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Top 10 ESG Framework Templates to Build an Eco-friendly Enterprise [Free PDF Attached]

Top 10 ESG Framework Templates to Build an Eco-friendly Enterprise [Free PDF Attached]

Lakshya Khurana

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Swedish power company Vattenfall, a government-owned utility, is facing an unprecedented environmental crisis that threatens its existence. It wanted to sell electricity from three of its hydroelectric power stations on the bed of the Dalälven river. It is a World Heritage Site.

The Swedish government and the United Nations Education, Scientific and Cultural Organisation (UNESCO) were now committed to protecting the site, and power generation there would make these organizations lose face.

The Swedish government was also under pressure from local politicians and environmental campaigners to reduce its stake in Vattenfall. They claimed that the company, among Europe’s largest generators of electricity from renewable energy, was producing more hydroelectric power than the country’s grids could use.

With the government on the verge of issuing an order on reducing its stake, Vattenfall is in the process of implementing its new business model of ESG that will allay all environmental concerns, while allowing it to continue to be in business.

ESG, in fact, is a major go-to way for most businesses today. Why did Vattenfall choose ESG? Let’s understand…

What is ESG and why is important?

The acronym ESG stands for Environmental Social and Corporate Governance. It is the shared responsibility of the three parties involved in the business — government, stockholders/investors, and companies. Not working within ESG policies has damaged the reputation of a number of multinational companies.

ESG practices have been shown to improve both financial performance and business resilience in the long term. The risks that arise from its non-compliance are significant, but so are the benefits in terms of improved reputation and enhanced resilience.

Additionally, the ESG framework is becoming increasingly popular among financial professionals as they seek to provide investors with differentiated products that also consider social values in addition to traditional monetary values.

If you, too, want to benefit from the ESG framework, create a robust plan of action. To help you strategize effectively, we present our visually captivating templates.

Customizable Templates to Bring Your ESG Plan to Fruition

Creating a PowerPoint presentation from scratch is tasking and it might not turn out to be as eye-catching as you would like. This is where our professional PowerPoint services come in handy.

We have selected the most effective ESG framework PPT designs that will help you get started on educating your audience on the benefits of integrating an ESG plan. Let’s take a look at them.

Template 1: ESG Strategies Map Human Rights Product Responsibility

This PowerPoint layout uses an interactive map interface (strategy, KPIs, key constituents, etc) to identify key areas of risk and opportunity, as well as track your progress over time. With this PPT design, you can assess and manage your company's social and environmental responsibilities. So download it now.

Environmental Social Governance Strategies Map Human Rights Product Responsibility

Download this template 

Template 2: Community Impact Annual Report PPT Slides

This PPT deck is perfect for organizations who wish to track their community impact and share the findings with funders and other stakeholders. You can use this design to cover snapshots of major CSR achievements, an overview of CSR initiative outcomes, the corporate profile of the company, etc. Download it now.

Community Impact Annual Report Examples PDF DOC PPT Document Report Template

Grab this template

Template 3: Environmental Stewardship Social Responsibility And Governance Policies For Oil And Gas Industry PPT

This creative PowerPoint set will help you outline your policies and procedures for being a good steward of the environment and acting with social responsibility. Additionally, the design is completely editable and you can tailor it to your specific needs. This one-page document is perfect for sharing the policies of the oil and gas industry. So incorporate it now.

Environmental Stewardship Social Responsibility And Governance Policies For Oil And Gas Industry PPT PDF Document

Download this template

Template 4: Environmental Social And Governance Policies For Oil And Gas Industry Document

This PPT theme is perfect for helping oil and gas companies adhere to the highest environmental and social standards. This design is concise, easy to use, and covers all the key points. This PowerPoint preset contains everything you need to get started, from an overview of ESG policies to a checklist of considerations. Therefore, employ it now.

Environmental Social And Governance Policies For Oil And Gas Industry ESG Template 1 PPT PDF Document

Template 5: ESG Framework With Rating And Score

This creative PowerPoint bundle provides an accurate and timely rating/score of your company's performance in relation to environmental and social responsibility. You can use this design to identify areas of strength and weakness. The PPT layout covers the ESG score, pillar score, and theme score. So get it now.

Environmental Social Governance Framework With Rating And Score

Template 6: ESG Strategy For Business Organisation

This PPT preset will help you develop a strategy that is tailored to your specific business needs, so you can make a real difference in your community and the world. You can use it to illustrate the elements for each of the ESG verticals, such as strict standards, people, transparency, regulation, etc. Download it now.

Environmental Social Governance Strategy For Business Organisation

Template 7: Organisational ESG Quarterly Initiatives Summary

This PPT preset provides an up-to-date summary of the latest progress in the key areas, so you can stay informed about the latest developments in sustainability. You can use it to stay ahead of the curve including, an ESG summary, the negative impact risks, and an indicators summary. Download it now.

Organisational Environmental Social Governance Quarterly Initiatives Summary

Template 8: ESG Model With Focus Areas

This PPT layout will help you identify and focus on key areas of the ESG metrics and implement best practices to create a socially aware work environment. Some of the focus areas covered in this presentation are waste management, renewable resources, workforce health, safety, etc. This PowerPoint layout also helps businesses identify and address critical sustainability issues. So get it now.

Environmental Social Governance Model With Focus Areas

Template 9: ESG Framework KPIs Mapping

Pick this template to illustrate how ESG is a critical part of responsible investing. In this PPT layout, the KPI mapping will help you track your progress and identify areas of improvement. Besides, this design includes metrics, such as resource use, emissions, human rights, management, etc. Get it now.

Environmental Social Governance Framework KPIs Mapping

Template 10: Impact Assessment Chart For ESG Efforts

You can use this PPT design to keep track of your company's environmental and social governance efforts. With this PowerPoint preset, you can see at-a-glance how well your business is performing in terms of sustainability, operations, end product, human capital, etc. Download it now.

Impact Assessment Chart For Environmental Social Governance Efforts

Modern businesses exist only to earn revenue but in this current global economy, that attitude is not enough. Especially if the consumer opinion is anything different, blind profits aren’t received well by the customer base that is more aware of worldwide issues. It is the duty of the companies and shareholders to make good on their investments.

However, many organizations have come under criticism recently because they are struggling to create profit for their shareholders along with minimizing the negative impact on the environment.

But you can use our stunning ESG framework templates to determine whether or not your operations are adequately protecting environmental and social interests. Download these stunning presentations right away and advocate an eco-friendly turn to your business.

P.S: To add sustainability and climate change to the social pivot plan of your company check out these amazing templates featured in this guide .

Download the free ESG Framework Templates .

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Introduction to ESG

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Mark S. Bergman ,  Ariel J. Deckelbaum , and Brad S. Karp are partners at Paul, Weiss, Rifkind, Wharton & Garrison LLP. This post is based on a recent Paul Weiss memorandum by Mr. Bergman, Mr. Deckelbaum, Mr. Karp,  David Curran ,  Jeh Charles Johnson , and Loretta E. Lynch . Related research from the Program on Corporate Governance includes The Illusory Promise of Stakeholder Governance by Lucian A. Bebchuk and Roberto Tallarita (discussed on the Forum here ) and Socially Responsible Firms by Alan Ferrell, Hao Liang, and Luc Renneboog (discussed on the Forum here ).

Interest on the part of investors and other corporate stakeholders in environmental, social and governance (“ESG”) matters has surged in recent years, and the current economic, public health and social justice crises have only intensified this focus. ESG, at its core, is a means by which companies can be evaluated with respect to a broad range of socially desirable ends. ESG describes a set of factors used to measure the non-financial impacts of particular investments and companies. At the same time, ESG also provides a range of business and investment opportunities.

Net flows into ESG funds available to U.S. investors have skyrocketed, totalling $20.6 billion in 2019, nearly four times the previous annual record set in 2018, [1] while ESG funds in Europe also attracted record inflows of $132 billion in 2019. [2] More than 70% of funds focused on ESG investments outperformed their counterparts in the first four months of 2020, [3] and nearly 60% of ESG funds outperformed the wider market over the past decade. [4] Consumers and investors are placing a growing value on ESG, and industry leaders have responded in a number of ways, including issuing comprehensive sustainability reports and expanding ESG disclosures in their annual reports, providing information to ESG rating agencies and publicly communicating ESG commitments.

This post, the first in a series focused on ESG disclosure and regulatory developments, provides an introduction to ESG and identifies several critical issues for companies and their in-house counsel to keep in mind in evaluating and monitoring ESG actions and statements.

The Fundamentals of ESG

ESG grew out of investment philosophies clustered around sustainability and, thereafter, socially responsible investing. Early efforts focused on “screening out” (that is, excluding) companies from portfolios largely due to environmental, social or governance concerns, while more recently ESG has favorably distinguished companies that are making positive contributions to the elements of ESG, premised on treating environmental and social issues as core elements of strategic positioning. While climate figures prominently in ESG discussions, there is no single list of ESG goals or examples, and ESG concepts often overlap. That being said, the three categories of ESG are increasingly integrated into investment analysis, processes and decision-making.

  • The “E” captures energy efficiencies, carbon footprints, greenhouse gas emissions, deforestation, biodiversity, climate change and pollution mitigation, waste management and water usage.
  • The “S” covers labor standards, wages and benefits, workplace and board diversity, racial justice, pay equity, human rights, talent management, community relations, privacy and data protection, health and safety, supply-chain management and other human capital and social justice issues.
  • The “G” covers the governing of the “E” and the “S” categories—corporate board composition and structure, strategic sustainability oversight and compliance, executive compensation, political contributions and lobbying, and bribery and corruption.

ESG metrics have evolved in recent years to measure risk as well as opportunity. In his “Dear CEO” letter in 2018, BlackRock Chairman and CEO Larry Fink wrote that:

[s]ociety is demanding that companies, both public and private, serve a social purpose. To prosper over time, every company must not only deliver financial performance, but also show how it makes a positive contribution to society. Companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.

