80% Of CEOs Feel Pressured To Improve Human Sustainability

5 07 2024

The C-Suite is yielding to pressures to focus more on human sustainability in the workplace. Image ” Getty

By Bryan Robinson, Ph.D. via Forbes • Reposted: July 5, 2024

Recently, Deloitte released The important role of leaders in advancing human sustainability Report in partnership with Workplace Intelligence and based on a study of 3,150 employees, managers and C-level executives across the U.S., U.K., Canada and Australia. Now in its third year, the survey reveals that the majority of the C-suite, including around eight out of 10 CEOs, say they’re feeling pressure from employees (82%), customers (78%), investors (78%), partners (77%) and board members (77%) to make public commitments to improve human sustainability.

I spoke by email with Sue Cantrell, vice president of products, workforce strategies at Deloitte Consulting, who defines human sustainability as, “the degree to which an organization creates value for people as human beings, leaving them with greater health and well-being, stronger skills and greater employability, good jobs, opportunities for advancement, progress toward equity, increased belonging, and heightened connection to purpose.”

She told me the survey found that shifting from a mindset that centers on extracting value from people toward an approach that refocuses on helping humans thrive is a leading course of action, especially in the face of growing stakeholder pressures, dwindling worker health and other workforce-related risks.

One of the more surprising facts, according to the report, is that leaders are mostly embracing this pressure: 88% would like their pay to be tied to human sustainability metrics, and 71% believe their company’s leadership should change if they aren’t advancing human sustainability. Around three out of four executives agree that human sustainability is an enterprise risk that should be measured and monitored (73%) and discussed at the board level (75%).

The report claims that doing well by workers and the world offers long-term benefits for both people and organizations. I recently reported on a meQ survey that supports these claims, showing that when employers refocus on employee hope and well-being, workers are less likely to suffer from burnout (74%), anxiety (74%) and depression (75%). And 33% are less likely to endorse quiet quitting.

But to help companies move their human sustainability efforts forward and reap these benefits, Cantrell recommends that leaders increase their understanding of worker realities at their own organizations. “In our survey, most executives (93%) and workers (88%) agree that the purpose of a company should be to create value not just for shareholders, but for human beings and society as well.” Cantrell points out that data from the survey also uncovers a disconnect between workers and leaders when it comes to taking action, as the following statistics indicate:

  • Advancing human sustainability. 82% of executives believe their company is advancing human sustainability, but just 56% of workers agree. The report found that some leaders fail to recognize that for most people surveyed, work is a negative rather than a positive force in their lives.
  • Company’s positive effect on employee well-being. Around 90% of executives believe working for their company has a positive effect on employee well-being, skills development, career advancement, inclusion and belonging and their sense of purpose and meaning. But just 60% (or fewer) of workers agree.
  • Improvement of well-being dimensions. Seven out of 10 executives believe well-being dimensions—a key component of human sustainability—improved for their employees. But workforce well-being continues to need focus as only around one out of three workers say their physical (34%), mental (32%), financial (35%) and social (31%) well-being improved last year.
  • Seven out of 10 workers say if their organization increased its commitment to human sustainability, this would improve their overall experience at work (72%) and increase their engagement and job satisfaction (71%), productivity (70%), desire to stay with their company long-term (70%) and trust in their company’s leadership (69%).
  • Eighty-two percent of executives say companies should be required to publicly report their human sustainability metrics. However, 81% admit their own organization isn’t doing enough when it comes to making public commitments around human issues. Around a third (32%) of these leaders say this is because the goals they could realistically accomplish are trivial and they’re embarrassed to make public commitments around them.
  • A significant majority of executives (88%) would like their compensation to be tied to human sustainability metrics. Remarkably, nearly half (47%) would like at least 75% of their compensation to be linked to these metrics. What’s more, 61% of the C-suite say they’d accept a pay cut to work for a company that is advancing human sustainability.

“It’s promising that so many of today’s leaders are willing to take ownership of human sustainability,” said Dan Schawbel, managing partner at Workplace Intelligence.“However, some executives don’t realize that their own employees are dealing with a sub-optimal work experience. The disconnects uncovered in our research should be a call to action for leaders as they embark on their mission to create greater value for all stakeholders within the broader human ecosystem.”

