are not. She addresses the most contested part of any corporate net zero strategy: the removal of residual emissions that cannot be cut, and how to handle it without regulatory or reputational exposure. Where most climate speakers argue for urgency, she argues for precision – helping senior teams distinguish between carbon removal approaches that will survive investor and legal scrutiny and those that carry long-term risk. Her four books on climate science include The Hot Topic, co-authored with Sir David King, UK Government Chief Scientific Adviser, described by Al Gore on the TED.com platform as “a beacon of clarity” – a scientific credibility that goes beyond most ESG commentators. She has facilitated sessions at COP26 and COP27 in partnership with the UNFCCC, and delivered keynote addresses to organisations including AstraZeneca, BP, KPMG, and Lazard – giving her an uncommon understanding of where corporate intent meets policy reality. Biography highlights PhD in Natural Sciences from Cambridge University; has taught at Cambridge and Princeton Co-founder of CUR8 (for-profit carbon removal market maker) and Rethinking Removals (non-profit in partnership with UNFCCC Climate Champions) TED speaker; main talk “What You Need to Know About Carbon Removal” (TED.com, 2022) Author of four books including The Hot Topic, co-authored with Sir David King, UK Government Chief Scientific Adviser Former Climate Change Editor at Nature; former Features Editor at New Scientist Contributor to The Economist, Wall Street Journal, and New York Times; BBC radio and television presenter Biography Every credible net zero pathway now requires carbon removal – not as an optional extra, but as a scientific necessity. Most corporate climate strategies have yet to reckon with what that means in practice. The gap between what the science requires and what organisations are actually building is where Gabrielle Walker works. Walker has a PhD from Cambridge University. She spent more than a decade at the editorial centre of climate science – first as Climate Change Editor at Nature, then as Features Editor at New Scientist. Her four books – including The Hot Topic, co-authored with UK Government Chief Scientific Adviser Sir David King – have brought the science of climate to boardroom-level audiences. Her 2022 TED talk on carbon removal extended that reach to a mainstream global audience. She co-founded two organisations that sit inside the carbon removal ecosystem rather than describing it from the outside. Rethinking Removals works in partnership with the UNFCCC Climate Champions to put carbon dioxide removal on the policy agenda. CUR8 helps corporations source vetted removal credits and build portfolios that are scientifically sound and commercially realistic. The combination – active policy work, scientific credibility, and commercial market-building in one practitioner – is unusual in this space. At board level, the questions she addresses are precise: which removal approaches are durable enough to withstand regulatory scrutiny, which carry reputational risk, and how a corporate climate commitment should be structured to remain defensible over time. Her work is not about inspiring broad action on climate. It is about helping organisations close the gap between a pledge and a plan that will hold. Key speaking topics Carbon removal and net zero strategy Corporate climate commitments and credibility ESG strategy and carbon markets Energy transition Climate risk and regulatory scrutiny Science communication for business leaders Ideal for Chief Sustainability Officers and heads of ESG developing or defending net zero commitments CFOs and investment officers evaluating climate-related financial risk and carbon credit exposure Boards and executive leadership teams navigating regulatory change in corporate climate strategy Conference organisers seeking a credible moderator for high-level climate, energy, or sustainability debates Audience outcomes A working understanding of what carbon removal is, why it is necessary for net zero, and which approaches are scientifically credible The ability to distinguish between carbon removal strategies that will hold investor and regulatory scrutiny and those that carry reputational risk A clearer framework for evaluating the strength of corporate climate commitments – their own and those of suppliers, partners, and competitors More precise questions to ask of climate advisers, carbon credit providers, and internal sustainability teams A more accurate view of where the carbon removal market stands today and what organisations need to do to stay ahead of it

Why organisations work with Gary Cohen He has demonstrably moved an entire sector. Under his leadership, U.S. medical waste incinerators fell from around 5,600 to fewer than 70, and mercury was effectively removed from U.S. medical devices, contributing to the global Minamata phase-out. He brings a network, not just a perspective. Health Care Without Harm operates with hospitals and health partners in more than 50 countries and convenes ministries of health, group purchasing organisations and major hospital systems. His credibility is recognised by the bodies that matter to senior buyers: MacArthur Fellow (2015), Skoll Award for Social Entrepreneurship (2006), and White House Champion of Change for Climate Change and Public Health (2013). He talks to executives in their own operating language. Procurement, capital projects, energy contracts, waste contracts, supply chain risk, not abstract sustainability narrative. He has spent nearly four decades inside the toxics and environmental health field, including running the National Toxics Campaign Fund and co-founding the Military Toxics Project, so he understands regulation, litigation and corporate response from multiple sides. Biography highlights Co-founder and president, Health Care Without Harm, since 1996. President, Practice Greenhealth, the U.S. membership organisation for sustainable healthcare. MacArthur Fellow, 2015. Skoll Award for Social Entrepreneurship, 2006; Frank Hatch Award for Enlightened Public Service, 2007. White House Champion of Change for Climate Change and Public Health, 2013. Co-author, “Fighting Toxics” (Island Press, 1990); former executive director, National Toxics Campaign Fund. Biography Hospitals exist to heal, yet the global health sector is responsible for around 4.5 percent of greenhouse gas emissions and remains a significant source