He goes on to say that:

Companies must ask themselves: What role do we play in the community? How are we managing our impact on the environment? Are we working to create a diverse workforce? Are we adapting to technological change? Are we providing the retraining and opportunities that our employees and our business will need to adjust to an increasingly automated world? Are we using behavioral finance and other tools to prepare workers for retirement, so that they invest in a way that will help them achieve their goals? [5]

Other leading business leaders have also supported more expansive views regarding the purpose of a corporation. In August 2019, the Business Roundtable, a non-profit organization comprised of corporate CEOs, released a new Statement on the Purpose of a Corporation (the “BRT Statement”). [6] The BRT Statement was signed by the CEOs of nearly 200 leading U.S. companies and identified shareholders as one of five key stakeholders—along with customers, workers, suppliers and communities. The BRT Statement supersedes prior statements that endorsed shareholder primacy (the idea that corporations exist principally to serve shareholders), and “outlines a modern standard for corporate responsibility.” [7]

ESG in Practice

Under the current disclosure regime applicable to public companies listed in the United States, there is no affirmative duty to provide disclosures on ESG matters. As a practical matter, however, it can be anticipated that important stakeholders, such as investors, insurance companies, lenders, regulators and others, will increasingly look to companies’ disclosures to allow them to evaluate whether those companies have embraced ESG agendas. And, even in the absence of an affirmative duty to disclose, the substance of the information that companies do elect to report regarding their actions to identify and manage ESG risks and opportunities will be subject to the securities laws.

As we will discuss in future posts in this series, the ESG regulatory landscape regarding disclosure is rapidly evolving. While there is a general recognition of the value of, and the imperative for, consistent and decision-critical information to more easily evaluate how companies are overseeing and managing ESG-related risks and opportunities, most companies have yet to achieve that level of consistency. Moreover, ESG factors cover a broad range of activities that may or may not be relevant to particular businesses and their performance, or their potential positive effect on communities, or more broadly, societies. These metrics need to be refined. Accordingly, a prudent public company will find it desirable to establish its own criteria for determining the scope and content of its ESG disclosures, both to mitigate legal risk and identify future opportunities that ESG presents in terms of growth and differentiation.

In the absence of international consensus regarding ESG disclosures, a number of frameworks and indices have emerged to guide company disclosures and inform investors. Some of the leading international frameworks include the Global Reporting Initiative standards, the Sustainability Accounting Standards Board (SASB) standards, the United Nations Principles for Responsible Investment and the United Nations Sustainable Development Goals. Ratings have also proliferated over the last decade. Morgan Stanley Capital International (MSCI) and specialist firms such as Sustainalytics have recently been joined by traditional credit rating agencies such as Moody’s and S&P Global. A recent estimate suggests that the “global market for ESG ratings is currently worth about $200m and could grow to $500m within five years.” [8] The influence of these frameworks and rating agencies is such that they may shape regulation to come.

ESG is also influenced by public opinion. ESG issues are inherently reputational, especially given recent societal events. As more companies provide ESG disclosures and commitments, and given the speed of social media responses and the news cycle, observations about a company’s ESG actions or inactions are often published and sometimes go viral. Companies that are out of step with public opinion and market demands may face punishing reputational consequences.

Matching Aspiration and Action

We will describe in subsequent alerts the challenges faced by companies in developing a disclosure posture that satisfies the needs of a growing number of stakeholders, as well as the challenges faced by many of those stakeholders in obtaining information that is consistent and decision-critical. While ESG disclosures today are, from an SEC perspective, purely voluntary, over time that could change, and in the meantime there may be increasing pressure from a range of stakeholders to incorporate ESG statements. If a company’s ESG disclosures (for example, those in relation to compliance with legal, regulatory or voluntary standards or a particular commitment to achieve an ESG-positive outcome) later appear to be false or misleading, the company could face reputational backlash, shareholder lawsuits or possibly regulatory enforcement. Putting aside which disclosure standards they adopt, companies should ensure that they take a systematic approach to ESG reporting.

We highlight below considerations that should facilitate tying aspirations to actions and mitigating legal and reputational risks for commitments that cannot realistically be achieved:

  • Monitor internal ESG disclosures and commitments . Management should appoint a team tasked with monitoring the company’s ESG disclosures and commitments, recognizing that these statements can appear in a variety of formal communications ( g. , SEC filings, or in documents incorporated by reference in SEC filings, sustainability reports and corporate responsibility reports) as well as informal communications ( e.g. , communications to employees, social media posts, media interviews and website postings). The team should identify existing ESG commitments to establish a baseline. Thereafter, the team should have a procedure in place to monitor ESG disclosures of the company as well as of peer firms.
  • ESG statements made publicly should be vetted for factual accuracy and context in the same way as any other statement of fact.
  • Forward-looking commitments should be qualified as such, much as other forward-looking statements are (with aspirational qualifiers and appropriate disclaimers).
  • Management should consider extending the internal disclosure controls and procedures process to ESG statements, since some statements may well find their way into SEC filings.
  • Even though ESG disclosure standards are not mandatory, the SEC has noted that it will be comparing information that is voluntarily provided with disclosures made in SEC reports and registration statements, which is consistent with its general approach of monitoring analyst and investor calls as well as other statements made outside of SEC filings (for example, to police the use of non-GAAP financial measures and selective disclosure rules).
  • As with all material statements that are included in public disclosure, coordination among the relevant internal constituencies is critical and collaboration should be encouraged.
  • Educate employees on the risks associated with ESG disclosures . Employees responsible for preparing and updating ESG disclosures should be sensitized to the risks associated with public disclosures and to the importance of ensuring that ESG statements are consistent with the company’s description of its business, its MD&A and its risk factors in annual and quarterly reports, even if those latter disclosures have no apparent ESG themes.
  • Measure ESG performance . The ESG team should establish procedures to determine whether the company’s actions match its public ESG goals, the standards set by industry leaders and the frameworks established by third parties that the company has committed to—or is required to—follow. Doing so can help a company identify any vulnerabilities in order to mitigate potential legal and reputational risks.

1 See Greg Iacurci, “Money moving into environmental funds shatters previous record,” CNBC (January 14, 2020) , available here . (go back)

2 Lucca De Paoli, “European ESG Funds Pulled in Record $132 Billion in 2019,” Bloomberg (January 31, 2020), available here . (go back)

3 See Madison Darbyshire, “ESG funds continue to outperform wider market,” Financial Times (April 3, 2020), available here . (go back)

4 See Siobhan Riding, “Majority of ESG funds outperform wider market over 10 years,” Financial Times (June 13, 2020), available here . (go back)

5 Larry Fink, Blackrock, “‘Dear CEO Letter” (2018), available here . (go back)

6 Business Roundtable, “Business Roundtable Redefines the Purpose of a Corporation to Promote ‘An Economy That Serves All Americans’” (August 19, 2019), available here . (go back)

7 Id . (go back)

8 Billy Nauman, “Credit rating agencies join battle for ESG supremacy,” Financial Times   (September 17, 2019), available here . (go back)

One Comment

Common ESG metrics by Deloitte, EY, KPMG, PwC: Please show business case.

The Big Four accounting firms EY, PwC, KPMG, and Deloitte have unveiled on 22 September 2020 a paper proposing to harmonize ESG reporting standards. However, they have not presented any business case. Real data with real companies is what is needed.

Author: Sharafat A. Paracha, 25 September 2020.

Many years ago, before ESG was even coined, I was a young graduate with a Masters’ in Sustainability and I proposed Bordier & Cie, one of the oldest private banks in Geneva (and the only one to have maintained its unlimited liability status), to develop a Corporate Social Responsibility Index for one of its clients. That was 1999 and again in 2000. Claude Morgenegg, the person who hired me, had a Ph.D. in mathematics and in charge of the analysis team. He looked at the general framework I submitted to and then said: you have a model. Great! Now prove it works by collecting the data. That is when reality kicked me in the face and showed me that it was easier said than done.

So, I had to design a system for collecting the data I needed that was not publicly available. Remember, this was before sustainability reports were a common staple. Only a few Scandinavian companies were informing the public on CSR issues. I had to design a questionnaire to give to companies and follow-up with them to obtain answers. Answers from companies were not enough. No, no, no. I had to validate their answers by conducting investigations into their activities around the world, comparing their reports from what NGOs and other sources said. Then I had to convert it all into understandable, measurable and comparable metrics before arriving at a final selection. Then, there was the process of analyzing all the information I had, filtering it and assessing it before it could be ready to be transcribed into a system of notation. This CSR index needed also to be reproducible in the future. Only then one could use it for decision making in portfolio selection. I still have the work I did for them in a diskette. Remember those? I cannot read it as the technology is now obsolete. It was hard work which I did alone but with good guidance and serious oversight. It was necessary as what was at stake was tens of millions of Swiss francs and Bordier & Cie reputation to deliver to the client and to the rest of the private banks. Bordier & Cie became among the first private banks in Switzerland to offer CSR analysis to its clients.

The situation in ESG now in 2020 is completely different from 20 years ago. Sustainability reports have become a staple for corporations. There are a plethora of sustainability standards. There are now teams of ESG analysts who work in banks and for specialized funds producing streams of reports regularly. There is an overload of sustainability perspectives, systems and data. Complexity in ESG has become the norm.

The big four accounting firms EY, PwC, KPMG, and Deloitte are not facing the challenges I faced. They are not alone and are not operating with limited resources. They have access to every ESG source and data. They have substantial resources. They have knowledge, experience and clout. Together with the World Economic Forum they have unveiled on 22 September 2020 a paper proposing to harmonize ESG reporting standards. However, they fail to provide any data, any case study, any business model to back their proposal. Putting a table of metrics together is the easy part. The harder part is getting companies to agree, getting the data, independently validating the data (be in no doubt that if you don’t do this you expose yourself to serious risks – after all, there are also short sellers), getting banks to find them useful, getting clients to put their money.

This is a welcome first step, don’t get me wrong. ESG needs this to take-off and anything that starts the ball rolling is to be encouraged. But I believe a solid business case is necessary. When I developed the Bordier & Cie CSR system, I looked into more than 20 companies. It is reasonable to ask the Big Four accounting firms and the World Economic Forum to commit to providing 20 ESG evaluations of diverse types of corporations based on their harmonized metrics for IBC’s Winter Meeting in January 2021.

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7 Tips for Creating an Effective ESG Board of Directors presentation

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An Effective ESG Board of Director’s presentation:

An Environmental, Social, and Governance (ESG) Board of Director's presentation is a critical communication tool for sustainability and good governance organizations. It can educate directors about the organization's ESG performance, assess progress relative to goals, and make decisions about future priorities.

ESG Board of Directors presentation

What is ESG?

ESG is the acronym for environmental, social, and governance. It's a term that refers to the overall performance and its stakeholders. ESG includes things like environmental impact, social responsibility, and economic sustainability.

Boardroom Secrets and Invitations Magazine! is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber.

ESG can measure the effectiveness of your company's environmental, social, and governance (ESG) performance. ESG can inform decision-making for your company and its stakeholders.

How can you measure your business's ESG performance?

There are several ways you can measure your business's ESG performance. You can use financial performance metrics to monitor your progress, such as net income or cash flows. You can also use other metrics, such as social media likes and shares, environmental impact factors (EI), and public disclosure factors (PDFs). You can also use ESG indicators to measure the success of your business initiatives.

What types of data should you collect to assess your business's ESG performance?

To assess your business's ESG performance, you should collect data about customers, employees, the environment, and other stakeholders . This data can help you make informed decisions about improving your ESG performance.

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How can you present your business's ESG performance?

There are a few different ways to present your business's ESG performance. One way is to have an ESG report prepared by an independent consultant. An independent consultant's report can provide a more comprehensive and accurate picture of your business's ESG performance than a report created by you or your team.

Additionally, an ESG board presentation can provide a more specific and concise snapshot of your business's ESG performance than could be found in a report from a consultant.

A slide show is another way to present your business's ESG performance. Slideshows can help you depict the various aspects of your business's ESG performance in an easy-to-read format. Slideshows can also visually represent how well your business meets its environmental, social, and governance obligations.

What are the benefits of having an effective ESG board?

Having practical ESG board presentational tools will help you make better decisions, but it can also help you assess the progress of your company's ESG performance. 

By having an effective ESG board, you can:

Assess the progress of your business's environmental, social, and governance (ESG) performance.

Identify areas in which your company needs to improve.

Find ways to reduce environmental, social, and governance (ESG) risks.

Create a strategy for increasing the effectiveness of your company's environmental, social, and governance (ESG) initiatives.

Evaluate the effectiveness of your company's environmental, social, and governance (ESG) efforts regularly.

Recommend changes to your company's management that would improve the effectiveness of your ESG performance.

Use an effective ESG board presentation to understand your business and its stakeholders better.

Here are the best 7 tips for creating an effective ESG Board of Director's presentation:

#1 Cater to the Different skills of your board of directors

Cater your ESG presentation to the varied skill sets of your board members . Understand every board member will mix every board member's ESG skills, interest level on the topic, and understanding?

- For example, if your board is vital in finance, you can focus on the financial aspects of ESG. Include examples of how ESG Factors effects the Credit Worthiness of your organization? Ratings and Scores.

If your board is vital in marketing, you can focus on how ESG is communicated to the public.

#1 How ESG Data Points span cross-functionally can be highlighted in the presentation.

The board members should be educated on how ESG Data points and factors span Enterprise-wide functions; HR, Finance, Legal, Marketing, IT, Supply Chains, and varied Functions and the jurisdictions it operates.

#2 Every board should understand how the company will be evaluated in that industry.

How is the company operating, culture, ESG metrics, how the company is doing, and how are we doing to improve on ESG factors? Jane Bomba serves Clarivate and two different public companies in the USA. What ESG factors are we measuring, and how are we doing in those ESG factors?

My recommendation would be an analysis, a strategic road map with tangible action items planned by the CEO, CFO, and C-Suite , on how we will improve those baseline measurements?

ESG presentation with factors highlighted should be tailored to the specific company and industry. For example, a pharmaceutical company will have different ESG priorities than a food company. An environmental presentation for a power company will be other than one for a renewable energy company.

#4 ESG Systems being Implemented to Capture Baseline Measurements. 

According to Jane Bomba, The board needs to know, like any new ERP implementation , what ESG systems are we implementing in the company and how are we doing with them are relevant to the board.

#5 Creating an ESG Department and Agenda for Chief Sustainability Officer

The Chief Sustainability Officer (CSO) is a new role in most organizations that create an ESG agenda.

- The CSO should be able to report how the company is doing against its NetZero 2030, 2050 commitment goals and what progress has been made with materiality assessments

- The CSO should also be able to report on the effectiveness of different ESG factors, initiatives and policies established

The board presentation is crucial for the CSO to report on progress and get buy-in from the board for future endeavours.

#6 Some Metrics / Measurements relevant to the industry - Analysts covering the stocks in their analysis 

ESG Data points factors most pertinent to the Institutional Investors , Analysts covering the stocks in their analysis

- Example: CDP Water Disclosure Scorecard, Carbon Disclosure Project (CDP) Climate Change Report,

The organization's carbon footprint, water usage, and waste production

Community engagement metrics

Employee satisfaction and retention rates

#7 How ESG and Company Culture are being affected/measured against ESG factors

The company culture is a crucial driver of ESG. For example A company with a strong safety culture will have lower workers' compensation

- How are we doing?

- What can be done better?

- Are employees happy with the way things are going?

- What does the future look like?

Tags: sec esg comment letter, esg disclosure examples, sec esg task force, sec esg disclosure requirements

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The Free ESG Slide Template for PowerPoint provides editable slides for ESG presentations. ESG refers to the non-financial considerations of an organization, such as its environmental impact, social policies, and governance standards. Estimating such features is essential to the long-term growth and future of the company in every respect. Thus, investors are most interested to know these key factors before investing in any organization. Consultants provide their services to prepare ESG analysis reports for business professionals. This free ESG template for PowerPoint carries slides with green visuals and illustrations to prepare ESG presentations. It also provides data-driven graphs to showcase numerical or statistical data. 

The first slide of this Free ESG Slide Template for PowerPoint shows the earth visual with a human hand, indicating the green revolution and ESG concept. The following slide has a semi-circular diagram with three components with PowerPoint icons . This free PPT Template can also be used for training about ESG and its included aspects like professional behavior, production waste release in the environment, and stable budget or policies in governance. Similarly, the following slide has three text boxes with icons to add presentation points. Users can alter the colors and font styles according to their presentation theme. Further, the Environmental, Social, and Governance slide templates for PowerPoint include a graphical slide with donuts and bar charts. Presenters can display numerical data for impacts of input, operations, and products. This PowerPoint design can also help present the risks of adverse effects. 

So, presenters can download this free ESG PowerPoint template and prepare impactful consultation presentations. The same set of template slides is also available with a dark background. Users can choose between either to use in their presentations. Business teams can also include slides from this free ESG template for Google Slides in their meeting presentations. The slides are fully editable and also compatible with Keynote.

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Does ESG really matter—and why?

Since the acronym “ESG”  (environmental, social, and governance) was coined in 2005, and until recently, its fortunes were steadily growing. To take one example, there has been a fivefold growth in internet searches for ESG since 2019, even as searches for “CSR” (corporate social responsibility)—an earlier area of focus more reflective of corporate engagement than changes to a core business model—have declined. Across industries, geographies, and company sizes, organizations have been allocating more resources toward improving ESG. More than 90 percent of S&P 500 companies now publish ESG reports  in some form, as do approximately 70 percent of Russell 1000 companies. 1 Sustainability reporting in focus , G&A Institute, 2021. In a number of jurisdictions, reporting ESG elements is either mandatory or under active consideration. In the United States, the Securities and Exchange Commission (SEC) is considering new rules that would require more detailed disclosure of climate-related risks and greenhouse-gas (GHG) emissions. 2 Release Nos. 33-11042, 34-94478, File No. S7-10-22, US Securities and Exchange Commission (SEC), March 21, 2022. The proposed rule would not come into effect until fiscal year 2023 and could face legal challenges; “We are not the Securities and Environment Commission—At least not yet,” statement of Commissioner Hester M. Peirce, SEC, March 21, 2022; Dan Papscun, “SEC’s climate proposal tees up test of ‘material’ info standard,” Bloomberg Law, March 23, 2022. Additional SEC regulations on other facets of ESG have also been proposed or are pending. 3 See “SEC response to climate and ESG risks and opportunities,” SEC, modified April 11, 2022; “SEC proposes to enhance disclosures by certain investment advisers and investment companies about ESG investment practices,” SEC press release, May 25, 2022.

The rising profile of ESG has also been plainly evident in investments, even while the rate of new investments has recently been falling. Inflows into sustainable funds, for example, rose from $5 billion in 2018 to more than $50 billion in 2020—and then to nearly $70 billion in 2021; these funds gained $87 billion of net new money in the first quarter of 2022, followed by $33 billion in the second quarter. 4 “Global Sustainable Fund Flows: Q2 2022 in Review,” Morningstar Manager Research, July 28, 2022; Cathy Curtis, “Op-ed: While green investments are underperforming, investors need to remain patient,” CNBC, March 28, 2022. Midway through 2022, global sustainable assets are about $2.5 trillion. This represents a 13.3 percent fall from the end of Q1 2022 but is less than the 14.6 percent decline over the same period for the broader market. 5 “Global Sustainable Fund Flows: Q2 2022 in Review,” Morningstar Manager Research, July 28, 2022; Cathy Curtis, “Op-ed: While green investments are underperforming, investors need to remain patient,” CNBC, March 28, 2022.

A major part of ESG growth has been driven by the environmental component of ESG and responses to climate change. But other components of ESG, in particular the social dimension, have also been gaining prominence. One analysis found that social-related shareholder proposals rose 37 percent in the 2021 proxy season compared with the previous year. 6 Richard Vanderford, “Shareholder voices poised to grow louder with SEC’s help,” Wall Street Journal , February 11, 2022.