Cantrell suggests that to close that gap, leaders must consider using metrics focused on human outcomes, making public commitments around these metrics and aligning compensation with these outcomes. She believes that by prioritizing a positive human impact, organizations can reap the benefits of attracting new talent, appealing to customers and clients and increasing profitability, while workers can experience a positive effect on their well-being, skills development career advancement, inclusion and belonging, and their sense of purpose and meaning.

“Embracing human sustainability can have benefits for both business and people,” declares Paul Silverglate, U.S. executive accelerators leader and Deloitte’s U.S. technology sector vice chair. “Today’s C-suite has the opportunity to help ensure it is prioritized at the highest levels of their organizations, helping them become more rewarding and productive places to work.”

Renée Zavislak, a burnout expert and licensed California-based therapist, informed me that corporations big and small are starting to realize that refusing to proactively address employee well-being isn’t an option, but many businesses are learning this lesson the hard way. Burned out employees are costing employers $3,400 of every $10,000 in salary as productivity decreases. And depression alone is costing the global economy $1 billion in lost productivity.

“Companies need to respond to employee needs by respecting boundaries and the right to disconnect before resentment and burnout make top performers leave,” Zavislak declares. “Companies usually wait until it’s too late to act on burnout. They need to start embracing preventative solutions.” Zavislak concludes that when someone’s job security depends on working 60-80 hours a week, and they have to take calls on vacation, it means companies aren’t taking mental health seriously.

“There is an incredible momentum building for organizations to make meaningful change, adds Jen Fisher, retired managing director at Deloitte U.S. “But leaders should move away from a legacy mindset that centers on extracting value from people and instead embrace the concept of human sustainability, which can support the long-term, collective well-being of individuals, organizations and society.”

To see the original post, follow this link: https://www.forbes.com/sites/bryanrobinson/2024/07/03/80-of-ceos-feel-pressured-to-improve-human-sustainability/


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80% of Global Investors Now Have Sustainable Investment Policies in Place: Deloitte/Tufts Survey

5 04 2024

Photo: Deloitte

By Mark Segal via esgtoday.com • Reposted: April 5, 2024

The vast majority of professional investors globally have put in place ESG investment policies over the past several years, with investors looking both to minimize sustainability-related risk and capitalize on opportunities, and citing factors including regulatory requirements, improved performance and talent attraction, according to a new study released by global professional services firm Deloitte and The Fletcher School at Tufts University.

For the study, Deloitte and The Fletcher School surveyed more than 1,000 asset owners, asset managers, and investment advisers, including CEOs, CIOs, Heads of Strategy and other senior investment executives across regions including North America, Europe, and Asia, and also conducted interviews with sustainability and investment leaders, between January and December 2023.

The study found significant growth in the proportion of investors establishing sustainable investment policies, with 79% of investors reporting having a policy in place, up from only 20% 5 years ago. Nearly all other investors report having a “loosely defined ESG investing policy” in place or have plans to develop a sustainable investment policy, with only 1% reporting no plans for a policy.

Despite highly visible anti-ESG campaigns ongoing in the U.S., the survey found that U.S. investors were actually more likely to have sustainable investment policies in place than their global peers, with 83% of professional U.S. investors reporting having ESG investing policies, up from 27% five years ago. European investors lagged their U.S. counterparts slightly, at 75%.

The study asked investors to list the top 3 drivers for integrating sustainability factors into their investment decision-making processes, with the most commonly cited reasons including regulatory requirements (39%), improved financial performance (36%) and stakeholder influence or pressure (34%). Interestingly, U.S. investors, while also reporting regulatory pressure as the most common driver for integrating sustainability factors (39%), were more likely to cite talent retention and attraction as a key driver, at second place at 37%.

Chris Ruggeri, a Deloitte Risk & Financial Advisory principal and sustainability, climate and equity leader, said:

“Many factors, including evolving regulatory requirements, financial performance pressures, and stakeholder expectations, are driving the U.S. movement toward integrating sustainability and ESG into investment decision-making. As such, company leaders and their boards have an important opportunity to take actions that can improve investor confidence and trust levels in those investments, such as making enhancements to the sustainability information, disclosures, and other sources that inform buy, sell, and hold decisions.”

Additionally, while more than 83% of investors reported either regularly or occasionally using sustainability information in their fundamental investment analysis, interviewed investors said that they did not believe that ESG factors are effectively incorporated into equity prices yet, according to the study.