of toxic chemical exposure. Reconciling that contradiction has been Gary Cohen’s working life for almost four decades. He co-founded Health Care Without Harm in 1996 after a period running the National Toxics Campaign Fund and co-founding the Military Toxics Project. The organisation began as a response to the use of dioxin-emitting incineration, mercury thermometers and toxic plasticisers in routine medical care. It now works with hospital systems, ministries of health and purchasing organisations in more than 50 countries. The track record is concrete. Mercury has been substantially eliminated from U.S. medical devices, with the work feeding into the Minamata Convention. Medical waste incinerators in the United States fell from roughly 5,600 in the late 1990s to fewer than 70 by 2006. Practice Greenhealth, the U.S. membership arm Cohen leads, gives hospital executives a structured way to act on procurement, energy and waste rather than restate intentions. Recognition has followed the substance: a MacArthur Fellowship in 2015, the Skoll Award for Social Entrepreneurship in 2006, the Frank Hatch Award in 2007, and a White House Champion of Change designation for climate change and public health in 2013. What that record gives a senior audience is unusual: someone who can speak to climate, toxics and supply chain risk as an operator who has already redesigned a regulated sector at scale. Key speaking topics Climate change as a public health issue Decarbonising the healthcare sector Toxic chemicals and supply chain redesign Sustainable procurement in regulated industries Hospital infrastructure, energy and waste Environmental health and community resilience Coalition building across regulators, providers and purchasers Ideal for Boards and executive teams of health systems, hospital networks and pharmaceutical companies setting climate and chemical safety strategy Chief sustainability officers, chief procurement officers and capital planning leads in regulated, asset-heavy sectors Public sector health leaders, ministries of health and group purchasing organisations ESG, impact and philanthropic investors looking at health and climate intersections Audience outcomes A clear view of where healthcare’s environmental footprint actually sits, by procurement category, energy use and waste stream A working model of how a sector moves from commitment to operating change, drawn from a redesign that has already happened Specific reference points on mercury elimination, incineration reduction and supply chain detoxification that translate to other regulated industries A more honest conversation about ESG substance versus ESG narrative, grounded in measurable sector outcomes

Why organisations work with Gary Foote He is a current F1 Chief Information Officer, now at GM Performance Power Units, building the technology function for the Cadillac F1 power unit programme from the ground up. He ran the IT and digital operation at Haas F1 for a decade, taking the team from a start-up entry in 2016 to a competitive, data-driven constructor with global infrastructure. His remit at Haas covered IT, digital, facilities, operations, ESG and business continuity, which gives boards a realistic view of how sustainability and technology intersect inside a performance business. He has been named in the UK CIO 100 for five consecutive years and is a Fellow of the British Computer Society, so the credibility holds up in a room of sitting CIOs. His track record spans Cosworth, Honda Racing F1, Brawn GP and Mercedes Grand Prix, covering six motorsport world championships, which lets him speak to high-performance culture without leaning on abstract frameworks. Biography highlights Chief Information Officer, GM Performance Power Units, the General Motors and TWG Global company delivering the Cadillac F1 power unit. Former CIO and Director of Sustainability at MoneyGram Haas F1 Team, a role held for approximately ten years. Earlier senior technology roles at Mercedes Grand Prix, Brawn GP, Honda Racing F1 and Cosworth Technology. Fellow of the British Computer Society. Named in the UK CIO 100 five years running, 2021 to 2025. Trustee at Tove Learning Trust and active advocate for STEM education. Biography Haas F1 arrived on the grid in 2016 with two cars, a lean headcount and a blank technology estate. Gary Foote built the IT and digital backbone that made that entry possible, then spent a decade scaling it into the stack of a competitive constructor. His brief at Haas eventually covered IT, digital, facilities, ESG and business continuity, which is a wider surface than most corporate CIO roles carry. That is the frame he brings to boards: technology strategy shaped by the realities of logistics, carbon reporting, risk and culture inside one business. Today he is CIO at GM Performance Power Units, the General Motors and TWG Global company set up to build the Cadillac F1 power unit. He is doing again what most CIOs never get the chance to do once, which is stand up an elite-sport technology function from a clean sheet while the competitive clock is already running. The credentials back the story. He is a Fellow of the British Computer Society and has been listed in the UK CIO 100 five years in a row. He writes and speaks in named industry outlets including Computer Weekly, Infosecurity Magazine and Celonis, and he sits on the board of Tove Learning Trust. Key speaking topics Technology leadership in high-performance sport Artificial intelligence and data strategy in Formula 1 Cybersecurity in time-critical operations Digital transformation inside elite teams Sustainability and ESG in motorsport Scaling an IT function from start-up to championship contender High-performance culture and cross-functional operations Ideal for CIO, CTO and CDO audiences looking at AI, data and infrastructure investment decisions Boards and executive teams benchmarking their operating model against high-tempo performance businesses Sustainability and ESG leaders in industrial and logistics-heavy sectors Audience outcomes A working picture of how a Formula 1 team uses data, AI and cloud infrastructure to compete race by race. A sharper view of how technology, facilities and ESG sit inside one leadership remit rather than separate silos. Practical reference points for scaling an IT function quickly without accruing legacy risk. A candid read on cybersecurity and business continuity in an environment where downtime is visible to the world.

Why organisations work with Gillian Tett Her track record on the 2008 crisis is specific and verifiable: she conducted ethnographic research into JPMorgan’s banking culture from 2005 to 2007, published FT warnings about derivative risk before the crash, and documented the analysis in Fool’s Gold – giving organisations a concrete, tested basis for trusting her read of current systemic risk. The Anthro-Vision framework translates anthropological field methods into a practical leadership tool: a way to surface the unstated assumptions, classification systems, and cultural dynamics that standard data analysis cannot reach. The Silo Effect provides boards with a specific diagnostic – that the most dangerous organisational failure modes are cultural, not structural – and a set of case-studied arguments for why addressing them requires a different kind of analysis than process redesign. As co-founder of FT Moral Money, she has tracked the ESG movement from its earliest institutional phase, giving her a longitudinal perspective on how sustainability commitments become financial and reputational risk that few analysts or advisers can match. Her simultaneous role as an active FT journalist and Provost of King’s College Cambridge produces a form of authority that is genuinely rare: live market intelligence, editorial independence, and academic standing, without advisory-firm positioning. Biography highlights 45th Provost of King’s College, Cambridge, since October 2023 FT editorial board member and weekly columnist; former US managing editor (2013-2019) and former Chair of the FT US Editorial Board Co-founder, FT Moral Money newsletter Author of four books: Fool’s Gold (New York Times bestseller), The Silo Effect, Anthro-Vision (Porchlight best business book award; Columbia Business School Eccles prize), and Saving the Sun PhD in Social Anthropology, University of Cambridge Awards: Wincott Prize for financial journalism (2007); British Press Awards – Business Journalist of the Year (2008), Journalist of the Year (2009), Columnist of the Year (2014); British Academy President’s Medal (2011); American Anthropological Association President’s Medal (2022); OBE for services to journalism (2024) Chair of the board of trustees, Knight-Bagehot Fellowship Program in Economics and Business Journalism, Columbia University Biography Gillian Tett has spent thirty years at the Financial Times covering global markets. What she found, consistently, is that what moves them is cultural as much as numerical. The forces shaping systemic risk – tribal behaviour, unspoken institutional assumptions, rigid classification systems – are largely invisible in standard economic analysis. Her most verifiable proof point came before the 2008 financial crisis. From 2005 to 2007, she studied JPMorgan’s banking culture ethnographically and published FT warnings about the systemic risks of credit derivatives – risks that most economists and regulators had not yet identified. Fool’s Gold – a New York Times bestseller – documented that analysis and became one of the definitive accounts of how cultural insularity inside banking created the conditions for the crash. Her subsequent books formalised the method. The Silo Effect showed how cultural classification systems – not just structural inefficiencies – create the organisational blindness that precedes major strategic failures. Anthro-Vision – winner of the Porchlight best business book award and the Columbia Business School Eccles prize – translated this into a practical framework for applying anthropological field methods to business, markets, and geopolitical risk. Her current position is what makes her singular. As the 45th Provost of King’s College Cambridge and an active FT columnist, she reports on markets while leading one of the world’s most significant academic institutions. She co-founded FT Moral Money and holds the OBE for services to journalism. Key speaking topics Global economic risk and geopolitical uncertainty Financial markets and systemic risk Anthropological analysis in business and strategy Organisational silos and decision-making failure ESG and sustainable finance Political tribalism and social change Cultural dynamics of markets and institutions Ideal for Board directors and C-suite executives navigating economic and geopolitical uncertainty CFOs, CROs, and investment audiences requiring independent analysis of financial market dynamics CHROs and transformation leads addressing structural silos, organisational culture, and decision-making quality Policy, government, and public sector leaders facing complex political and economic risk Audience outcomes A framework for identifying the cultural assumptions and social dynamics that standard economic analysis tends to miss A clearer perspective on how organisational silos and cultural classification systems create the blindness that precedes strategic and financial failure Practical insight into how anthropological methods can be applied to risk assessment, market analysis, and organisational decision-making A grounded, independent reading of current global economic forces and geopolitical shifts, drawn from active FT journalism A reframing of ESG as a systemic risk discipline rather than a reputational management exercise