In the wake of the war in Ukraine and the ensuing human tragedy, as well as the cumulative geopolitical, economic, and societal effects, critics have argued that the importance of ESG has peaked. 7 Simon Jessop and Patturaja Murugaboopathy, “Demand for sustainable funds wanes as Ukraine war puts focus on oil and gas,” Reuters, March 17, 2022; Peggy Hollinger, “Ukraine war prompts investor rethink of ESG and the defence sector,” Financial Times , March 9, 2022. Attention, they contend, will shift increasingly to the more foundational elements of a Maslow-type hierarchy of public- and private-sector needs, 8 Bérengère Sim, “Ukraine war ‘bankrupts’ ESG case, says BlackRock’s former sustainable investing boss,” Financial News , March 14, 2022. and in the future, today’s preoccupation with ESG may be remembered as merely a fad and go the way of similar acronyms that have been used in the past. 9 Charles Gasparino, “Russian invasion sheds light on hypocrisy of Gary Gensler, woke investment,” New York Post , March 5, 2022; James Mackintosh, “Why the sustainable investment craze is flawed,” Wall Street Journal , January 23, 2022; David L. Bahnsen, “Praying that ESG goes MIA,” National Review , March 17, 2022. Others have argued that ESG represents an odd and unstable combination of elements and that attention should be only focused on environmental sustainability. 10 See, for example, “ESG should be boiled down to one simple measure: emissions,” Economist , July 21, 2022. In parallel, challenges to the integrity of ESG investing have been multiplying. While some of these arguments have also been directed to policy makers, analysts, and investment funds, the analysis presented in this article (and in the accompanying piece “ How to make ESG real ”) is focused at the level of the individual company. In other words: Does ESG really matter to companies ? What is the business-grounded, strategic rationale?

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A critical lens on ESG

Criticisms of ESG are not new. As ESG has gone mainstream and gained support and traction, it has consistently encountered doubt and criticism as well. The main objections fall into four main categories.

1. ESG is not desirable, because it is a distraction

Perhaps the most prominent objection to ESG has been that it gets in the way of what critics see as the substance of what businesses are supposed to do: “make as much money as possible while conforming to the basic rules of the society,” as Milton Friedman phrased it more than a half-century ago.” 11 Milton Friedman, “The social responsibility of business to increase its profits,” New York Times Magazine , September 13, 1970. Viewed in this perspective, ESG can be presented as something of a sideshow—a public-relations move, or even a means to cash in on the higher motives of customers, investors, or employees. ESG is something “good for the brand” but not foundational to company strategy. It is additive and occasional. ESG ratings and score provider MSCI, for example, found that nearly 60 percent of “say on climate” votes 12 Say-on-climate votes are generally nonbinding resolutions submitted to shareholders (similar to “say-on-pay” resolutions), which seek shareholder backing for emissions reductions initiatives. See, for example, John Galloway, “Vanguard insights on evaluating say on climate proposals,” Harvard Law School Forum of Corporate Governance, June 14, 2021. in 2021 were only one-time events; fewer than one in four of these votes were scheduled to have annual follow-ups. 13 “Say on climate: Investor distraction or climate action?,” blog post by Florian Sommer and Harlan Tufford, MSCI, February 15, 2022. Other critics have cast ESG efforts as “greenwashing,” “purpose washing,” 14 Laurie Hays, et al., “Why ESG can no longer be a PR exercise,” Harvard Law School Forum on Corporate Governance, January 20, 2021. or “woke washing.” 15 See Owen Jones, “Woke-washing: How brands are cashing in on the culture wars,” Guardian , May 23, 2019; Vivek Ramaswamy, Woke Inc.: Inside Corporate America’s Social Justice Scam , New York, NY: Hachette Book Group, 2021. One Edelman survey, for example, reported that nearly three out of four institutional investors do not trust companies to achieve their stated sustainability, ESG, or diversity, equity, and inclusion (DEI) commitments. 16 Special report: Institutional investors , Edelman Trust Barometer, 2021.

2. ESG is not feasible because it is intrinsically too difficult

A second critique of ESG is that, beyond meeting the technical requirements of each of the E, S, and G components, striking the balance required to implement ESG in a way that resonates among multiple stakeholders is simply too hard. When solving for a financial return, the objective is clear: to maximize value for the corporation and its shareholders. But what if the remit is broader and the feasible solutions vastly more complex? Solving for multiple stakeholders can be fraught with trade-offs and may even be impossible. To whom should a manager pay the incremental ESG dollar? To the customer, by way of lower prices? To the employees, through increased benefits or higher wages? To suppliers? Toward environmental issues, perhaps by means of an internal carbon tax? An optimal choice is not always clear. And even if such a choice existed, it is not certain that a company would have a clear mandate from its shareholders to make it.

3. ESG is not measurable, at least to any practicable degree

A third objection is that ESG, particularly as reflected in ESG scores, cannot be accurately measured. While individual E, S, and G dimensions can be assessed if the required, auditable data are captured, some critics argue that aggregate ESG scores have little meaning. The deficiency is further compounded by differences of weighting and methodology across ESG ratings and scores providers. For example, while credit scores of S&P and Moody’s correlated at 99 percent, ESG scores across six of the most prominent ESG ratings and scores providers correlate on average by only 54 percent and range from 38 percent to 71 percent. 17 Florian Berg, Julian Kölbel, and Roberto Rigobon, “Aggregate confusion: The divergence of ESG ratings,” Review of Finance , forthcoming, updated April 26, 2022. Moreover, organizations such as the Global Reporting Initiative (GRI) and the Sustainability Accounting Standards Board (SASB) can measure the same phenomena differently; for example, GRI considers employee training, in part, by amounts invested in training, while SASB measures by training hours. It is to be expected, therefore, that different ratings and scores providers—which incorporate their own analyses and weightings—would provide diverging scores. Moreover, major investors often use their own proprietary methodologies that draw from a variety of inputs (including ESG scores), which these investors have honed over the years.

4. Even when ESG can be measured, there is no meaningful relationship with financial performance

The fourth objection to ESG is that positive correlations with outperformance, when they exist, could be explained by other factors and, in any event, are not causative. It would indeed challenge reason if ESG ratings across ratings and scores providers, measuring different industries, using distinct methodologies, weighting metrics differently, and examining a range of companies that operate in various geographies, all produced a near-identical score that almost perfectly matched company performance. Correlations with performance could be explained by multiple factors (for example, industry headwinds or tailwinds) and are subject to change. 18 See, for example, James Mackintosh, “Credit Suisse shows flaws of trying to quantify ESG risks,” Wall Street Journal , January 17, 2022. Several studies have questioned any causal link between ESG performance and financial performance. 19 See, for example, Chart of the Week , “Does ESG outperform? It’s a challenging question to answer,” blog post by Raymond Fu, Penn Mutual, September 23, 2021; Gregor Dorfleitner and Gerhard Halbritter, “The wages of social responsibility—where are they? A critical review of ESG investing,” Review of Financial Economics , Volume 26, Issue 1, September 2015. While, according to a recent metastudy, the majority of ESG-focused investment funds do outperform the broader market, 20 Ulrich Atz, Casey Clark, and Tensie Whelan, ESG and financial performance: Uncovering the relationship by aggregating evidence from 1,000 plus studies published between 2015 – 2020 , NYU Stern Center for Sustainable Business, 2021. some ESG funds do not, and even those companies and funds that have outperformed could well have an alternative explanation for their outperformance. (For example, technology and asset-light companies are often among broader market leaders in ESG ratings; because they have a relatively low carbon footprint, they tend to merit higher ESG scores.) The director of one recent study 21 Giovanni Bruno, Mikheil Esakia, and Felix Goltz, “‘Honey, I shrunk the ESG alpha’: Risk-adjusting ESG portfolio returns,” Journal of Investing , April 2022. proclaimed starkly: “There is no ESG alpha.” 22 Steve Johnson, “ESG outperformance narrative ‘is flawed,’ new research shows,” Financial Times , May 3, 2021.

In addition to these four objections, recent events and roiled markets have led some to call into question the applicability of ESG ratings at this point. 23 See James Mackintosh, “War in Ukraine reveals flaws in sustainable investing,” Wall Street Journal , March 27, 2022. It is true that the recognized, pressing need to strengthen energy security in the wake of the invasion of Ukraine may lead to more fossil-fuel extraction and usage in the immediate term, and the global collaboration required for a more orderly net-zero transition  may be jeopardized by the war and its aftermath. It is also likely that patience for what may be called “performative ESG,” as opposed to what may be called true ESG, will likely wear thin. True ESG is consistent with a judicious, well-considered strategy that advances a company’s purpose and business model (exhibit).

Yet, many companies today are making major decisions, such as discontinuing operations in Russia, protecting employees in at-risk countries, organizing relief to an unprecedented degree, and doing so in response to societal concerns. They also continue to commit to science-based targets and to define and execute plans for realizing these commitments. That indicates that ESG considerations are becoming more —not less—important in companies’ decision making.

Sustainable performance is not possible without social license

The fundamental issue that underlies each of the four ESG critiques is a failure to take adequate account of social license—that is, the perception by stakeholders that a business or industry is acting in a way that is fair, appropriate, and deserving of trust. 24 “‘Corporate diplomacy’: Why firms need to build ties with external stakeholders,” Knowledge at Wharton , May 5, 2014; and Witold J. Henisz, Corporate Diplomacy: Building Reputations and Relationships with External Stakeholders , first edition, London, UK: Routledge, 2014; see also Robert G. Boutilier, “Frequently asked questions about the social license to operate,” Impact Assessment and Project Appraisal , Volume 32, Issue 4, 2014. It has become dogma to state that businesses exist to create value in the long term. If a business does something to destroy value (for example, misallocating resources on “virtue signaling,” or trying to measure with precision what can only be imperfectly estimated, at least to date, through external scores), we would expect that criticisms of ESG could resonate, particularly when one is applying a long-term, value-creating lens.

But what some critics overlook is that a precondition for sustaining long-term value is to manage, and address, massive, paradigm-shifting externalities . Companies can conduct their operations in a seemingly rational way, aspire to deliver returns quarter to quarter, and determine their strategy over a span of five or more years. But if they assume that the base case does not include externalities or the erosion of social license by failing to take externalities into account, their forecasts—and indeed, their core strategies—may not be achievable at all. Amid a thicket of metrics, estimates, targets, and benchmarks, managers can miss the very point of why they are measuring in the first place: to ensure that their business endures, with societal support, in a sustainable, environmentally viable way.

ESG ratings: Does change matter?