The survey also assessed the key barriers inhibiting organizations’ ability to implement sustainable investing, with the most commonly cited challenges including a lack of clarity on how to integrate ESG information and inconsistency or incomparability of ESG ratings data, with other top factors including over- or under-regulation, cost constraints, and a lack of clear strategies by corporations to achieve their ESG goals.

The study also found a strong correlation between the trust investors have in ESG data sources and their use of those sources, with in-house proprietary data systems and audited or assured corporate disclosures reported as the top 2 trusted (70% and 69%, respectively) and most regularly employed (51% and 52%, respectively) sustainability data sources. Interviewed investors indicated that they expect that recently launched sustainability disclosure standards and regulations will address many of the ESG data challenges, with increased consistency and standardization.

Michael Bondar, a Deloitte Risk & Financial Advisory principal and global enterprise trust leader, said:

“There is considerable room for improvement in how organizations collect, measure, report on, and validate sustainability data to earn investor trust. But, more consistency and dependability in sustainability reporting for measurement and analysis purposes should help enhance confidence for stakeholders throughout the corporate ecosystem.”

Bhaskar Chakravorti, Dean of Global Business at The Fletcher School at Tufts University, added:

“The focus on sustainability data is growing globally. India’s Securities and Exchange Board requires top public companies to disclose ESG related activities, and the European Union now requires sustainability disclosures under the Corporate Sustainability Reporting Directive starting from periods beginning in 2024. And as of this month, rules were adopted in the United States as well.” 

To view the study and see the original post, follow this link: https://mail.google.com/mail/u/0/#inbox/FMfcgzGxSbkzrMzcjlSHttMWmQVwZSfj

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Sustainability Has Gone Mainstream Across Industries

11 03 2024

Photo: Getty

By Jia Rizvi, Contributor & Entrepreneur And Documentary Filmmakervia Forbes • Reposted March 11, 2024

In recent years, sustainability has emerged as a central theme across various industries, transcending boundaries and becoming a key focus for businesses globally. In 2022, 75% of organizations had increased their investment in sustainability, according to Deloitte. As the world grapples with environmental challenges and social responsibilities, industries are recognizing the need to adopt sustainable practices.

Companies in industries such as retail, food, fashion, and tech are finding innovative ways to push sustainable practices that benefit the environment and provide a better experience for their end customers.

Eco-Friendly Supply Chains In Retail

Consumers are becoming more mindful of where their goods come from. Restaurants, grocery stores, and food manufacturers are responding by sourcing ethically and locally whenever possible. This reduces transportation emissions, promotes fair labor practices, and supports local farmers. “As the global population continues to grow, the need for sustainable food systems has never been more pressing. Aquaculture offers a promising solution to impending food shortages, while also creating opportunities for economic growth and innovation across the industry. Our goal is to provide the world with healthy and nutritious food from the ocean, all while ensuring the well-being of our planet and communities,” says Ivan Vandheim, CEO of Mowi, supplier of farm-raised salmon and sustainable protein producer.

Transparency is equally crucial, allowing stakeholders to trace product origins and assess environmental and social impacts. By integrating sustainability into supply chains, businesses mitigate risks and contribute to a more resilient and responsible world. “We need to reimagine supply chains for transparency, efficiency, and less waste,” says Ola Brattvoll, COO of Mowi. “Vertical integration helps in offering pre-packed solutions directly to retailers and online. Additionally, innovative logistics reduce spoilage and environmental impact.

The Circular Economy And Fashion

The idea of a circular economy is gaining traction in retail. Instead of the traditional linear model (produce, use, discard), retailers are exploring ways to extend product lifecycles. This includes repair services, recycling programs, and encouraging customers to resell or donate items.

For example, fashion enthusiasts are turning to upcycled and vintage clothing. Upcycling involves transforming old garments into new designs, reducing waste. Vintage pieces not only add uniqueness but also extend the lifecycle of clothing. “The most sustainable garment is the one you already own,” explains Orosla de Castro, co-founder of Fashion Revolution, a nonprofit organization promoting a sustainable fashion industry. Fashion brands are increasingly embracing other ethical practices. They prioritize fair wages, safe working conditions, and transparency in their supply chains. “Ethical fashion is the recognition that there are human beings behind the clothes that we wear,” says Elizabeth Joy, founder of Conscious Life & Style, a digital media company focusing on fashion sustainability. Companies like Stella McCartney and Eileen Fisher champion sustainable fashion using organic fabrics, recycled materials, and cruelty-free production methods.

