ESG

Companies that follow GRI’s sustainability reporting framework provide higher quality disclosures than those that don’t, according to a recent study by US-based consulting firm. High quality data leads to better decision making by the company, investors and other stakeholders, which can help drive both the bottom line and sustainable development.

Asia is ready to take its sustainability reporting to the next level: 79% of the 100 largest companies in Asia Pacific report on their sustainability impacts, surpassing even Europe and North America.

As companies integrate sustainability deeper into the fabric of their businesses, it is changing more than just how they manage themselves—it’s shaping their relationships with suppliers, stakeholders and investors as well.

In the last three years, there has been an expanding role of Environmental, Social and Governance (ESG) factors in the decision-making of investors worldwide. At the crux of this year’s discussion was a simple question: “Is investor appetite for more integrated, predictable and strategic ESG disclosure being met by businesses?”

Kudos to our Compliance team, winners of Texas Lawyer’s Legal Department of the Year – Corporate Compliance award.

Bringing together companies, investors and exchanges from across the world, GRI and the World Federation of Exchanges (WFE) co-hosted a round-table discussion to create a better understanding of how ESG reporting can be made more effective.

Timothy J. Mohin is the Chief Executive of GRI, developer of the world’s most widely used sustainability reporting standards. A veteran in the field of corporate sustainability reporting, he is now steering GRI to lead the evolution of sustainability reporting. Here's how he will do this.

A myth has long lingered in the private sector- the bottom line can only be driven by company-centered investments and business strategy. Today, however, the conversation has shifted from company-centered to stakeholder-centered, from bottom-line to triple-bottom line. And as CSR becomes more deeply integrated into core business strategy, a clear fact is emerging: Profit and Purpose should NOT be divorced. In fact, the opposite is true: These two make a power couple for companies seeking to be industry leaders.

Further reinforcing trends seen over the last six months, CECP: The CEO Force for Good has drawn together its current research base to develop a series of insights designed to help guide companies as they shape their social strategies, which have gained new global importance given the unique role they are suited to play in this time of sociopolitical uncertainty.