Daniel Rossi

I help industrial, energy and infrastructure companies build sustainability and decarbonisation programmes that hold up to audit and to regulators — the underlying architecture, not the slideware.

Over roughly 20 years I've worked both sides of the table: as a corporate sustainability director and as an advisor.

At a multinational industrial parts distribution group I built the CSRD/ESRS reporting architecture (pre-assured by EY), set SBTi-aligned targets, and ran Scope 1-2-3 carbon accounting (pre-assured by KPMG) for a footprint where Scope 3 was around 97% of the total — alongside fleet electrification, EU Taxonomy and CBAM.

At ENGIE I co-authored a Green Bond framework, led a carbon-markets and EU ETS centre of expertise, and worked across infrastructure project finance and regulatory affairs. At UNIDO in Rome I ran an energy and environment programme with ministerial-level engagement across North Africa, Latin America, the Gulf and Indonesia, alongside multilateral institutions (IFC, World Bank, KfW counterparties).

I also work the part of infrastructure that decides whether projects move or stall: social licence to operate — or non-technical risk, in capital-project terms — the stakeholder, community and regulatory factors that drive delay, cost overrun and lost project value. I've led stakeholder engagement, just-transition and rehabilitation planning for energy-asset closure, and the same discipline transfers to new-asset siting, including the acceptance problem now stalling AI and data-centre deployment over grid, water and community concerns.

Typical mandates: