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Donald Trump is sworn in on January 20, ushering in a new era of “Trump 2.0.” (Photo: Trump’s official Instagram account)
As U.S. President Donald Trump marked his first 100 days back in office on April 30, he had already signed more than 100 executive orders—aggressively dismantling his predecessor’s policies and unleashing a tariff shockwave that rattled global trade markets. His dismissive stance on climate change has also fueled a brewing backlash against ESG initiatives.
In our special series, "Trump’s First 100 Days," RECCESSARY explores the far-reaching impact of Trump’s tariff agenda, climate policies, and corporate strategies, offering an in-depth look at how the renewable energy sector is bracing for disruption.
As climate change skeptic Donald Trump returns to the White House, his swift moves to exit the Paris Agreement and boycott global climate summits have catalyzed a global anti-ESG backlash. The recent tariff-driven trade war has only added to market instability, placing further pressure on companies pursuing net-zero transitions. In this climate of uncertainty, how can businesses respond in the short term while planning for long-term decarbonization?
Experts urge quality-led transformation as tariff uncertainty looms
On April 2, Trump imposed reciprocal tariffs on select countries, only to temporarily suspend them on April 9—granting a 90-day window for negotiation. The rapid policy swings have put global leaders and corporations on high alert, scrambling to secure exemptions.
These external shocks have also become a wake-up call for businesses to revisit their transformation strategies. According to Lee Yi-hua (李宜樺), Chair of PwC Taiwan’s Sustainability Services, the current wave of uncertainty presents an opportunity for companies to reassess their sustainability roadmaps. She encourages firms to identify the areas most vulnerable to disruption and explore new avenues for innovation and long-term growth.
The International Monetary Fund (IMF) has already revised its 2025 global GDP forecast downward from 3.3% to 2.8%. Lee warns that high tariffs could significantly erode profit margins and compress ESG investment budgets, ultimately weakening net-zero action plans. In the short term, companies need to assess financial shocks and consider adjustments to their decarbonization strategies.
“Tariffs will immediately raise product costs and weaken price competitiveness, hurting profitability,” Lee says. Over time, companies must restructure supply chains, re-evaluate raw material sourcing, and possibly relocate production. She urges businesses to proactively list potential impacts and re-identify emerging sustainability risks and opportunities.
Chao Chia-wei (趙家緯), Director of the Taiwan Climate Action Network (TCAN), agrees. “Taiwan’s industries must prioritize quality over quantity to stabilize the market,” he notes. While the U.S. may be easing climate regulations, regions like the EU and Japan have not. He adds that Taiwan’s recent electricity price freeze is counterproductive, weakening companies' incentives to enhance competitiveness. He cautions the government not to delay carbon pricing or relax environmental policies simply out of cost concerns.
Lee also points out that tariffs may reshape global sustainability supply chains. Companies capable of disclosing reliable ESG data and demonstrating sustainability performance could gain new opportunities as supply chains restructure.