Why organisations work with Gina Miller She has personally tested the limits of UK executive power in court, twice, and can speak about constitutional risk with first-hand authority rather than as a commentator. Her financial services work through SCM Direct and the True and Fair Campaign gives her a working operator’s view of regulation, fees, disclosure, and ESG claims, not a policy abstraction. She brings a credible read on the political conditions that shape regulation in the UK, including how parties form, how reform agendas are built, and where the system is fragile. She speaks from sustained personal exposure to public hostility and threat, which gives her a serious frame on resilience and on the personal cost of institutional accountability. Biography highlights Lead claimant in R (Miller) v Secretary of State for Exiting the European Union [2017] UKSC 5, the case that required parliamentary authorisation to trigger Article 50. Lead claimant in R (Miller) v The Prime Minister [2019] UKSC 41, the prorogation case decided unanimously by eleven Supreme Court justices. Co-founder of SCM Direct, an investment management firm launched in 2009, and co-founder of the True and Fair Campaign in 2012. Founder and leader of the True and Fair Party, launched January 2022. Author of Rise: Life Lessons in Speaking Out, Standing Tall and Leading the Way (Canongate, 2018), co-written with Elizabeth Day. Global Ambassador for Peace, The Tutu Foundation UK; recipient of the Harper’s Bazaar Campaigner of the Year 2018 and Vanity Fair Challenger Award 2021. Biography The two Miller cases sit at the centre of modern UK constitutional law. The first, decided by the Supreme Court in 2017, required parliamentary authorisation before the government could trigger Article 50. The second, decided unanimously by eleven justices in 2019, found the prorogation of Parliament unlawful. Both cases were brought by Gina Miller as lead claimant. That record gives her an unusual vantage point on political risk. She has watched executive power, parliamentary sovereignty and judicial review meet under live conditions, and she has been on the receiving end of the political and personal consequences. For boards thinking about regulatory exposure, lobbying conduct, and the durability of the institutions they rely on, her perspective is operational rather than theoretical. Her commercial career runs in parallel. With Alan Miller, she co-founded SCM Direct in 2009 and the True and Fair Campaign in 2012, pressing the investment industry on hidden fees, closet index tracking and, more recently, greenwashing in ESG products. In January 2022 she launched the True and Fair Party, built around a written constitution, parliamentary accountability and reform of how public money is spent. She is the author of Rise, published by Canongate in 2018 and co-written with Elizabeth Day, and serves as Global Ambassador for Peace with The Tutu Foundation UK. Awards include Harper’s Bazaar Campaigner of the Year 2018, PSA Political Campaigner of the Year 2017, and the Vanity Fair Challenger Award 2021. Key speaking topics UK constitutional law and parliamentary sovereignty Political and regulatory risk for boards Financial services reform and investor protection Transparency in fees, fund disclosure and ESG claims Trust, accountability and the conduct of public office Resilience under sustained public hostility Women, leadership and visibility in public life Ideal for Boards and risk committees stress-testing exposure to political, regulatory and constitutional change Asset managers, pension trustees and financial services leaders facing disclosure and ESG scrutiny General counsel and public affairs leads tracking the boundary between executive action and parliamentary process Leadership and women’s network audiences interested in serious accounts of public exposure and recovery Audience outcomes A clearer read on how UK constitutional rules actually constrain executive decisions, and where they do not A working sense of how transparency, fees and ESG claims are being tested by regulators and campaigners A direct account of what it costs personally to challenge institutional power, and what it teaches about resilience A sharper view of how reform agendas form, gain traction or fail in UK political life

Why organisations work with Gonzalo Delacamara He sits inside the rule-making, not outside it. As a member of the European Commission’s Platform on Sustainable Finance, he helps shape the EU Taxonomy that is now reshaping how capital is allocated across European markets. He translates natural-resource economics into CFO and investor language. Water, climate and biodiversity stop being policy topics and become inputs into valuation, cost of capital and scenario models. Operational reach across more than 80 countries, with advisory work for the European Commission, the World Bank Group, the OECD, the Inter-American Development Bank and UN agencies, gives a grounded view of how sustainability rules land in different jurisdictions. He leads Europe’s water policy conversation from the inside. First Vice President of Water Europe and Director of the IE Center for Water and Climate Adaptation, he is one of the few voices connecting EU water policy, desalination economics and climate resilience in the same argument. He convenes serious economic thought, not applause lines. He co-founded the Water Economics Forum with Nobel laureates including George A. Akerlof, Jean Tirole and Mohan Munasinghe. Biography highlights Director, IE Center for Water and Climate Adaptation, IE University First Vice President, Water Europe (former EU Water Platform WssTP) Member, European Commission Platform on Sustainable Finance Senior advisor and member, OECD Water Governance Initiative Elected Board Director, International Desalination Association Professor at Universidad de Alcala; contributor to The Conversation and Smart Water Magazine; co-founder of the Water Economics Forum convening Nobel laureates in economics and peace Biography Water and climate adaptation used to be treated as environmental policy. They are now capital-allocation problems, and Gonzalo Delacamara is one of the few economists working at both ends of that shift. He directs the IE Center for Water and Climate Adaptation at IE University, and sits on the European Commission’s Platform on Sustainable Finance, the body advising on the EU Taxonomy for Sustainable Activities. His career has been built at the intersection of natural-resource economics and policy design. For more than two decades he has advised the European Commission, the