Among the most sharply debated questions about environmental, social, and governance (ESG) is the extent to which ESG, as measured by ratings, can offer meaningful insights about future financial or TSR performance—particularly when ratings and scores providers use different, and sometimes mutually inconsistent, methodologies. A number of studies find a positive relationship between ESG ratings and financial performance. 1 Florian Berg, Julian Kölbel, and Roberto Rigobon, “Aggregate confusion: The divergence of ESG ratings,” Review of Finance, forthcoming, updated April 2022; Ulrich Atz, Casey Clark, and Tensie Whelan, ESG and financial performance: Uncovering the relationship by aggregating evidence from 1,000 plus studies published between 2015–2020 , NYU Stern Center for Sustainable Business, 2021. Other research suggests that while scoring well in ESG does not destroy financial value, the relationship between ESG ratings at any given time, and value creation at the identical time, can be tenuous or nonexistent. 2 See Chart of the Week , “Does ESG outperform? It’s a challenging question to answer,” blog post by Raymond Fu, Penn Mutual, September 23, 2021; Giovanni Bruno, Mikheil Esakia, and Felix Goltz, “‘Honey, I shrunk the ESG alpha’: Risk-adjusting ESG portfolio returns,” Journal of Investing , April 2022. Because of the short time frame over which the topic has been studied, and the resulting lack of robust analyses, conclusions from the analyses should be tempered. 3 When the ESG characteristic of a company changes, based on MSCI ESG data, it may be a useful financial indicator for generating alpha. Guido Giese et al., “Foundations of ESG investing: How ESG affects equity valuation, risk, and performance,” Journal of Portfolio Management , July 2019, Volume 45, Number 5.

In exploring the connection between ESG ratings and financial performance, another approach is to look at the effect of a change in ESG ratings. This approach mitigates issues deriving from differences among various ESG rating methodologies (assuming the methodologies are relatively consistent over time). It stands to reason that demonstrating real improvement—if reflected in the scores—could, in turn, drive TSR outperformance for multiple reasons, including those we explore in this article. Our initial research indicates, however, that it is too soon to tell. We found that on average companies that show an improvement in ESG ratings over multiyear time periods may exhibit higher shareholder returns compared with industry peers in the period after the improvement in ESG scores. We found, too, that the effect of this result has increased in recent years (exhibit). This initial finding is in line with some of the recent academic research and was also generally consistent across data from multiple ratings and scores providers.

Still, the findings are not yet conclusive. For example, only 54 percent of the companies we categorize as “improvers” and less than one-half of those categorized as “slight improvers” demonstrated a positive excess TSR. The research also does not prove causation. It is important to bear in mind that ESG scores are still evolving, observations in the aggregate may be less applicable to companies considered individually, and exogenous factors such as headwinds and tailwinds in industries and individual companies cannot be fully controlled for.

Most important, this research does not explain the mechanism of TSR outperformance and whether the outperformance is sustainable. We know from decades of research that companies with a higher expected return on capital and growth are ultimately TSR outperformers and that there is clear, statistically significant correlation. Are ESG ratings a sign of greater expected resilience of margins in the transition, an indication of higher growth through green portfolios—or do they suggest something else? Will these increased expectations relative to peers ultimately materialize, or will they revert to the mean? ESG ratings are very new compared with financial ratings, and therefore, it will take time for them to evolve. We will continue to research these questions as data sets increase and refinements to ESG scores continue to be refined.

Regardless of current ratings scores, many companies are already advancing in ESG to improve their long-term financial performance. High performers consider and seek to learn from ESG ratings, but they do not get unduly distracted or make superficial changes merely to score higher. Companies should focus on ESG improvements that matter most to their business models, even if the improvements do not directly translate to higher ratings.

Since conclusions about the relationship between ESG ratings and financial performance are not yet certain, they might not be compelling enough, on their own, to persuade executives to invest significant resources in ESG. But there is a tangible cost to waiting. In fact, companies should adopt a bias toward focusing on ESG today ; if companies, particularly those with significant externalities (such as high-emitting industries), hold out for perfect data and a “flawless” rating process, they may not have a business in 20 to 30 years.

Accordingly, the responses to ESG critics coalesce on three critical points: the acute reality of externalities, the early success of some organizations, and the improvement of ESG measurements over time. And the case for ESG cannot be dismissed by connections between ESG scores and financial performance and changes in ESG scores over time. (For a discussion about ESG ratings and their relationship to financial performance, see sidebar, “ESG ratings: Does change matter?”)

1. Externalities are increasing

Company actions can have meaningful consequences for people who are not immediately involved with the company. Externalities such as a company’s GHG emissions, effects on labor markets, and consequences for supplier health and safety are becoming an urgent challenge in our interconnected world. Regulators clearly take notice. 25 See, for example, Sinziana Dorobantu, Witold J. Henisz and Lite J. Nartey, “Spinning gold: The financial returns to stakeholder engagement,” Strategic Management Journal , December 2014, Volume 35, Issue 12. Even if some governments and their agencies demand changes more quickly and more forcefully than others, multinational businesses, in particular, cannot afford to take a wait-and-see approach. To the contrary, their stakeholders expect them to take part now in how the regulatory landscape, and broader societal domain, will likely evolve. More than 5,000 businesses , for example, have made net-zero commitments as part of the United Nations’ “Race to Zero” campaign. Workers are also increasingly prioritizing factors such as belonging and inclusion  as they choose whether to remain with their company or join a competing employer. 26 ” ‘Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. Many companies, in turn, are moving aggressively to reallocate resources and operate differently; nearly all are feeling intense pressure to change. Even before the Ukraine war induced dramatic company action, the pandemic had prompted companies to reconsider and change core business operations. Many have embarked on a similar path with respect to climate change. This pressure, visceral and tangible, is an expression of social license—and it has been made more pressing as rising externalities have become more urgent.

2. Some companies have performed remarkably, showing that ESG success is indeed possible

Social license is not static, and companies do not earn the continued trust of consumers, employees, suppliers, regulators, and other stakeholders based merely upon prior actions. Indeed, earning social capital is analogous to earning debt or equity capital—those who extend it look to past results for insights about present performance and are most concerned with intermediate and longer-term prospects. Yet unlike traditional sources of capital, where there are often creative financing alternatives, there are ultimately no alternatives for companies that do not meet the societal bar and no prospect of business as usual, or business by workaround, under conditions of catastrophic climate change.

Because ESG efforts are a journey, bumps along the way are to be expected. No company is perfect. Key trends can be overlooked, errors can be made, rogue behaviors can manifest themselves, and actions can have unintended consequences. But since social license is corporate “oxygen”—thus impossible to survive without it—companies cannot just wait and hope that things will all work out. Instead, they need to get ahead of future issues and events by building purpose into their business models and demonstrating that they benefit multiple stakeholders and the broader public. Every firm has an implicit purpose—a unique raison d’être that answers the question, “What would the world lose if this company disappeared?” Companies that embed purpose in their business model not only mitigate risk; they can also create value from their values. For example, Patagonia, a US outdoor-equipment and clothing retailer, has always been purpose driven—and announced boldly that it is “in business to save our home planet.” Natura &Co, a Brazil-based cosmetics and personal-care company in business to “promote the harmonious relationship of the individual with oneself, with others and with nature,” directs its ESG efforts to initiatives such as protecting the Amazon, defending human rights, and embracing circularity. Multiple other companies, across geographies and industries, are using ESG to achieve societal impact and ancillary financial benefits, as well.

3. Measurements can be improved over time

While ESG measurements are still a work in progress, it is important to note that there have been advancements. ESG measurements will be further improved over time. They are already changing; there is a trend toward consolidation of ESG reporting and disclosure frameworks (though further consolidation is not inevitable). Private ratings and scores providers such as MSCI, Refinitiv, S&P Global, and Sustainalytics, for their part, are competing to provide insightful, standardized measures of ESG performance.

There is also a trend toward more active regulation with increasingly granular requirements. Despite the differences in assessing ESG, the push longitudinally has been for more accurate and robust disclosure, not fewer data points or less specificity. It is worth bearing in mind, too, that financial accounting arose from stakeholder pull, not from spontaneous regulatory push, and did not materialize, fully formed, along the principles and formats that we see today. Rather, reporting has been the product of a long evolution—and a sometimes sharp, debate. It continues to evolve—and, in the case of generally accepted accounting principles (GAAP) and International Financial Reporting Standards (IFRS) reporting, continues to have differences. Those differences, reflecting how important these matters are to stakeholders, do not negate the case for rigorous reporting—if anything, they strengthen it.

While the acronym ESG as a construct may have lost some of its luster, its underlying proposition remains essential at the level of principle. Names will come and go (ESG itself arose after CSR, corporate engagement, and similar terms), and these undertakings are by nature difficult and can mature only after many iterations. But we believe that the importance of the underlying ideas has not peaked; indeed, the imperative for companies to earn their social license appears to be rising. Companies must approach externalities as a core strategic challenge, not only to help future-proof their organizations but to deliver meaningful impact over the long term.

Lucy Pérez is a senior partner in McKinsey’s Boston office; Vivian Hunt is a senior partner in the London office; Hamid Samandari is a senior partner in the New York office; Robin Nuttall  is a partner in the London office; and Krysta Biniek is a senior expert in the Denver office.

The authors wish to thank Donatela Bellone, Elena Gerasimova, Ashley Gorman, Celine Guo, Pablo Illanes, Conor Kehoe, Tim Koller, Lazar Krstic, Burak Ovali, Werner Rehm, and Sophia Savas for their contributions to this article.

This article was edited by David Schwartz, an executive editor in the Tel Aviv office.

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presentations on esg

How to Present Social Sustainability of ESG Report With Visual PowerPoint Slides

Last Updated on March 6, 2024 by Peter Z

While presenting ESG issues in your sustainability report, they may be a moment when you’ll need to go in-depth with the social sustainability aspects of the study. Listing your company’s goals, actions, and achievements in this field could end with a bunch of similar descriptions.

Using visuals to support your messages proves to be an effective way to stand out. They help in creating logic across your slides, color-coding crucial information, and winning your audience’s attention. Not to mention emphasizing the professionalism of the presenter.

Feel encouraged to convince yourself of these statements by checking our example slides in the following paragraphs. For your inspiration, we present a detailed design analysis of some of our topic-related diagrams:

  • a  list of  target social beneficiaries
  • a  social sustainability examples
  • a  list of diversity & inclusion achievements
  • a presenting employee satisfaction
  • explaining GDPR policy areas

Get all the graphics presented here – click on the slide pictures to see and download the source illustration. Check the complete Social Sustainability Report ESG Presentation here .

