With the spotlight on ESG, there is elevated pressure to develop an ESG framework to manage ESG programs around the emerging regulatory environment. By focusing on a few key initiatives and components of a readiness plan, organizations can drive more value out of their ESG programs and narrow down the material objectives that will better serve their ESG strategy.
A blog post by Katie Glynn
As the need to establish an environmental, social, and governance (ESG) readiness plan approaches, organizations may struggle to get their ESG programs launched within the ever-expanding materiality and nontraditional landscape. Focusing on a few key components closer to the starting line may help organizations unlock more value and better navigate the ESG journey.
With the growing focus on environmental, social, and governance (ESG) issues and expanding ESG regulatory landscape, many organizations are increasing the prioritization of ESG preparedness and efforts dedicated to ESG topics and objectives. Recently, we discussed organizations' need to develop an ESG framework to assess, manage, and disclose ESG initiatives around current and emerging regulatory requirements and how the controllership function may be in a position to help spearhead these efforts by utilizing an existing Controllership playbook. But the question is often, “where should we start?”
Developing an ESG readiness framework may seem overwhelming given the expanding materiality and nontraditional makeup of the landscape, which includes disruptions, activities, and commitments around the environment, social capital, business and innovation, leadership and governance, and human capital. With a seemingly endless array of topics, coupled with the addition of new SEC regulatory proposals and requirements, many organizations may spin their wheels in the attempt to make improvements to ESG programs or launch initiatives that align with the expanding regulatory environment.
However, ESG is a journey, not a destination. It is a dynamic process that requires continuous learning and improvement. So instead of setting sites on the finish line or casting an unconstrained view across the entire landscape, focusing on a few key areas closer to the starting line may help organizations gain momentum with ESG programs and unlock the most value out of an ESG framework in the current and future state. Here are some considerations to help identify priorities and better prepare for the ESG journey.