Energy Efficiency In Tech

As digital services expand, data centers consume vast amounts of energy. Tech giants like Google, Amazon, and Microsoft are investing in green data centers powered by renewable energy. They are also exploring cooling solutions that use less water.

Tech companies are also investing in building sustainable cities. Smart grids, efficient transportation systems, and IoT-enabled waste management help reduce energy consumption and enhance urban living. “Tech companies could be key drivers in advancing clean technology and sustainable practices. However, their actions can also be detrimental to the energy transition and Net Zero objectives, depending on how they invest the vast technology, skills, and resources at their disposal,” says C.J. Obikile from Duke FUQUA School of Business.

Sustainability Is The Standard

Sustainability is not an optional choice for businesses anymore – it’s a strategic imperative, shaping the practices and priorities of industries worldwide. Consumers, now more environmentally conscious, are demanding sustainable products and rewarding brands that prioritize eco-friendly practices. From retail and food to technology and fashion, businesses understand the significance of adopting sustainable strategies to ensure long-term success and a long-lasting environment.

To see the original post, follow this link: https://www.forbes.com/sites/jiawertz/2024/03/09/sustainability-has-gone-mainstream-across-industries/?sh=2eb3afa21ba7


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Now Is the Time To Double Down on Corporate Social Responsibility

5 08 2023

From submittable • Reposted: August 5, 2023

A new economic reality has arrived. It came how they often do-gradually, then all at once. Leaders who’d gone all in on rapid growth are downshifting to focus on short-term viability.

All the sudden, quarterly financial goals loom larger. Long-term projects slide to the back burner.

Unfortunately, this atmosphere puts corporate social responsibility programs (CSR) at risk. But abandoning CSR when the market gets volatile is like tossing your compass overboard when a storm blows in.

The truth is: markets might be changing, but expectations are not. All the reasons a CSR program made good business sense last year are even more valid now. Both consumers and employees have high expectations when it comes to social impact, with more than 70% of consumers interested in how brands are addressing social and environmental issues and 60% of employees choosing where they work based on their values. And they are all watching to see how brands respond to the current market.

Plus as the recent report from Deloitte highlights, environmental and ethics regulations continue to add pressure.

If anything, this is not the time to abandon your CSR mission. It’s time to double down. Because you don’t change course when the seas get rough. You get more strategic. Here’s how.

Respond to reality, not headlines

It’s true that the market is shifting for many high-growth, high-profile companies, but the headlines don’t tell the whole story. There are a whole lot of businesses still quietly growing and innovating-they’re just not on the front page right now.

As with much public storytelling, the loudest voices are the ones that make sweeping, dramatic proclamations about where things are headed. Look at the recent conversations around quiet quitting and the shift to remote work. For a while, everywhere you looked, someone was making a new exaggerated claim about the future of work. Reality tends to be more nuanced than headlines would suggest.

Right now, the sky may be cloudy, but it’s not falling.

It’s also important to understand the long arc of social progress. Equity, diversity, justice, and sustainability are not achievable as quarterly goals. They take a sustained, coordinated effort. Candidly, if our commitment to making meaningful change wavers every time the market dips, we don’t stand much of a chance.

Strengthen the ties between CSR and business objectives

In the same way that a volatile market can expose the cracks in a business strategy, these fluctuations also provide a stress test for your CSR strategy.

If company leaders have been treating CSR programs like pet projects, that has to change now. Corporate purpose is an essential business initiative. It needs to be planned and resourced as such.

To be effective, CSR programs need to be strategically integrated with other business initiatives. If you haven’t already, now is the time to tie your CSR mission clearly to business goals.

For example, Splunk, a data company, focuses a good portion of their CSR work on bridging the data divide-the gap between those who have access to the internet, computers, and technical skills, and those who don’t. The mission is a natural extension of their business strategy and it leverages their greatest strengths as an organization.

As part of the Impact Studio Conference, Patricia Toothman, the social impact manager at Splunk, talked about linking the pillars that support business and social impact work: “Connecting all of those pillars and really working towards our overall mission of bridging the data divide, that’s our new BHAG-our Big, Hairy, Audacious Goal. And that’s our North Star as we’re evolving, iterating, and creating new programs.”