World Bank Group, the Inter-American Development Bank, the OECD and UN agencies including UN Water, UNESCO, FAO, WHO-PAHO and UNDP. That work spans more than 80 countries, across Europe, Latin America, the Middle East, Africa and South Asia, which shapes how he thinks about rules, implementation and the distance between the two. As First Vice President of Water Europe and an elected Director of the International Desalination Association, he is embedded in the operational and infrastructure side of water policy, not just the academic side. He has taught at Universidad de Alcala for over fifteen years, writes for The Conversation and Smart Water Magazine, and co-founded the Water Economics Forum, a public debate initiative that has convened Nobel laureates including George A. Akerlof, Jean Tirole and Mohan Munasinghe. The argument he brings to a boardroom is specific. Climate adaptation is no longer a compliance line; it is a repricing event. The EU Taxonomy, physical water stress and the cost of capital are already moving together, and organisations that treat sustainability as reporting rather than strategy are setting themselves up to misprice assets and underwrite the wrong risks. Key speaking topics Water economics and climate adaptation EU Taxonomy and sustainable finance Governance of natural resources Economics of biodiversity and ecosystem services Geoeconomics and geopolitics of energy and water ESG strategy and capital allocation Sustainability under complexity and uncertainty Ideal for Boards and executive committees setting ESG, sustainability and climate-adaptation strategy Banks, asset managers and insurers exposed to the EU Taxonomy and physical climate risk Utilities, infrastructure and industrial operators facing water stress and regulatory repricing Government, multilateral and policy audiences working on sustainable finance, water policy and climate resilience Audience outcomes A clearer view of how the EU Taxonomy and the broader sustainable-finance architecture will reshape capital allocation in their sector A grounded read on where water, climate and biodiversity risks actually sit inside their business model, not just their disclosures Language that lets strategy, finance and sustainability teams argue the same case in the same terms Specific reference points from live policy processes in Brussels, OECD water governance, and multilateral finance Sharper questions to put to management and investment committees on climate adaptation and natural-resource risk

Why organisations work with Goutam Challagalla His book “Clean Winners” (Harvard Business School Publishing, 2026) gives leadership teams a named framework – the Resonator model – for redesigning sustainability around customer value rather than compliance, using cases from Michelin, Schneider Electric, Nespresso, and John Deere. His HBR argument for “deep and narrow” AI adoption – published November-December 2025 and developed with the former global CMO of Reckitt – gives executive teams a direct counter to the scattered pilot approach that has produced cost without strategic return. He holds the dentsu Group Chair in Sustainable Strategy and Marketing at IMD – an endowed position created specifically to research the commercial impact of sustainability strategy. His case study on Nespresso’s strategic reset won the Overall Award at The Case Centre Awards and Competitions 2025, the most rigorous global recognition for real-world business teaching material, judged across the full range of business school cases worldwide. He directs IMD’s Advanced Management Program and the Strategy Governance for Boards programme, which means his frameworks are tested with C-suite executives and board directors, not MBA students. Biography highlights dentsu Group Professor of Strategy and Marketing and holder of the dentsu Group Chair in Sustainable Strategy and Marketing, IMD Business School, Lausanne Director, IMD Advanced Management Program and Strategy Governance for Boards programme; co-director, Integrating Sustainability into Strategy programme Author, “Clean Winners: Sustainability Strategy That Puts Customers First” (Harvard Business School Publishing, 2026, with Frederic Dalsace) HBR contributor: “Stop running so many AI pilots” (November-December 2025); “How to Market Sustainable Products” selected for HBR’s 10 Must Reads 2025 Maynard Award (2015), American Marketing Association; Overall Award, The Case Centre Awards and Competitions 2025 Former Principal, The Monitor Group; former Associate Dean for Executive Education and marketing department head, Georgia Institute of Technology Biography Most organisations have committed to sustainability and launched AI experiments. Few have connected either to commercial growth. Goutam Challagalla, dentsu Group Professor of Strategy and Marketing at IMD Business School, has built his research programme around exactly that gap. His book “Clean Winners” (Harvard Business School Publishing, 2026), co-authored with IMD colleague Frederic Dalsace, makes a specific and counterintuitive argument. Companies that succeed with sustainability do not ask “how do we make our products greener?” They ask “how can sustainability make our products perform better or cost less?” The book names companies that have figured this out – Michelin, Schneider Electric, Nespresso, John Deere – as Resonators. An earlier HBR article developing the same thesis was selected for HBR’s 10 Must Reads 2025. His HBR article “Stop running so many AI pilots” (November-December 2025) draws the same logic into AI strategy. Organisations that spread AI experiments across departments generate marginal efficiencies. Those that concentrate investment in a single strategic domain – going deep and narrow – generate competitive advantage. The piece was developed in part from direct work with Reckitt’s former global chief marketing officer. At IMD, Challagalla directs the Advanced Management Program