Why Use Visual Way of Presenting Social Sustainability in ESG Report?

Presentation composed of similar-looking content slides often causes a loss of interest in your audience. In the case of text descriptions and lists, alteration possibilities are constrained.  

It is generally accepted to limit font types, colors, and sizes; therefore, graphic elements come in handy when there is a need for differing slides from each other. Conscious use of colors, text containers, or icons allows the creation of a coherent deck of slides with similar content but varied appearance. This way, we can juice up the presentation to everyone’s benefit. 

If you struggle with diversifying your data-rich slides or searching for visual ideas for your social sustainability report, this blog post may be a great source of inspiration.

Present a List of Target Beneficiaries of the Social Responsibility Strategy

Defining the beneficiaries of social sustainability policy may help open a chapter of the ESG report. This topic is closely linked with defining goals, conducting a SWOT analysis, or understanding supply chain connections. Describing actors in the social responsibility scene (employees, community, suppliers, and customers) lays the foundation for further discussing their relations.

In order to make the list of elements more appealing to the audience, we propose to present its items horizontally on our example slide. It creates an effect of personas cards which fits the topic very well. On top of that, we used meaningful outline icons illustrating each card to make the information memorable. Bold titles and detailed descriptions introduce participants before moving on to the detailed lists of their benefits. Such reading logic is achieved through the horizontal listing and popping out dark text backgrounds, which attract attention.

4-target-beneficiaries-of-our-social-responsibility

Highlight Social Sustainability Achievements Contributing to Global ESG Targets

Lists of short text descriptions related to numbers find use in chapter summaries and are meant to fall into the reader’s memory. In social sustainability reporting, they can be used to highlight metrics such as percentage shares, rating results, financial investments, or ISO standards.

Such slides are an excellent opportunity for creating solid visual messages of great resonance. The following diagram illustrates how adding colors, icons, and big numbers transforms a simple list into an appealing infographic. In this example, all elements were combined into long horizontal tickets designed in the presentation color palette and arranged diagonally using the entire slide area. We know from our professional experience that information conveyed in this way is easy to read, engaging, and impactful. 

20xx-social-sustainability-highlights-example

Illustrate the Company’s Diversity & Inclusion Initiatives With Quadruple Diagram

Inclusivity initiatives have become a flag achievement for many businesses nowadays. It is one of the most critical aspects of social sustainability, and this is why we are sharing our example slide covering this topic. Take a closer look and notice how design decisions enriched content that would be more of a simple list.

The first decision that catches the eye is distributing list elements in the matrix layout. This approach allows for utilizing the entire slide space. The second visible design decision is assigning colorful title tiles to each description and illustrating it with extensive outline icons suitable for topics such as:

  • LGBTQ+       

The last visual decision noticeable on this slide is linking text container graphical titles and additions with illustrative tiles mentioned before. This action results in a clear and coherent slide conveying the message effortlessly.   

diversity-inclusion-achievements

Employees Satisfaction Measurement Dashboard Example

When thinking about how social sustainability is obtained conducting the research plays a fundamental role. One of the aspects of social balance in the working environment is employee satisfaction which can be rated in terms of employee net promoter score and employee satisfaction index. Displaying statistics data becomes interesting when visuals are incorporated. Let’s analyze the slide below and check how it works.

In this example slide space has been divided into three sections – two for presenting eNPS and ESI measures and one for a written summary. They can be easily distinguished thanks to the dedicated use of green and navy graphics. What’s special about the result section is the application of gauge charts and icons supporting the message. Also, the conscious use of red, yellow, and green among evaluation graphics refers to universally used color coding expressing success or failure. Replacing text data with visuals resulted in an orderly and legible dashboard of human resources metrics.

employees-satisfaction-measurement

Compose GDPR Policy Slide With Descriptions of Data Privacy Areas

Data management is considered part of social sustainability policy. Whenever people are involved, some information starts circulating, especially in the business environment. Employees and customers became genuinely concerned about their privacy and the security of sensitive data collected about them. Presenting a company’s attitude to GDPR Policy is nowadays often included in ESG reporting and covers topics such as:

  • data collection,
  • data protection,
  • data processing,
  • data storage.

When you add a text description to each topic, you will get a pretty dense text slide. Such text-rich slides may be overwhelming to the audience, so we prepared an example of a visual template helping to solve that problem. You can see how even and total usage of the slide area created an interesting structure for detailed descriptions. Narrow paragraphs are easier to read than full-width-long ones and adding large titles, colors, and icons to the composition make it easy to navigate the content quickly. As the whole slide is about the company’s goals, there has been a symbol of a mountain with arrows in all directions added in the central area.

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Summary of Design Tips for Social Sustainability Report ESG Presentation

Sustainability reports usually contain an extensive amount of information. Using PowerPoint format for such ESG reports gives you the opportunity to introduce graphical structure and elements that help comprehension of more complex documents. 

Composing the presentation of text-rich slides often requires a dose of imagination to diversify them and keep the audience interested. The horizontal layout of PowerPoint documents may be challenging when filling in descriptions and lists. Some design tricks help to enrich slides and use the whole slide space; others make the composition more readable and engaging. Check the summary below and feel free to draw from it as you’ll be working on your following social sustainability report: 

  • distribute elements of your lists alternately in horizontal, vertical, diagonal, or distracted order
  • keep your color pallet simple and coherent throughout the whole presentation
  • choose colors symbolizing harmony, responsibility, and trust to discuss social sustainability
  • use large titles to help readers navigate slides easily
  • support the content with meaningful icons to make slides memorable
  • use text containers to implement a structure to your slides
  • illustrate data metrics with color-compatible data charts

Resource: Social Sustainability Report ESG PowerPoint Presentation Template and Layouts

The social sustainability report ESG layouts presented on this blog are available for download in the format of a PowerPoint file within the infoDiagram collection of ready-to-use PPTX templates. You will find many slides appropriate for institutional, business, and civil audiences in this presentation, including social sustainability definitions, ESG achievements, employees policy, diversity & inclusion, employees satisfaction, community engagement, company CSR investments, circular consumption, GDPR policy, supply chain management, and more.   Don’t hesitate to check the details and click the link to the Social Sustainability Report ESG Presentation Template below:

Social Sustainability Report ESG Presentation

If you look for more visuals to illustrate sustainability topics try our template for the circular economy and sustainability .

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PowerPoint Presentation templates like ESG Report help us in drafting professional and best presentations for business and personal use. You can customize the color scheme and designs of this Presentation template. This is a Business , Consulting , Presentation Templates based presentation template for Google Slides and Microsoft PowerPoint. Furthermore, you can explore more designs and templates in SlidesGeek . There are many other Presentation template like ESG Report which can be helpful for personal and professional use.

Download free presentation template for ESG (Environment, Social and Governance) Reporting . This template is useful for corporates, business managers and business leaders to issue reports on ESG for their organization. The shapes, icons, fonts and color schemes are fully editable as per the requirement.

ESG refers to the non-financial considerations of an organization, such as its environmental impact, social policies, and governance standards. Estimating such features is essential to the long-term growth and future of the company in every respect. Thus, investors are most interested to know these key factors before investing in any organization. Consultants provide their services to prepare ESG analysis reports for business professionals.

This free ESG template for PowerPoint carries slides with green visuals and illustrations to prepare ESG presentations. It also provides data- driven graphs to showcase numerical or statistical data.

No matter how well equipped the board and subcommittees are in their ESG oversight,  company management  also bears responsibility for implementing ESG.

Understanding ESG 

ESG is an umbrella term that refers to specific data designed to be used by investors for evaluating the material risk that the organization is taking on based on the externalities it is generating. The data produced can also be used within an organization as metrics for strategic and managerial purposes.  Wikipedia

Difference between CSR and ESG (Conceptually)

ESG Incorporates Materiality and Risk Management Whereas CSR might be more likely to align to and support a company's values , the information a company discloses via ESG reporting is based on its materiality in relation to the company's operations.

Environmental, social, and governance (ESG) investing refers to  a set of standards for a company's behavior used by socially conscious investors to screen potential investments . Environmental criteria consider how a company safeguards the environment, including corporate policies addressing climate change, for example.

Sustainability cheaper for long-term investing goals !!

Features of this ESG presentation template

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Highlights to be presented at Novo Nordisk’s Capital Markets Day 2024

Bagsværd, Denmark, 7 March 2024 – Novo Nordisk is today hosting a Capital Markets Day (CMD) where the company is providing a progress update on its Strategic Aspirations 2025.

The day will be centred around the Strategic Aspirations. During the day, senior management presentations will cover corporate strategy and purpose & sustainability (ESG), Research and early development, Product Supply as well research and development pipeline and performance within Diabetes care, Obesity care and Rare disease. In addition, Novo Nordisk’s approach to Cardiovascular & emerging therapy areas and financials are presented.

The CMD will include break-out sessions covering Region EMEA, Region China and Data science & Artificial intelligence.

Key highlights of the day are:

  • Focus on early-stage pipeline expansion by building on core research capabilities and new technology platforms. Phase 1 data for amycretin, a novel GLP-1 and amylin co-agonist, will also be presented
  • Update on scaling of manufacturing capacity and plans to increase patient reach
  • Continued growth potential for GLP-1-based semaglutide treatments within Diabetes care and presentation of data from the kidney outcomes trial FLOW
  • Update on commercial launches for Wegovy ® in the US and International Operations, an update of the obesity research and development pipeline, including additional data from the cardiovascular outcomes trial SELECT and overlap of comorbidities in people with cardiometabolic diseases
  • Update on the expanding pipeline within cardiovascular disease
  • Expected margin development in the coming years

All sessions of the CMD are webcast live, and a replay will be made available in the investor section of novonordisk.com. Presentation material from the CMD will also be available throughout the day in the investor section of novonordisk.com.

