The decision of the Federal Court of Appeal indicates financial directors to “plan turbulence”

“Although the Court’s decision introduces a new uncertainty, the prices should remain in place for at least a month until a final decision-which is itself very uncertain,” said Gregory Daco, Ey-Parthenon chief economist.

The decision of the court would not take effect until October 14, and the Trump administration is expected to appeal the case at the United States Supreme Court, which could hear arguments this year or in 2026. On Tuesday, President Trump declared that he would ask the court for an “accelerated decision” to cancel the decision of the Court of Appeal.

Daco said this ambiguity strengthens the importance of an “price tour” approach: closely monitoring legal and political developments while planning several horizons.

In the short term, financial directors should align pricing strategies, review the terms of suppliers and model cost scenarios, he said. More generally, he advises the planning of the contingency in the medium term which covers logistics, margins pressure, inventory management and customer passage dynamics. EY research and industry reports recommend that financial directors prioritize disruptive technology and data planning to strengthen resilience and decision -making.

I questioned Daco about the potential short and long -term economic consequences for the industries that had adapted to existing prices. The elimination of prices would be economically: the implementation of input costs, margins and potentially accelerating investments, he said.

“But the reality is that any reprieve can be ephemeral,” he said. The administration retains a large authority to reimpose prices through other legal frameworks, such as articles 232 or 301 of American commercial law, and “broader change towards strategic protectionism is likely to persist,” said Daco.

The prices’ impacts continue to be high -end for CEOs and financial directors. Since June 15, 346 profit calls led by S&P 500 companies in which the terms “price” or “prices” have been cited at least once on the call, said John Butters, vice-president and analyst of results higher than Factst.

Daco’s largest council for finance leaders: “Plan the turbulence, not just the results”.

He recommends that CFOs look at the planning of scenarios which integrates legal risk, commercial exposure and geopolitical volatility. Build resilience in your supply chain, make sure that pricing strategies can flex cost volatility and maintain optionality in supply and production, he said.

“In an environment where political posts move, agility is not a luxury – it is a necessity,” said Daco.

Now, for sure.

Sheryl Estrada
sheryl.estrada@fortune.com

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Severe

According to the latest planning planning companies for the United States’s remuneration to MERCER, US remuneration planning companies plan to increase their remuneration budgets in 2026 by 3.1% for merit increases and 3.5% for total salary increases for non-unionized employees.

These projections are similar to 2025, when American employers have delivered real merit and total salary increases of 3.2% and 3.5%, respectively. The survey also revealed that 20% of American companies expect economic uncertainty to continue to have a significant impact on compensation decisions in 2026.

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