and the Strategy Governance for Boards programme. His research appears in the Journal of Marketing, the Strategic Management Journal, and the Journal of Applied Psychology. His Nespresso case study won the Overall Award at The Case Centre Awards and Competitions 2025; the Journal of Marketing’s Maynard Award recognised his best paper in 2015. Before IMD, he spent twenty years at the Georgia Institute of Technology, where he served as Associate Dean for Executive Education, and was a Principal at The Monitor Group. Key speaking topics AI implementation strategy for executives and boards Sustainability as commercial growth strategy Go-to-market design in digital environments Strategy governance for boards Pricing and commercial performance Business model adaptation under digital and sustainability pressure Customer value creation through technology and sustainability Ideal for Chief marketing officers and commercial leaders responsible for growth strategy and go-to-market performance Board directors and chairs governing AI investments and sustainability commitments Executive leadership teams navigating digital transformation alongside sustainability pressure Chief strategy officers and heads of corporate development evaluating competitive positioning Audience outcomes A reframing of sustainability strategy from compliance cost to customer value driver, with named company examples and a tested framework for redesigning product and market approach A specific, evidence-based framework for AI adoption that counters the scattered pilot approach and identifies where deep investment generates strategic return Structured criteria for evaluating whether a current strategy is genuinely defensible rather than merely coherent on paper Practical guidance on what boards should be asking about AI governance – including the accountability gaps and blind spots that conventional oversight structures miss A sharper language for connecting sustainability, marketing, and AI investments to commercial outcomes in board and executive team conversations

Why organisations work with Graham Weale Nine years as Chief Economist of RWE AG, Germany’s largest power producer, through the sharpest phase of the Energiewende. Few speakers have read the transition from inside a utility of that scale. An active voice in the current European energy debate, with recent commentary in Tagesspiegel Background, Handelsblatt, FAZ, and Euractiv on the hydrogen ramp-up, industrial decarbonisation, and the realism of German power demand forecasts. Cross-border fluency in European energy policy through the CEEM chair at Universite Paris-Dauphine, the German-French Office for Energy Transition, and advisory work for the Energy Transitions Commission. Expert witness in gas and power contract disputes, price-review arbitrations, PPA disagreements, and capacity-market and state-aid matters, giving testimony in English or German. Comfortable translating between the energy-intensive industry lens (through VIK) and the utility and investor lens. Useful when a room contains both sides of the decarbonisation cost argument. A contrarian read grounded in economics. Weale argues in Handelsblatt, FAZ, and Tagesspiegel that policy underestimates the gap between renewable supply and industrial demand, and that the cost burden risks the industrial base the transition is meant to protect. His 2021 FT essay made the same case for the EU Green Deal. Biography highlights Honorary Professor of Energy Economics, Ruhr University Bochum. Chief Economist, RWE AG, 2007 to 2016. Consultant on power market design, PwC Deutschland, developing a new electricity market model to lower the consumer cost base (2016 to 2018). Senior Advisor, Energy Transitions Commission, 2017 to 2018. Former Director of European Energy Services, Global Insight (now S&P Global), 2000 to 2007. Steering Committee member, Chaire European Electricity Markets, Universite Paris-Dauphine. Published in Energy Policy, Intereconomics, Oxford Energy Forum, EnWZ, and the Journal of Energy and Natural Resources Law. Biography European heavy industry is being asked to decarbonise and stay competitive at the same time, and the two goals are pulling apart. Renewable supply is not scaling fast enough to meet industrial demand at a price that keeps production in Europe. Graham Weale argues, in Handelsblatt, FAZ, and Tagesspiegel, that policy underestimates this gap, and that the cost burden threatens the industrial base the transition is meant to protect. He has worked the economics of European energy for four decades, first as a practitioner and now as an academic. The operator vantage point is specific. Weale spent nine years as Chief Economist at RWE AG, Germany’s largest power producer, from 2007 to 2016, the years the Energiewende reshaped the economics of thermal generation. Before that he ran European energy services at Global Insight, now S&P Global Commodity Insights, where he testified as an expert witness in gas price-review arbitrations. He began his career at ExxonMobil in supply and refining, and trained in physics at Oxford, with an MSc in Systems Engineering and an MBA. The academic record runs in parallel. As Honorary Professor of Energy Economics at Ruhr University Bochum, Weale publishes on power market remuneration in Energy Policy, on hydrogen contract design in EnWZ, and on European market reform in Intereconomics. He advised the Energy Transitions Commission under Adair Turner, and has since advised the European Commission and European governments on energy policy. He sits on the Steering Committee of the CEEM chair at Université Paris-Dauphine. Today Weale runs an independent energy economics practice, advising law firms, industrial associations, and policy institutions, and acting as an expert witness in gas and power contract disputes. That work keeps him close to the live questions boards face: whether to sign a long-term hydrogen offtake, how to