The Business Value of Managing Hidden Costs in a Changing World

At Centiro we are constantly on a journey of discovery. We think outside the box and strive to stretch the boundaries of possibilities. We create something unique everyday – something which is more than a software company. We believe in innovation and the strong power of collaboration. Our ambition is to deliver the best solutions for our customers and at the same time be the best possible place to work. Do you want to be a part of our continued journey?

Background
A changing world brings costs that rarely show up in a transport budget until they hit. Organizations that buy transport are exposed to physical risks, such as disruptions to transport networks from extreme weather, rising insurance premiums and infrastructure damage. They are also exposed to transition risks, such as higher and more volatile fuel and energy prices and regulatory costs like ETS2 and CBAM. Together, these form a layer of hidden costs that is hard to see, hard to quantify and therefore hard to act on.

An additional angle is that customers are affected differently depending on which planetary boundaries and tipping points their operations are exposed to. Some customers may have far less time to act than others. Many of our customers also already work toward SBTi targets, so it matters how well these hidden costs and risks line up with the commitments they have already made.

What are we hoping to achieve?
To make this type of hidden cost visible and quantifiable, and to show how organizations can mitigate it in practice, for example through fuel hedging, modal shift or diversification of suppliers and routes. The result should be a business value that is relevant for the whole industry: which types of organizations benefit most from acting early, how the value can be realized, and which concrete paths forward exist.

How?
The work should be driven by a business perspective rather than a purely technical or sustainability perspective. Concepts such as physical and transition risk, planetary boundaries and tipping points are necessary background knowledge for understanding where risks and costs arise, but they are a means and not the end goal. The work should have a clear scientific foundation, for example through the TCFD framework and research on planetary boundaries and tipping points, and should connect the findings to how well they help customers reach their existing SBTi commitments.

Skills
Business analysis, risk and scenario analysis, quantitative modeling and data analysis, and the ability to translate research into practical business value. Familiarity with TCFD, SBTi, ETS2, CBAM and planetary boundaries is a plus but not a requirement.

When
Spring of 2027

You are…
A student studying business, economics, industrial engineering and management, sustainability or a similar field, with an interest in how climate and sustainability risks translate into business value.