As you advocate for your programs, be sure to connect them to your own North Star. And make an effort to explicitly tie your work to broader company objectives such as:

  • Employee satisfaction
  • Brand loyalty
  • Retention
  • Professional development
  • Customer engagement
  • Strategic partnerships
  • Revenue

Measure the full value of your CSR programs

In times like this, it’s easy to get locked in on the black/red dichotomy of money in/money out. When it comes to measuring the true value of your social impact programs, don’t get stuck here.

Look at the full range of outcomes that your program contributes to. Alongside the internal outcomes around company culture and employee engagement, the impact of your programs extends into the community. In 2021, corporate giving accounted for over $21 billion of support for charitable causes.

In the past, the effect on communities was considered more a feel-good aspect of CSR. But recent events have reminded all of us how interconnected community and business are. Larry Fink’s letter is proof that the most successful corporate leaders are the ones who understand the full ecosystem that their business exists within. In reality, when the community thrives, businesses do too.

CSR and ESG initiatives also help your business future proof. Rather than reacting to new social and environmental regulations as they happen, you’ll be proactively planning for them. In the long run, a gradual, intentional approach to these changes is good for everyone. Even investors are prioritizing ESG compliance.

Kari Niedfeldt-Thomas, managing director of corporate insights & engagement for CECP, explains how CSR can help you future proof this way: “Companies for generations were focused around what shareholders wanted. And shareholders sometimes were only concerned about the short term. They wanted to be able in the short term see a company increase their profits to a point, see the stock go up so they could sell. They weren’t there for a long-term model. Yes, maybe the company is meeting all minimum regulatory standards, but they’re not necessarily looking at a net-zero future of where the market is potentially headed and where they have to be prepared to operate as a business when the rules might change.”

When company leaders cut CSR programs, they are sometimes focused on the operational costs they’ll save. But you have to take into consideration the costs and the damage to the brand and the community. Revealing your company to be a fair weather ally is a particularly bad look. Plus, if market forces are impacting your business, odds are nonprofits and community members are feeling the squeeze too. Pulling back support now will be extremely destabilizing.

Setting up the infrastructure and partnerships to support your CSR work and then dismantling them can be like taking one step forward, then two steps back.

Find opportunities to innovate

It’s true that the current economic pressure might force you to shift how you provide support to community organizations. It’s time to think outside the box. If you don’t have the resources to fund the same level of grants or donations you’ve done in the past, consider other avenues of giving such as:

  • Employee giving & matching: Set up a fundraising campaign to encourage employees to donate.
  • Volunteering: Organize volunteer events to give nonprofits additional capacity.
  • In-kind donations: Donate your products or services directly to a nonprofit.
  • Marketing & advocacy: Use your platform to spread the word about an organization and its cause.

As much as this moment tests your commitment to social impact, it will also reveal a lot about your relationships with your nonprofit partners. Do you know what they need? Or do you at least know how to ask what they need?

If you’ve just been writing checks, now is the time to pivot and start building a deeper relationship. Think of the organizations you work with as true partners. Invest time in seeking their feedback and learning how you can better support their work.

This moment also calls for efficiency. Teams will be doing more with less. Case and point: many DEI teams are being cut, but if you look closely, many companies are not backing off their DEI goals. Do everything you can to streamline and centralize your CSR processes to put your team in the best position to deliver results.

Come out stronger on the other side

Like many moments of adversity, this is a chance for your team to weather the storm and come out stronger and wiser on the other side.

As belts tighten and business leaders get even more obsessive about ROI, there’s intense pressure for CSR professionals to make programs as compelling as possible. Now is the time to shore up your strategy.

The big upside of this pressure? Leveraged in the right way, this intensity can shape your social impact programs to be more effective, more efficient, and more ingrained with your business.

For those in the business of social impact, there may be a storm to weather, but the future is bright.

To see the original post, follow this link: https://www.accesswire.com/viewarticle.aspx?id=772347&lang=en


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Gearing Up for ESG Reporting: Insights from Public Company Executives

27 03 2023

Image credit: Andrea Piacquadio/Pexels

By Kristen Sullivan from triple pundit.com • Reposted: March 27, 2023

Committing to meet environmental, social, and governance (ESG) objectives and targets is one thing. Acting on them is quite another. What are businesses doing to prepare for high-quality sustainability and ESG reporting, and what challenges are they uncovering along the way? To find out, Deloitte surveyed 300 public company executives to get a pulse on current trends and sentiment. Here are five takeaways from the front lines of real-world change.