price capacity market risk, and where the next iteration of European electricity market design will land. He gives testimony, and delivers keynotes, in English and German. Key speaking topics Power market design and capacity remuneration Industrial decarbonisation and the economics of electrification Hydrogen contracts, supply chains, and the European hydrogen ramp-up German Energiewende and EU Green Deal implementation Natural gas markets and price review arbitration Energy geopolitics after the Ukraine invasion Nuclear, renewables, and the zero-carbon generation mix Ideal for Utility, grid, and generation boards setting capital allocation under decarbonisation targets. Infrastructure funds and institutional investors pricing European power and hydrogen assets. Energy-intensive industrial leaders (steel, chemicals, cement) planning decarbonisation roadmaps. Policymakers and regulators working on market design, capacity mechanisms, and hydrogen frameworks. Audience outcomes A clear view of where European power market design is heading and what that means for long-term generation investment. A realistic read on hydrogen: which use cases will scale, which contracts are bankable, and what the European ramp-up actually requires. Sharper framing of the political-economic risk attached to Energiewende-style transitions, drawn from inside a major utility. Specific vocabulary for talking to boards and investors about carbon pricing, capacity mechanisms, and industrial decarbonisation. A defensible basis for stress-testing internal energy transition plans against the economics, not only the targets.

Why organisations work with Gunter Pauli He has run the experiment himself. As CEO of Ecover he built the first fully ecological factory in Malle, Belgium in 1992, and grew the business into a category-defining consumer brand before turning to systems work. The Blue Economy is a named, published framework, not a talk. The 2010 report to the Club of Rome catalogues 100 nature-inspired innovations with business cases attached, and has been translated into more than 30 languages. He sits inside the conversation that shapes long-range policy. Elected member of the Club of Rome and former executive committee member, with advisory roles for governments in Spain, Argentina, Italy and Bhutan. He converts sustainability from a cost line into a portfolio of revenue opportunities. The argument boards respond to: waste streams and local resources are unbooked revenue if you redesign around them. He founded and still leads ZERI, a working network of scientists and entrepreneurs testing zero-emissions business models in the field, which keeps the content grounded in what has actually been built. Biography highlights Founder of ZERI (Zero Emissions Research and Initiatives), established in 1994 at the United Nations University in Tokyo. Former Chairman and CEO of Ecover, Belgium; led the design and launch of the Malle ecological factory in 1992. Author of The Blue Economy: 10 Years, 100 Innovations, 100 Million Jobs, commissioned as a report to the Club of Rome. Elected member of the Club of Rome; served on its executive committee. Recipient of the 2022 Goi Peace Award; honorary doctorate from the University of Pecs, Hungary. MBA, INSEAD Fontainebleau; economics, University of Antwerp. Biography Ecover was a detergent company when Gunter Pauli took it over in 1991. Four years later it was a global reference point for sustainable manufacturing, operating out of a wooden factory with a planted roof in Malle, Belgium, the first of its kind. The experience also taught him that a clean product built on palm oil was still destroying rainforest, and that the green movement of the early 1990s had not yet confronted the problem. That recognition is what produced the Blue Economy. Working from the United Nations University in Tokyo, Pauli founded ZERI in 1994 to test a different premise: that natural systems already solve most of the problems industry struggles with, and that redesigning around local resources and cascading waste streams produces better economics, not worse. The 2010 report to the Club of Rome set out 100 worked examples, from coffee-to-mushroom cultivation to stone paper, each with a business case. The framework has travelled. The Blue Economy has been translated into more than 30 languages, taught on MBA and policy programmes, and picked up by governments in Europe, Latin America and Asia as a basis for regional development strategy. Pauli was elected to the Club of Rome and served on its executive committee from 2017, and received the Goi Peace Award in 2022. What he brings to a senior audience is a practitioner’s account of how environmental and financial returns can be made to move together, with a portfolio of cases that have been built, sold and scaled. The argument is not that sustainability is a duty. It is that most industrial processes are inefficient on their own terms, and the companies that notice first will take the margin. Key speaking topics The Blue Economy Nature-inspired business model design Zero emissions manufacturing and circular supply chains Sustainable entrepreneurship Regional development and resource strategy ESG strategy and corporate sustainability Systems thinking for leaders Ideal for CEOs, CSOs and board directors setting sustainability and capital allocation strategy Heads of innovation, R&D and operations rethinking product and factory design Government and public-sector leaders shaping regional development and industrial policy Investor audiences evaluating circular and regenerative business models Audience outcomes A working understanding of the Blue Economy framework and how it differs from recycling, offsetting and conventional CSR Named examples of companies and regions that have used nature-inspired design to cut cost and emissions at the same time A sharper lens for spotting waste streams and local resources that can be turned into revenue Language to use with boards and investors when sustainability investments have to compete for capital A reading of where sustainability policy and markets are heading over the next decade, drawn from Club of Rome and government advisory work

