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ESG/CSR - Why do all Decision Makers Need to Deal With ESG?

Regardless of how you stand on the subject and what opinion you have formed so far; you will not be able to avoid this topic!

ESG - short for Environment, Social, Governance, expresses expectations of companies about their environmental and social behavior, as well as compliance with the laws in the countries where the company operates. The term ESG has replaced CSR in the discussion. This puts more emphasis on the environmental side and governance. At the same time, the core, corporate responsibility, is pushed into the background with the term ESG.

Companies are required to report on the extent to which they meet expectations. However, neither expectations nor reporting requirements are regulated in one place and uniformly. In addition to legal standards, the expectations of various stakeholders, from investors and banks to politicians and the public, customers and suppliers, and employees in particular, build up pressure on companies.

Overview
ESG Readiness
ESG Integration

How Diverse is the Impact of ESG on Companies Today?

For some companies, e.g. capital market-oriented companies, there is already an obligation to report on these topics in a comprehensible and mandatory manner, e.g. in the non-financial statement.

Other companies report on their position and a corresponding rating by rating agencies to achieve more favorable conditions on the capital market or to find investors. We have already seen voluntary commitments to CO2 neutrality. Banks are increasingly starting to ask about the attitude of borrowers, as credit institutions in turn must report on their investment portfolio. Still other companies are facing increased inquiries about their own stance in the human resources market.

Finally, the EU funds in the Green Deal and the discussions about the assessment of nuclear and gas power plants as EU taxonomy compliant should have made it clear to every entrepreneur and manager that something has started to move here that questions our previous ways of acting.

 

What Developments do Companies Need to Prepare for?

The mechanism of politics and public administration is relatively simple to describe. Companies are supposed to report in ever greater detail on their environmental behavior, social conduct, and compliance with the law so that capital providers can "invest in good companies." What is meant by good has long depended on the assessment of rating agencies, which have been much more divergent than we have been used to with financial ratings. The EU taxonomy, however, tries to draw the lines in a much more comprehensible and "scientific" way, and one can vividly imagine the lobbyist tug-of-war. In the end, however, there are criteria that separate good from bad.

If one follows the current discussions, it is also to be expected that the specifications, transparency requirements and expectations will be much more detailed for all three pillars of the ESG. As an example, the Commission's website suggests that the measures will not meet the 2050 CO2 target. The introduction of a social taxonomy has already been discussed.

The extensive disclosure of the EU taxonomy alone, the transparency requirements from the Supply Chain Act and the discussion of standards in the newly founded International Sustainability Standards Board, the counterpart to the IASB, show a clear direction: Companies need to disclose significantly more information on all aspects of ESG and set binding targets to meet responsibility.

Why Does ESG Need to be Integrated Into Management?

Anyone who reports publicly on issues and is expected to set goals knows that organizations need to be focused on these goals in management to be able to report on the achievement of the goals, on the improvement of the set-up in the following year.

This, and hopefully the realization that business as usual will not work, raises the question of how ESG can be integrated into management and how business models can be further developed to make the transformation of our economy successful for the good of all of us.

4C GROUP has always taken a holistic approach to corporate management, in which all instruments are considered with their effects in terms of effectiveness on objectives. Therefore, ESG must be consistently integrated from the strategy to the operational management systems.

Our core thesis is that ESG will eventually become such an integral part of all management processes that it can no longer be separated. "The purpose of business is to profitably solve problems of people and planet, and not profit from causing problems" (*British Academy). Therefore, we want to provide you with important impulses, basic information, and classifications via this platform.

