ASRS gap analysis and climate scenario analysis for Bradken

Challenge

With new climate reporting requirements coming into effect in Australia, Bradken needed to quickly understand what this meant for their business and how to respond.

For the first time, companies like Bradken are required to clearly disclose how climate change could affect their operations, supply chains, and long-term performance. This goes beyond measuring emissions. It means understanding real-world risks, such as extreme weather disrupting sites or rising costs due to carbon policies, as well as opportunities associated with low-carbon products and technologies.

At the outset, Bradken had limited existing climate disclosures and a complex global footprint to consider. They needed a practical way to identify where they were most exposed, what data mattered, and how to build a clear path toward compliance, all while balancing business priorities and existing processes.

Our team worked with Bradken to break this down into a structured and manageable approach, starting with a clear view of their current position and key gaps.

Solution

Our team supported Bradken through a structured, step-by-step approach, starting with a clear assessment of their current position and the gaps.

We carried out a review across the business, combining internal data, stakeholder interviews, and a scan of industry practice to assess alignment with the new reporting requirements. This identified what was already in place and where further work was needed.

We then developed a climate scenario analysis aligned to ASRS, combining risk screening, stakeholder engagement, and quantitative scoring. This included building a long list of risks and opportunities, narrowing to a prioritised shortlist through stakeholder interviews and validation workshops. We assessed these across three climate scenarios and three time horizons (short-, medium-, and long-term to 2050), using a methodology aligned with ISO 14091.

Together with Bradken’s teams, we:

• Identified and prioritised the most relevant climate risks and opportunities across their operations and supply chain.
• Assessed potential impacts, from physical risks to operations and logistics, impacts and opportunities of carbon pricing, and increasing customer demand for low-emission products.
• Identified key opportunities across the value chain, including improving operational efficiency, responding to growing demand for sustainable products, and positioning for shifts in market demand (e.g., transition materials and low-emissions solutions).

We then translated these insights into a practical roadmap, outlining the steps Bradken could take to build resilience to climate risks.

Impact

The project gave Bradken a clear and confident starting point for climate reporting.

By the end of the work, they had:

• A prioritised shortlist of climate-related risks and opportunities across operations and the value chain, supported by structured scoring and scenario testing.
• A forward-looking understanding of how different climate futures could affect their business.
• An evidence base to support decision-making and strategic planning.
• A practical roadmap to guide their transition toward compliant, best-practice disclosures.

Importantly, this wasn’t just about meeting a reporting requirement. The approach helped embed climate considerations into the organisation. Bringing together teams, improving understanding of climate risks, and supporting more informed decisions across operations and strategy.

This early groundwork puts companies like Bradken in a stronger position not only to meet regulatory expectations but also to respond to change with greater clarity and resilience.

“SLR brought a different perspective to our climate risk work - not just in the analysis, but in how they connected it to real business impacts and opportunities. The process helped align our teams and leadership, and fundamentally shifted how we think about risk, resilience, and our supply chain.”

R. Joel Coward, Global Manager, Sustainability + ESG, Bradken