Why organisations work with Guntram Wolff His book The Macroeconomics of Decarbonisation (Cambridge University Press) is one of the few analyses that maps how the green transition reshapes fiscal policy, labour markets, public finances, and central banking together – giving leaders a framework, not just commentary. He has briefed EU finance ministers at informal ECOFIN and testified to the European Parliament and the Bundestag since 2013 – his analysis informs European policy before it becomes the operating environment for business. His concurrent research on European defence economics and rearmament – generating coverage in the Financial Times, Bloomberg, and Le Monde – makes him one of the few economists who can connect climate, security, and fiscal risk in a single board conversation. As inaugural holder of the Euroclear Chair in Sustainable Finance at the Solvay Brussels School, he works at the direct intersection of academic research and European financial market infrastructure – relevant to any bank or asset manager assessing ESG transition risk. He has served on the IMF External Advisory Group on Surveillance, France’s Conseil d’Analyse Economique, and the G20 High Level Independent Panel on Pandemic Preparedness Financing – a verifiable international policy footprint that most European economic commentators cannot match. Biography highlights Professor of Economics and inaugural holder of the Euroclear Chair in Sustainable Finance, Solvay Brussels School of Economics and Management, Université libre de Bruxelles Former Director of Bruegel (2013-2022) and former Director and CEO of the German Council on Foreign Relations/DGAP (2022-2024); senior fellow at Bruegel and the Kiel Institute for the World Economy Co-author of The Macroeconomics of Decarbonisation (Cambridge University Press, 2024) Research published in Nature, Science, Nature Communications, Energy Policy, and Foreign Affairs; policy commentary in the Financial Times and the New York Times Advisory roles include the IMF External Advisory Group on Surveillance, the G20 High Level Independent Panel on Pandemic Preparedness Financing, and France’s Conseil d’Analyse Economique (2012-2016) Regular advisor to informal ECOFIN, the European Parliament, and the Bundestag since 2013; PhD in Economics, University of Bonn; fluent in German, English, and French Biography European finance ministers have been briefed by Guntram Wolff at informal ECOFIN since 2013 – a run of advisory engagement that tracks the continent’s most consequential economic crises, from euro area governance reform to energy security to the financing of rearmament. That record of access is not incidental. It reflects the specific value of economic analysis that connects academic rigour to the political and institutional constraints that policymakers actually face. During his nine years directing Bruegel, Wolff built the Brussels-based think tank into one of Europe’s most influential global research institutions. The body of work he developed there spans euro area governance, climate economics, economic statecraft, and European security – with research appearing in Nature, Science, and Foreign Affairs, an unusual range for a European economist. His 2024 book with Cambridge University Press, The Macroeconomics of Decarbonisation, makes the specific case that the green transition is above all a macroeconomic and fiscal policy challenge – a position that distinguishes it from most climate literature. Since taking the inaugural Euroclear Chair in Sustainable Finance at the Solvay Brussels School, Wolff has extended his research into European defence economics and rearmament, contributing analysis covered by the Financial Times, Bloomberg, and Le Monde. He now works across sustainable finance, security economics, and European governance – giving financial institutions and corporate boards access to analysis that treats these as connected, not parallel, problems. His advisory and institutional record includes the IMF External Advisory Group on Surveillance, appointed by then-Managing Director Christine Lagarde, and the G20 High Level Independent Panel on Pandemic Preparedness Financing. He is a council member of the European Council on Foreign Relations, has testified to the European Parliament and the Bundestag, and holds a PhD in Economics from the University of Bonn. Key speaking topics European macroeconomics and euro area governance Macroeconomics of decarbonisation and the green transition Sustainable finance and ESG transition risk Geoeconomics and European defence economics European energy security and geopolitical risk Fiscal policy and the financing of structural transitions Euro area reform and European strategic autonomy Ideal for Boards and executive leadership teams with significant European market exposure Financial institutions, asset managers, and investors navigating ESG and transition risk Government, central bank, and public policy audiences International organisations and multilateral forums focused on European or global economic governance Audience outcomes A clearer analytical framework for understanding how decarbonisation, European rearmament, and fiscal reform interact as strategic risks Informed perspective on the macroeconomic implications of the green transition – beyond policy advocacy to economic mechanics Greater ability to distinguish durable structural shifts in European policy from political noise Understanding of how European governance reform and the euro area’s fiscal architecture create risk and opportunity for financial institutions Context on geoeconomic dynamics – trade, sanctions, energy, defence spending – that directly affects European business strategy