Embed ESG in the corporate strategy

Nearly 3 in 5 executives (57 percent) say their company has established a cross-functional working group to drive strategic attention to ESG, an increase of 21 percent since last year. Another 42 percent say they’re in the process of establishing one. 

A typical ESG working group includes executives from finance, accounting, risk, legal, sustainability, operations, supply chain and other functional areas. Increasingly, accountability for ESG performance can be most effective with an integrated governance structure that brings together all business functions. A philosophy of ownership across the business, paired with a strategic approach to governance, can establish ESG as a strategic priority highly aligned to corporate strategy. 

Assign roles and responsibilities

Only 3 percent of executives say their companies are prepared for potential increased ESG regulatory or other disclosure requirements, but many are getting ready. For instance, 81 percent of companies have created new roles or responsibilities, and 89 percent say they’ve enhanced internal goal-setting and accountability mechanisms to promote readiness. 

Who has management responsibility over ESG disclosure? Today, in many cases, it’s the chief financial officer (CFO) or chief sustainability officer (CSO), but many respondents indicate that increasingly there is shared responsibility for ESG reporting across the executive leadership team, human resources, supply chain and other functions. 

Of those executives surveyed, board-level oversight has been predominantly assigned to the nominating and governance committee, but we are seeing a trend of expanded oversight responsibility across all committees, aligned to respective remit, to drive greater integration and oversight of ESG risks and opportunities. 

Increase focus on assurance 

Nearly all (96 percent) surveyed executives plan to seek assurance for the next ESG reporting cycle. To prepare for a reasonable level of assurance, 37 percent of companies are starting to apply the Committee of Sponsoring Organizations of the Treadway Commission (COSO)’s internal control guidelines, which can help companies measure, manage and validate ESG information with the same rigor typically applied to financial reporting.  

Respondents shared that they use a range of different frameworks and standards for their disclosures. The most common is the Task Force for Climate-related Financial Disclosures (TCFD) (56 percent), closely followed by the Sustainability Accounting Standards Board (SASB) (55 percent). Around half of respondents also use standards from the Greenhouse Gas Protocol, International Integrated Reporting Council (IIRC), and Global Reporting Initiative (GRI).

For multinational firms, the rapid progress of the International Sustainability Standards Board (ISSB) signals optimism for convergence of a number of leading sustainability reporting standards and frameworks and the creation of a global baseline for sustainability reporting to help meet the information needs of the capital markets, as well as serve as the basis upon which other jurisdictions can build. 

Develop a workable solution for data gaps

When it comes to sustainability reporting, access to quality ESG data now appears to be a bigger challenge than data availability. Still, a majority (61 percent) of respondents indicate their companies are prepared to disclose details about the greenhouse gas (GHG) emissions they directly produce, known as Scope 1. Even more (76 percent) say they’re ready to disclose details of their Scope 2 GHG emissions, or emissions generated by the electricity a company purchases, a substantial increase from the 47 percent who said so the previous year. 

At the same time, Scope 3 emissions — which account for GHGs produced along a company’s entire value chain — appear to remain a challenge. Most respondents (86 percent) indicate they’ve run into challenges measuring them, and only 37 percent are prepared to disclose them in detail. 

To close any gaps, companies may consider focusing on the Greenhouse Gas Protocol, which currently serves as the leading standard for measuring greenhouse gas emissions and provides for methodologies to promote consistency of measurement with due consideration to the level of measurement uncertainty and data availability. 

Invest in technology for ESG reporting, disclosure and action

New technology is on the horizon for many companies as they embark on their ESG integration and disclosure journeys. Nearly all executives (99 percent) are somewhat likely or very likely to invest in new technology to prepare to meet stakeholder expectations and future regulatory requirements. 

Technology solutions can assist in accelerating preparedness in moving from reporting in accordance with voluntary sustainability standards and frameworks to enhanced disclosure in accordance with authoritative ESG standards and new regulation. 

No matter where a company is in their sustainability journey, strategic attention to ESG integration and disclosure today can help to deliver long term value to  stakeholders into the future. By implementing the insights shared by public company executives, companies can gear up for ESG reporting and work to meet stakeholder expectations while also creating long-term value. 

Kristen B. Sullivan is a partner with Deloitte & Touche LLP and leads Sustainability and ESG Services, working with clients to help address their sustainability and non-financial disclosure strategy needs. 

To see the original post, follow this link: https://www.triplepundit.com/story/2023/ceo-insights-esg-reporting/769591


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