Environmental, Social & Governance Briefs

Eighty-two percent of board members, business owners, and corporate executives say it's necessary for companies to advocate for or take a stand on environmental, social, and governance (ESG) issues, as employees and customers increasingly demand that companies become more vocal. A majority also believe that advocacy by CEOs will increase in the next 18 months, following in the footsteps of recognizable leaders whose brands have inspired blue chip companies to use their voices.

Data privacy regulations challenge the growth of virtual volunteer technologies, but companies that can navigate these challenges stand to improve employee engagement opportunities. At the World Volunteer Conference and Global Corporate Volunteer Council in Germany, companies discovered how technology can help them respond to the demands of their employees for meaningful volunteer engagements.

The recommendations in the NACD’s Blue Ribbon Commission report on board oversight of disruptive risks are relevant and should be considered a “must-read.” Unfortunately, what it doesn’t say as bluntly and strongly as it needs to say it is that the information many boards receive today from senior management isn’t what’s required to meet these new expectations.

For most businesses in China, including foreign firms, directly addressing the United Nations Sustainable Development Goals (SDGs) is unchartered territory. Many companies are still in the early stages of their sustainability journey in China, and existing programs often lack strategic intent or deep commitment. We see a tremendous opportunity for foreign firms to exploit areas of Chinese policy and SDG alignment to raise the impact and relevance of their sustainability programs in China.

The majority of companies do not measure standardized outcomes related to arts, despite the fact that doing so would help them show the effect of arts support on company objectives. The Impact Genome Project®, an initiative of Mission Measurement, provides a framework for standardized outcomes in the arts sector that companies should be utilizing to understand their contributions’ effectiveness.

Boards are expected to be more alert and foresighted. They must be prepared for more rapid situational assessment, faster reaction time and creative solutions for creating value and representing shareholders’ interests.

Companies promoting associate board experience for their young workers can cultivate leadership skills and loyalty among early and mid-career employees. Young employees want a level of social impact engagement that they find meaningful and accessible in the workplace. Providing that opportunity helps companies solve one of their biggest challenges: attracting and retaining the workforce of the future.