Bringing ESG to Life: Ideals and Practicalities
Solutions lie in the balance.
It’s political, it’s personal, it’s financial. Environmental, social, and governance issues can be polarizing and yet they can be unifying. Organizations, especially public companies, are constantly turning to address the latest corporate social responsibility conversation in a balanced way and for a disparate set of stakeholders.
I enjoy constructing messages and perspectives that productively move the ESG discussion forward. There is room to accommodate all needs and ideas, from recruiting talent to the bottom line. We can talk about this in a way that incorporates the seemingly add-odds positions of maturity, exuberance, risk aversion, and vision.
I’ve had the privilege of being thrust into an urgent need to produce a GRI-accredited CSR report for a NASDAQ-listed company, and to drive a multi-year push on the consulting front, helping boards understand ESG broadly and incentivize executives to action. Below are just a few examples of this work.
GRI-Accredited Corporate Social Responsibility Reporting
“At ModusLink, continuous improvement is a consistent theme and it is applied to all aspects of our business. We are always seeking to enhance our value to clients, shareholders and employees. When it comes to Corporate Social Responsibility, one fact is clear— ethical and environmentally responsible business practices have significant impact on all of our constituencies.”
How Compensation Can Support Improved Environmental and Social Governance
For companies that want to strengthen their ESG focus and outcomes, incentive compensation programs can be a key to success.
Directors, Prepare for More: Tracking, Reporting, and Incentivizing DE&I
Survey data show boards are increasingly involved in matters relating to diversity, equity, and inclusion.
The Compensation Committee’s Guide to Evaluating, Structuring, and Communicating Executive Incentives and Climate Issues
It’s an increasingly frequent inquiry from compensation committees: how do you structure a framework to include climate-related incentives in an executive compensation plan? As has been the case recently with diversity, equity, and inclusion, organizations and the boards that guide them are feeling intense pressure from investors and other stakeholders to make meaningful progress against long-term climate goals.