Novo Nordisk is a leading global healthcare company, founded in 1923 and headquartered in Denmark. Our purpose is to drive change to defeat serious chronic diseases, built upon our heritage in diabetes. We do so by pioneering scientific breakthroughs, expanding access to our medicines, and working to prevent and ultimately cure disease. Novo Nordisk employs about 63,400 people in 80 countries and markets its products in around 170 countries. Novo Nordisk's B shares are listed on Nasdaq Copenhagen (Novo-B). Its ADRs are listed on the New York Stock Exchange (NVO). For more information, visit novonordisk.com , Facebook , Instagram , X , LinkedIn and YouTube .

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Top 10 geopolitical developments for 2024

EY Global Geostrategic Business Group Insights Leader; EY Global Research Institute Director – EY Knowledge

EY Global SaT Sustainability Leader; Global Business Development, Markets and Insights Leader

EY EMEIA Leader, Geostrategic Business Group

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Ey 2024 geostrategic outlook report (pdf), the global elections supercycle will contribute to geopolitical complexity. businesses need to adapt their strategies to stay ahead..

  • In 2024, artificial intelligence and the oceans will emerge as new issues motivating geopolitical competition and regulatory dynamics.
  • To thrive in this new era, companies need to adjust their business models, strategies, supply chains and sustainability plans.
  • The EY Geostrategic Business Group has released the 2024 Geostrategic Outlook, which examines how geopolitics will affect business in the year ahead.

G eopolitics in 2024 will be volatile and unstable. Before digging into the  2024 Geostrategic Outlook (pdf) , let’s first look back at the past year. How closely did the expectations in the  2023 Geostrategic Outlook  align with reality?

About the 2024 Geostrategic Outlook

The annual Geostrategic Outlook presents analysis by the EY Geostrategic Business Group (GBG) on the global political risk environment in the year ahead.

To select the top 10 geopolitical developments in the 2024 Geostrategic Outlook, the GBG first conducted a crowdsourced horizon scanning exercise to identify potential political risks. The crowdsourced inputs came from dozens of subject matter resources across EY teams, including those focused on public policy, strategy, macro trends and sector-level developments across all geographical regions. This scan encompassed the four categories of political risk in the geostrategy framework — geopolitical, country, regulatory and societal — throughout all regions of the world. The GBG then identified additional developments through interviews with subject matter resources in other political risk organizations.

Next, the GBG assessed all the identified political risks along two dimensions: their probability of occurring and the degree to which they would have impact on companies across sectors and geographies globally. This impact assessment is aligned with the second step in implementing a geostrategy. The top 10 geopolitical developments included in this Outlook are those that were assessed to be both high probability and high impact, broadly speaking for global companies.

The past year was yet another in which businesses faced an extraordinary collection of geopolitical events and deepening trends. Many geopolitical developments unfolded largely as we expected. “Stabilized volatility” – one of the overarching themes we identified in our 2023 Geostrategic Outlook – proved an apt description of geopolitical tensions and government intervention in economies persisting and plateauing at an elevated level. However, geopolitical tensions began to rise again in the fourth quarter, particularly in the Middle East – a region that we had not included in our top 10 developments for 2023.

Our second overarching theme from 2023 also stood the test of time: governments around the world faced a variety of “policy trade-offs.” Among the most consequential and dynamic policy areas has been energy security and associated sustainability concerns. Climate policy continues to reign near the top of the agenda for many governments, culminating in the recent 2023 United Nations Climate Change Conference (COP28) in the UAE. However, central banks and fiscal policymakers managed the inflation-recession paradox better than had been expected. And we did not foresee how rapidly generative artificial intelligence (AI) would emerge, so it was a surprise that regulation of AI jumped to the top of the agenda.

Looking ahead, many of the themes and developments from 2023 will continue to play out in 2024.

Download the full 2024 Geostrategic Outlook

Navigating a multipolar world.

One defining feature of the geopolitical environment in 2024 will be multipolarity. A greater number of powerful actors will shape an increasingly complex global system. As great powers, the EU, the US and China will continue to shape the global operating environment in profound ways. Geopolitical swing states – countries such as India, Saudi Arabia, Turkey, South Africa and Brazil that are not specifically aligned with any major power or bloc – will gain more sway over the international agenda.

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Smaller countries and non-state actors will also seize on opportunities to redraw boundaries or otherwise shape their corner of the geopolitical multiverse. The war in Ukraine and geopolitical conflicts that have flared up in several other parts of the world may only be the beginning.  

De-risking global supply chains

The second defining feature of geostrategy in 2024 will be de-risking. The COVID-19 pandemic and the war in Ukraine highlighted countries’ global dependencies and the challenges in achieving resilience with just-in-time and globalized supply chains – especially when production was concentrated in a small number of markets.

Governments have responded by reengaging in or expanding their reliance on industrial policy. They are seeking to promote greater domestic production of critical products. In certain markets, geopolitical competition has already been embedded with these industrial policies. We will see more of this explicit connection between economic policy and foreign or national security policies in the year ahead.  

Countries race to innovate on and regulate AI

Building on its momentum in 2023, the geopolitics of AI will become more important in 2024. Governments will race to regulate AI to reduce the potential of sociopolitical risks. But policymakers will simultaneously try to foster domestic AI innovation to compete geopolitically. As a result, AI will be a central dynamic in US-China relations. In 2024, the dual races to innovate and regulate AI will accelerate the shift toward distinct geopolitical blocs.  

Oceans take geostrategic prominence

But 2024 will also be different in several important ways. The geopolitics of the oceans will feature more prominently in the global zeitgeist. The oceans are home to 94% of all life on our planet, and they are an increasingly important economic and national security resource. A staggering 90% of global goods trade is shipped via maritime routes, but many of the world’s busiest maritime transit corridors are at risk of geopolitical disruption. And deep-sea mining is forecast to account for at least one-third of the supply of critical minerals necessary for the energy transition. Companies will need to take ocean geopolitics into account when setting their supply chain and sustainability strategies.  

Elections everywhere all at once

And 2024 will be a year of elections – we call it the global elections supercycle. Voters will go to the polls in markets accounting for about 54% of the global population and nearly 60% of global GDP. This will generate regulatory and policy uncertainty in the short and medium term. We may look back on some – especially the US and EU – as the most consequential elections in decades, amid competing visions for international relationships and economic policy that will fundamentally impact the global business environment.  

The 2024 Geostrategic Outlook

Current events muddy the geopolitical outlook and raise the risk of more significant conflict escalation in the year ahead. But what is crystal clear is geopolitics has become a multiverse: a complex mix of alliances and rivalries, with overlapping bilateral, regional and other types of institutional groupings. These dynamics, coupled with more countries heading to the polls in 2024 than in any year in recent history, elevate the likelihood of geopolitical surprises in 2024 – on both the downside and the upside.

The geopolitics surrounding AI and the oceans are just two of the top 10 geopolitical developments in the 2024 Geostrategic Outlook. The EY Geostrategic Business Group selected these developments because they are most likely to have significant impacts on organizations across sectors and geographies in 2024. As executives seek to anticipate and plan for geopolitical disruptions, two key themes will be important to keep in mind in 2024. The first theme is multipolarity, as geopolitical power becomes more dispersed amid heightened competition between blocs or alliance networks. The second is de-risking, with countries’ policy stances seeking to reduce global dependencies, prioritizing national security (broadly defined) over purely economic considerations.

  • The geopolitical multiverse The growing influence of geopolitical swing states and smaller players seeking to change the status quo will create a more complex multiverse. Companies should realign their global footprint and corporate strategy to fit a multipolar geopolitical landscape.
  • Geopolitics of AI The dual races to innovate and regulate AI will accelerate the shift toward distinct geopolitical blocs. Companies need to develop business models and technology strategies around AI that account for different regulatory approaches across markets.
  • Domestic challenges in the US and China Political risks are heightened within each market and could have knock-on effects for geopolitics and global growth. Companies should factor internal challenges in the US and China, as well as their impact on other countries exposed to these two markets, into corporate strategies.
  • Global elections supercycle Multiple upcoming elections worldwide will generate regulatory and policy uncertainty, with long-term implications for industrial strategies, climate policies and ongoing military conflicts. Companies need to conduct scenario analysis to explore the potential impacts.
  • Prioritizing economic security Economic security measures to “de-risk” global interdependencies will be a prime tool in geostrategic competition. Companies should assess whether parts of their supply chains are strategic to governments now or strategic in the future and adapt their supply chain strategy accordingly.
  • The diversification agenda Value chain diversification will pose both upside and downside political risks for companies entering or expanding in alternative markets. Companies should rethink their supply chain strategies and potentially expand production capacity and supplier relationships in new markets.
  • Geopolitics of the oceans Competition over the world’s oceans will intensify in 2024, with implications for supply chains, data flows, food supplies and energy security. Companies should build resilience to the potential impacts of maritime shipping insurance rate increases, shipment delays or damaged cargos and vessels.
  • Competition for commodities Geopolitical competition will intensify to secure supplies of critical minerals, food and water. Companies need to analyze current and future access to renewable energy and water in markets around the world, as well as the potential for public attention to their water and energy usage.
  • Dual track green policies The national goals of economic growth and energy security will drive countries’ climate policies. Companies should incorporate policy-driven risks and opportunities into sustainability agendas, while staying ahead of the regulatory curve globally.
  • Climate adaptation imperative Even as policymakers strive to mitigate climate change through emissions reductions, the urgency of adapting to the current physical risks of climate change will come into sharper focus. Companies should explore opportunities for investing in nature-based solutions and other adaptation initiatives.

The top 10 geopolitical developments in the 2024 Geostrategic Outlook will have broad-based impacts on companies across sectors and geographies. But each development is likely to have more direct impacts on certain sectors and sub-sectors, particularly in the near to medium term.

