Reinventing for sustainability and becoming sustainable at the core require profound transformation. According to Mercer’s Global Talent Trends report, more than four in five business leaders agree that an organization’s purpose should extend beyond shareholder primacy and, even amid COVID-19 disruptions, two-thirds of the organizations want to continue to speed up their Environmental, Social and Governance (ESG) journey.
Delivering on these promises requires a multi-stakeholder lens and a clear ESG framework. For example, 45% of companies who are moving forward on ESG are building ESG goals into their wider transformation agenda; and ESG goals and metrics are being embraced by organizations in their employment and retirement strategies. Yet only 5% are offering a sustainable investment option in retirement plans. Improving ESG risk and strategy governance mechanisms, and aligning financial value and core values to add rigor and depth to investment processes, are ways forward to transform for impact.
While the focus remains on environmental issues, the “S” and “G” are seeing significant momentum. ESG considerations are central to all corporate and investment discussions, and it is critical they now move from acronym to action.
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