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The main purpose of the book chapter is twofold: it aims to analyze if and how sustainability has been integrated into the enterprise risk management (ERM), and how the 2021 energy crisis and green transition impacted the ERM of an energy trading company located in Denmark. The empirical investigation is based on a single case study. The primary data sources are interviews, meeting attendance, and analysis of annual reports, sustainability reports, and information retrieved from the company’s website. The case is peculiar because the company belongs to an international group where sustainability has become fundamental in the strategic development and business model. Findings underline that although the company mainly manages financial risks, they all embed ESG issues therein. Thus, sustainability risk management (SRM) has become an integral part of the ERM, being flexible and agile. The company has also changed its focus from making profit to managing risks. The study contributes to the literature on SRM, by focusing on a company belonging to sector and a country particularly sensitive to ESG issues and green transition. The analysis also has practical implications for other companies and risk managers willing to adapt their existing organizational structures and processes to emerging needs.

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The Integration of Sustainability into the Risk Management Process and the Impact of the Energy Crisis and Green Transition: Insights from a Danish Energy Trading Company

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  • 发表日期：

    2025年

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  • Chiara Crovini,
  • Emma Mørkbak Højrup,
  • Max Strunck Jensen,
  • Karoline Strøm Sørensen,
  • Sander Randrup Jensen

摘要

The main purpose of the book chapter is twofold: it aims to analyze if and how sustainability has been integrated into the enterprise risk management (ERM), and how the 2021 energy crisis and green transition impacted the ERM of an energy trading company located in Denmark. The empirical investigation is based on a single case study. The primary data sources are interviews, meeting attendance, and analysis of annual reports, sustainability reports, and information retrieved from the company’s website. The case is peculiar because the company belongs to an international group where sustainability has become fundamental in the strategic development and business model. Findings underline that although the company mainly manages financial risks, they all embed ESG issues therein. Thus, sustainability risk management (SRM) has become an integral part of the ERM, being flexible and agile. The company has also changed its focus from making profit to managing risks. The study contributes to the literature on SRM, by focusing on a company belonging to sector and a country particularly sensitive to ESG issues and green transition. The analysis also has practical implications for other companies and risk managers willing to adapt their existing organizational structures and processes to emerging needs.