The Business Case for ESG

ESG is not only a moral imperative but also a smart business strategy. Embracing ESG practices can enhance brand reputation, foster strong stakeholder relationships, and attract and retain top talent. It can also lead to operational efficiencies, cost savings, and risk mitigation. By integrating ESG into our business, we ensure long-term resilience and create value for our organization and stakeholders.
When does sustainability start to pay off? Here are some examples that illustrate its benefits:

  • Resource Efficiency: By avoiding excessive resource usage, minimizing rejects and waste, and improving occupational safety to reduce downtime, working sustainably can lead to cost savings and operational improvements.
Read More …

Success Factors

Success Factors for ESG Implementation

The integration of ESG (Environmental, Social, Governance) into the management of companies represents an increasingly important challenge, especially for organizations that want to grow sustainably while simultaneously fulfilling their social and environmental responsibilities. The following success factors are crucial for a successful implementation:

  • Strategic Anchoring: ESG must be considered a central component of the company's strategy. This requires a clear vision and commitment from the management level to integrate ESG principles into all business processes and decision-making.
  • Stakeholder Engagement: The active involvement of all relevant stakeholders - including employees, customers, suppliers, and the broader society - is essential. An open dialogue and understanding of the expectations and needs of these groups promote successful ESG integration.
  • Operational Excellence: ESG objectives should be embedded into the company's operational processes. This includes the development of clear guidelines, procedures, and control mechanisms to consider ESG criteria in daily work.
  • Measurement and Reporting: Setting measurable ESG goals and regularly reviewing progress are crucial. Transparent reporting on ESG performance strengthens stakeholder trust and enables continuous improvements.
  • Cultural Change: ESG often requires a shift in corporate culture. Promoting values such as sustainability, social responsibility, and ethical behavior at all levels of the company is essential.
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Client Testimonials

“
"The collaboration with the 4C GROUP in the context of the ESG reporting tool was pleasant and professional. The in-depth professional and technical expertise of the team and the ability to proactively integrate the latest developments at all times should be emphasised in particular. Even in a dynamically developing project environment, we were able to rely on the competent support and dependability of the 4C GROUP at all times."

Lukas Mangold, Manager Sustainability | AURELIUS Portfolio Management AG

“

CSRD

CSRD Reporting: More Transparency and Sustainability

The Corporate Sustainability Reporting Directive (CSRD) will expand the existing requirements of the Non-Financial Reporting Directive (NFRD) starting in 2024. Companies will be required to report more comprehensively and in a standardized manner on environmental, social, and governance (ESG) aspects. This now also applies to numerous medium-sized enterprises. The goal of the CSRD is to make sustainability data comparable and reliable, enabling stakeholders and investors to make informed decisions.

Leverage these new requirements as an opportunity to further develop your sustainability strategy and secure long-term competitive advantages. As an experienced management consultancy, we are here to support you in implementing the CSRD-together, we will ensure your future readiness!

NFRD vs. CSRD: An Overview of the Evolution

The Non-Financial Reporting Directive (NFRD) was an initial step in integrating sustainability issues into the reporting of European companies. However, it required only basic disclosures on social and environmental aspects and applied to a limited number of companies. With the new Corporate Sustainability Reporting Directive (CSRD), reporting is evolving further: the focus is now on a more detailed and standardized presentation of sustainability data.

The CSRD relies on clearly defined standards and expands the scope of companies required to report. This transition marks a significant shift: sustainability reporting is becoming an essential element of strategic corporate management, promoting measurable, future-oriented development.

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CSDDD: Focus on sustainable corporate practices

In contrast to the Corporate Sustainability Reporting Directive (CSRD), the Corporate Sustainability Due Diligence Directive (CSDDD) focuses on actively shaping responsible business practices. Companies are required to assess their entire value chains for risks related to human rights and environmental concerns. The goal is to ensure that business practices are ethical and sustainable.

The Corporate Sustainability Due Diligence Directive (CSDDD) was adopted by the European Union in the summer of 2024 and came into effect on July 25, 2024.

Member states have until July 26, 2026, to transpose the directive into national law. The application of the CSDDD will be phased in as follows:

  • From 2027: For EU companies with more than 5,000 employees and a worldwide net turnover exceeding 1.5 billion euros.
  • From 2028: For companies with more than 3,000 employees and a net turnover of 900 million euros.
  • From 2029: For companies with more than 1,000 employees and a net turnover of 450 million euros.

