A couple of weeks ago, we co-hosted a business round table with Source Intelligence. There, I discussed Lawrence’s new research into company disclosures of ESG ROI in hard dollar value in sustainability reports and 10-Ks. I emphasized that in order for the sustainability profession to adapt to the new deregulatory landscape, we must move beyond compliance and towards building a solid business case for our programs. Now, new research from the Weinreb Group backs that up. Their new survey of CSOs found that the role is evolving and business fundamentals are now more important than ever:
“To embed sustainability into the core business requires specific attributes. Our survey revealed that three key attributes are most important for this work: for this work: 1) the ability to be a ‘corporate chameleon’; 2)the ability to operate both strategically and tactically and; 3) the ability to understand how big, interconnected systems work.”
The “corporate chameleon” refers to the ability to bring together interests from across a company and respond to them effectively. Sustainability programs spans departments, often engaging procurement, operations, marketing, legal, and accounting functions, among others. Being able to see a diverse set of viewpoints and fitting those into the big picture strategy is at the heart of an effective ESG program. Using sustainability to solve business problems and deliver for your organization helps sustainability professionals avoid political pitfalls. No one is going to argue with a program that adds to the bottom line, and ESG professionals need to understand how to capture and communicate the value they bring to the table.
Our members can learn more about ESG business value here.
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