  • Advanced manufacturing and mobility Economic security policies are likely to provide growth and investment opportunities for manufacturers. But the competition for commodities will affect the price and availability of critical inputs.
  • Consumer products and retail Climate policies may provide opportunities for consumer companies to invest in this space. But the risk of geopolitical tensions disrupting critical shipping lanes could raise shipping costs and insurance rates.
  • Energy and resources Dual track green policies will affect business models and strategies across the entire sector. Competition for commodities will pose risks and opportunities to miners, utilities and biofuels producers.
  • Financial services Economic security and the diversification agenda are affecting banks’ and insurers’ global footprints and strategies. And the geopolitical multiverse will affect foreign exchange rates and currency markets.
  • Government and infrastructure The global elections supercycle will in many cases slow the policymaking agenda. And elections systems will be at risk of foreign interference via cyberattacks, misinformation campaigns or financial operations.
  • Health sciences and wellness Economic security policies may affect companies’ global footprints and supply chains. The geopolitics of AI will affect companies that are exploring how to harness AI to transform healthcare.
  • Private equity Economic security is likely to create opportunities to finance investments and to launch more local start-funds. The geopolitics of AI and the climate adaptation imperative will affect funds’ investment theses.
  • Technology, media and telecommunications Economic security policies will affect the investments and sales of semiconductor manufacturers and telecommunications companies. Data centers’ high energy use could come under scrutiny.

Three steps to take to thrive amid the complexity

Multipolarity and de-risking will pose both challenges and opportunities for companies around the world. Each of the developments explored in the 2024 Geostrategic Outlook will affect companies in unique ways and will therefore necessitate specific geostrategic actions to capitalize on the opportunities they present while also mitigating the risks they pose. At a high level, there are three no-regrets geostrategic moves that companies should take.

1. Build geopolitical considerations into business models and strategies.

In this era of profound change in the international system, the importance of geopolitics to corporate strategy is at its highest level in a generation. Successfully weaving geopolitical dynamics into corporate strategy will increasingly be a competitive advantage.

2. Increase the resilience of global supply chains.

Many companies’ supply chains are exposed to geopolitical developments. Executives need to determine how they can better position their company’s operating model and supply chain strategy to proactively adjust and increase their resilience to geopolitical disruptions.

3. Adapt sustainability strategies to geopolitical realities.

Multipolarity and de-risking are influencing government approaches to policies regarding climate change and natural resources, which will affect companies’ sustainability requirements, costs, competitive opportunities and strategy. Executives should incorporate new policies and regulations, as well as signals for how such policies may evolve in the future, into their sustainability strategies.

Global executives seeking to anticipate and plan for geopolitical disruptions should keep two key themes of multipolarity and de-risking in mind in 2024. There are three pivotal steps to take to get ahead of the top developments coming in the next year.

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    Thinking and acting on ESG in a proactive way has lately become even more pressing. The US Business Roundtable released a new statement in August 2019 strongly affirming business's commitment to a broad range of stakeholders, including customers, employees, suppliers, communities, and, of course, shareholders. 1 See "Statement on the purpose of a corporation," Business Roundtable, 2019 ...

  5. PDF Chapter 1 Introduction to ESG

    Impact Investment. Investing into assets with the specific intent of generating positive, measurable social and environmental impact in conjunction with a financial return (which differentiates it from philanthropy). Usually associated with direct investments, such private equity, private debt and real estate.

  6. Introduction to ESG

    ESG, at its core, is a means by which companies can be evaluated with respect to a broad range of socially desirable ends. ESG describes a set of factors used to measure the non-financial impacts of particular investments and companies. At the same time, ESG also provides a range of business and investment opportunities.

  7. 7 Tips for Creating an Effective ESG Board of Directors presentation

    An Effective ESG Board of Director's presentation: An Environmental, Social, and Governance (ESG) Board of Director's presentation is a critical communication tool for sustainability and good governance organizations. It can educate directors about the organization's ESG performance, assess progress relative to goals, and make decisions about future priorities.

  8. PDF ESG: Environmental, Social, Governance

    COVID-19 has highlighted the social and governance elements within ESG as businesses seek to protect jobs, support efforts to control the spread of the virus and 'do the right thing'. 4. Transform. Define and design the desired future of your business and operating model and start the journey of transformation. 5.

  9. Free ESG Slide Template for PowerPoint

    The Free ESG Slide Template for PowerPoint provides editable slides for ESG presentations. ESG refers to the non-financial considerations of an organization, such as its environmental impact, social policies, and governance standards. Estimating such features is essential to the long-term growth and future of the company in every respect.

  10. How to make ESG real

    The 'how' of a company's environmental, social, and governance (ESG) proposition starts with recognizing what companies should be solving for: maintaining and reinforcing their social license to operate, in the face of rising externalities. Rising scrutiny of how companies address ESG means that a robust approach is more critical than ever, irrespective of whatever name one may choose to ...

  11. Does ESG really matter—and why?

    The fundamental issue that underlies each of the four ESG critiques is a failure to take adequate account of social license—that is, the perception by stakeholders that a business or industry is acting in a way that is fair, appropriate, and deserving of trust. 24 "'Corporate diplomacy': Why firms need to build ties with external stakeholders," Knowledge at Wharton, May 5, 2014; and ...

  12. Environmental social governance (esg)

    The document discusses Environmental, Social, and Governance (ESG) criteria. Over the past five years, the financial industry has adopted ESG as the standard terminology to evaluate extra-financial data that investors increasingly consider during comprehensive investment reviews. ESG criteria codify what companies disclose across environmental ...

  13. PDF ESG Investor Presentation 2021

    8 | Barclays ESG Investor Presentation 2021 | 23 February 2022 Our external ESG ratings 1 This ESG Assessment was originally provided by Vigeo Eiris, which is now part of Moody's ESG Solutions | Agency Rating type Scale (best to worst) 2019 2020 2021 Year on year MSCI ESG rating AAA -CCC BBB A AA Upgraded by one notch Sustainalytics ESG

  14. How to Stand Out With Impactful ESG Sustainability Report ...

    Resource: PowerPoint Templates for Corporate ESG Sustainability Report Presentations. The ESG sustainability report diagrams presented on this blog are available for download in our infoDiagram collection of ready-to-use templates. You will find many slides appropriate for institutional, business, and civil audiences in this presentation ...

  15. PDF 2021 Esg Presentation

    Purpose of the presentation 2021 ESG Presentation | Bonn | March 9, 2022 2 This ESG presentation brings together all of the Group's relevant ESG information and provides a transparent report of our progress with regard to our ESG KPIs and targets. It also allows us to address further ESG topics that are relevant for individual stakeholder groups.

  16. How to Present Social Sustainability of ESG Report With Visual

    Resource: Social Sustainability Report ESG PowerPoint Presentation Template and Layouts. The social sustainability report ESG layouts presented on this blog are available for download in the format of a PowerPoint file within the infoDiagram collection of ready-to-use PPTX templates. You will find many slides appropriate for institutional ...

  17. Environmental Social Governance PowerPoint and Google Slides ...

    Grab our detailed Environmental Social Governance (ESG) presentation template, meticulously designed for PowerPoint and Google Slides platforms, to depict the social, environmental, and governance criteria to evaluate a firm's performance. You can further convey how it can help investors and stakeholders determine the future financial ...

  18. PDF ESG Investor Presentation

    FMC Corporation is a leading agricultural sciences company that provides innovative solutions for crop protection, plant health, and professional pest and turf management. In this presentation, FMC showcases its environmental, social and governance (ESG) performance and goals, highlighting its commitment to sustainability, safety, diversity and innovation.

  19. ESG presentation

    ESG presentation. 1 min read. Download ING's ESG overview December 2023 (PDF 4.25 MB)

  20. ESG and sustainability

    Investors, regulators and stakeholders across society are increasingly demanding greater transparency from organizations on ESG and sustainability performance to help assess long-term value. To meet stakeholder demands, organizations should broaden the scope of their reporting and seek new ways of communicating strategic performance with both ...

  21. [Free] Download ESG Reporting Presentation Template

    Download free presentation template for ESG (Environment, Social and Governance) Reporting. This template is useful for corporates, business managers and business leaders to issue reports on ESG for their organization. The shapes, icons, fonts and color schemes are fully editable as per the requirement.

  22. PDF Environmental, Social & Governance

    Environmental, Social & Governance. October 2021. Enter "so what" if necessary -Century Gothic, Bold, Size 18 or smaller2. This presentation is made as of the date hereof and contains "forward-looking statements" as defined in Rule 3b-6 of the Securities Exchange Act of 1934, Rule 175 of the Securities Act of 1933, and relevant legal ...

  23. PDF PowerPoint Presentation

    How is Shell addressing the environmental, social and governance (ESG) challenges and opportunities in its business? Find out in this slide deck, which provides an update on Shell's ESG performance, targets and initiatives for 2023 and beyond. Learn how Shell is transforming its portfolio, reducing its emissions and creating value for its stakeholders.

  24. How the SEC's new rule could reveal more about a company's emissions

    This is part of a broader movement for more environmentally and socially conscious financial options, known as ESG investing. Today on the show, what the proposed climate disclosure rule says, why ...

  25. Heads Up

    Like this other guidance, the SEC's final rule leverages existing disclosure frameworks such as those established by the GHG Protocol and the Task Force on Climate-Related Financial Disclosures (TCFD).8 However, while the IFRS Sustainability Disclosure Standards and the CSRD broadly address sustainability and ESG matters, the SEC's final ...

  26. Comment: Flexibility is key to minding the ESG investment returns gap

    Corporations, governments and investors have been taking on ESG projects at a rate never seen before. Vast sums of money are being allocated to environmental, social, and governance projects, with ...

  27. ESG disclosure mandates & standards likely to spur rise in greenwashing

    Claims of greenwashing — allegations of fraud related to environmental, social & governance (ESG) matters involving misconduct or misstatements — will emerge more prominently in 2024.. Potential litigation is likely to focus around three major areas of ESG concerning: i) voluntary company disclosures; ii) litigation that challenges products and the integrity of companies' supply chains ...

  28. News Details

    The day will be centred around the Strategic Aspirations. During the day, senior management presentations will cover corporate strategy and purpose & sustainability (ESG), Research and early development, Product Supply as well research and development pipeline and performance within Diabetes care, Obesity care and Rare disease.

  29. Top 10 geopolitical risks for 2024

    The geopolitics surrounding AI and the oceans are just two of the top 10 geopolitical developments in the 2024 Geostrategic Outlook. The EY Geostrategic Business Group selected these developments because they are most likely to have significant impacts on organizations across sectors and geographies in 2024. As executives seek to anticipate and ...

  30. Page couldn't load • Instagram

    15 likes, 0 comments - onpurposecomms on March 4, 2024: "Listen. Learn. Loosen up. Let go. Some of the principles of communication to help mainstream vo..."