Climate Risk Management: How to Prepare Critical Infrastructure for the Future

Port and logistics infrastructure in the 21st century operates within a context of growing climate uncertainty. Heavy rainfall, prolonged droughts, rising sea levels, and extreme events once considered rare now occur with frequency, severity, and systemic impact. For ports, terminals, and logistics operators, the question is no longer “if” there will be an extreme climate event, but “when,” “at what intensity,” and “how it will affect operations.”

In this new context, climate risk management is no longer a technical exercise confined to environmental or compliance areas—it assumes the status of a central strategy for business resilience and operational safety. Companies working with critical assets, such as Wilson Sons, have incorporated climate modeling, preventive protocols, and scenario-based governance to protect their operations, clients, and surrounding ecosystems.

This article will help you better understand the role of climate management in preparing critical infrastructure, with a focus on port and maritime operations. Based on Wilson Sons’ practices and international trends, we analyze how to prevent risks, respond intelligently, and transform vulnerability into competitive advantage.

Enjoy the read!

The New Normal: Climate Risks as a Permanent Operational Factor

Climate change is no longer a future projection—it is a present reality. In Brazil, 2023 was the hottest year on record, with temperature records in port regions such as the South and Northeast. The direct impact on logistics operations was clear:

• Extreme heat limiting operational shifts in open areas;
• Flooding and erosion affecting land access to terminals;
• Strong winds and heavy rain restricting ship berthing;
• Prolonged droughts compromising draft levels in waterways and channels.

When unanticipated or poorly managed, these events cause operational interruptions, economic losses, equipment damage, and social impacts on surrounding communities. For 24/7 companies such as those in the port sector, climate predictability has become as valuable an input as energy, workforce, or
berthing time.

“Climate is the new invisible competitor in the global logistics chain. If you don’t incorporate it into your strategy, it will incorporate itself into your operation and directly impact performance.”

— João David, Sustainability Manager

Traditionally, companies dealt with extreme events through contingency plans. But this reactive model is no longer sufficient. With the intensification and multiplication of physical risks, the approach must be forward-looking, scenario-based, and anchored in scientific data.

Wilson Sons is an example of how this paradigm shift is being applied in Brazil. The company has integrated climate risks into its strategic analyses, using models from the Intergovernmental Panel on Climate Change (IPCC) and the guidelines of the Task Force on Climate-related Financial Disclosures (TCFD).

These tools make it possible to assess:

• The physical exposure of assets to different climate events;
• The sensitivity of operations to variations in temperature, wind, and rainfall;
• Regulatory and economic transition risks associated with climate change;
• The adaptive capacity of each terminal or unit.

Based on this analysis, the company sets investment priorities, revises operational routines, and establishes evidence-based resilience targets. In other words, climate is no longer just a risk variable—it guides long-term decision-making.

Protocols in Action: Concrete Measures to Protect Assets and People

Climate risk management requires action on multiple fronts. It is not only about construction works or warning systems, but about building a culture of prevention across the organization. Wilson Sons has adopted a series of practical measures in its terminals and tugboats:

Advanced Meteorological Monitoring

Terminals operate with climate monitoring systems that combine real-time data with detailed forecasts. This allows risks to be anticipated, operating windows reorganized, and clients informed about potential logistical adjustments.

Operational Protocols for Extreme Heat

With rising average temperatures, the company has defined operational ranges to protect worker health, adjust shifts, intensify hydration, and review PPE usage to ensure safety and productivity.

Adaptive Infrastructure

In container terminals, engineering solutions include:

• High-capacity drainage systems;
• Reinforcement of paving in erosion-prone areas;
• Use of materials with better thermal performance;
• Landscaping revisions with species more resistant to salinity and sun exposure.

Integrated Contingency Plans

Units have plans ranging from preventive evacuation to containment of environmental emergencies, coordinated with civil defense, port authorities, and regulatory agencies.

These actions ensure that even under climate stress, operations maintain minimum
service levels with safety, responsibility, and transparent communication.

The Intersection of Climate, ESG, and Governance

Climate risk management is directly linked to ESG governance. Companies that map, report, and mitigate environmental risks demonstrate maturity, strengthen reputation, and attract investors aligned with sustainability principles.

Wilson Sons structures its work around TCFD pillars and integrates climate risk analyses into its Sustainability and Risk Committee. This ensures that technical decisions are connected to corporate strategy, with clear alignment between operational and institutional levels.

In addition, the company annually discloses emissions, reduction targets, and adaptation measures, reinforcing its commitment to transparency and best international practices.

The ability to maintain safe and effective operations in an unstable climate scenario is increasingly becoming a competitive differentiator. For shippers and shipowners, predictability is an essential asset. Ports that can provide this reliability even under adverse conditions are naturally preferred.

This value extends across the entire chain:

• Carriers can better plan flows;
• Exporters avoid losses and penalties from delays;
• Customs and tax authorities operate with greater stability;
• Surrounding communities suffer fewer collateral impacts.

In other words, climate management is not only a mitigation tool—it is a mechanism for generating shared value.

“We work to keep our operations at a high level of safety and efficiency, even in the face of climate change effects. Anticipating climate risks has become part of our strategy because the future of logistics depends on adaptability.”

— Arnaldo Calbucci, CEO of Wilson Sons

Physical and Transition Risks: What to Assess

Wilson Sons’ climate analysis framework considers two types of risks:

Physical risks:

• Acute: storms, floods, heatwaves, strong winds;
• Chronic: average temperature rise, sea level rise, changes in seasonal patterns.

These risks affect asset integrity and operational continuity.

Transition risks:

• Regulatory changes (e.g., emission restrictions);
• New market standards (clients requiring decarbonization);
• Technological changes (fleet electrification, hydrogen use);
• Social and reputational expectations.

Both groups impact not only performance but also market positioning and access to financing, especially in global markets sensitive to the climate agenda.

Opportunities for Adaptation and Innovation

Climate adaptation can also be a source of innovation and operational gains.

Examples include:

• Using lighter pavements to reduce yard temperatures;
• Reforestation in support areas to improve local microclimate;
• Rainwater management to reduce potable water use;
• Remote monitoring to cut travel and emissions.

Furthermore, companies that lead in climate management tend to attract partnerships with universities, startups, and multilateral institutions interested in developing applied solutions. In this way, climate risk management consolidates itself as a strategic axis for competitiveness and the long-term resilience of critical infrastructure.