This phased introduction allows companies of different sizes to gradually prepare for the new requirements.

This is an embedded YouTube video which activates when you click on the play button.

EU Corporate Sustainability Reporting Directive - Opportunity or Compliance Challenge?

This discussion for executives addresses the new EU law and its strategies for board members, asset management, marketing, sales, and HR. The one-hour session with four experts demonstrates how the law can be viewed as an opportunity or a compliance issue and emphasizes the importance of smart compliance to save costs. It covers the impacts of the CSRD, adaptation strategies, human capital standards, and audits.

Learn more in our article or contact us for assistance with implementing the CSRD.

Contact us now

 

New Service Launched to Support EU Compliant Corporate Sustainability Reporting

We are proud to be among the top three companies with a greater collective expertise than any other firm when it comes to producing Corporate Sustainability Reports. These reports undergo independent audits in accordance with ISO standards. Together with Enterprise Engagement Alliance and HR Metrics we have united our efforts to support organizations of all scales worldwide in embracing the necessary shift towards a future characterized by enhanced transparency in management, marketing, and reporting.

Learn more here or contact our expert Dr. Heiko Mauterer here.

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Webcast to ESG

What does ESG mean for corporate management?

Stephan Grunwald, along with other experts, delved into this question in the CPM FactCast by Wolters Kluwer (CCH Tagetik product area). Among other topics, they discussed:

  • What does ESG mean and who is it relevant for?
  • What exactly do companies need to deliver and by when?
  • To what extent is ESG an auditing issue?
  • How does ESG affect employees within the company?"

View Webcast

“
ESG transformation is inevitable; it emphasizes ecological responsibility and governance, urging companies to report transparently on their actions and to respond to the expectations of various stakeholders.

Stephan Grunwald | Senior Partner CFO Advisory

“

Our Approach

Analysis and Strategy Development

We start with a comprehensive analysis of your current ESG positioning and develop a tailored strategy that takes into account your specific goals and challenges.

Stakeholder Integration

In the next step, we actively involve your stakeholders to ensure that all perspectives and needs are integrated into the planning.

Implementation

We assist you in the operational implementation of the ESG strategy, from adjusting internal processes to introducing new policies and control mechanisms.

Monitoring and Reporting

Finally, we establish an effective system for monitoring your ESG performance and reporting to internal and external stakeholders.


We support your Transformation.

 

 

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Insights

Download
4C Whitepaper: CSR reporting - legal requirements and strategic use

Discover now how you can use CSR effectively and generate added value. Read now!

Download PDF
Download
4C Study: Thesis Paper CSR Reporting

Discover in our new study and position paper on CSR reporting how companies are learning to optimize their CSR reports through their own experiences. Learn about the motivations behind these reports and prepare for the key issues that will be crucial for successful reporting in the future.

Download PDF
Download
4C E-Booklet: Diversity, a real lever for top performance in a volatile world!

Discover in our e-booklet how diversity can act as a real lever for top performance in a volatile world. Learn to understand diversity as a business case and successfully integrate it into your HR work using an effective framework.

Download PDF

Why 4C?

As your management consultancy, we understand the complexity and strategic importance of ESG for your business. Our holistic consulting approach ensures that ESG is seamlessly integrated into your corporate strategy and operational processes to create sustainable value. Our expertise in stakeholder communication, combined with proven methods for implementation and monitoring, makes us the ideal partner for your ESG project. Contact us today to find out how we can achieve your sustainability goals together.

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Your Experts

Stephan Grunwald

Senior Partner

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Dr. Heiko Mauterer

Senior Partner

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Relevant Articles

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We would like to point out that this website only offers a limited insight into our services. Our expertise and range of services cannot be fully represented on this platform. For individual advice and to address your specific concerns in the best possible way, we cordially invite you to contact us directly so that we can offer you tailor-made solutions.

Thank you for your trust. We look forward to hearing from you.

 

Claudia Bauer

Head of Marketing & Business Development

+49 89 599 882 0

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Maike Ring

Senior Expert Marketing & Business Development

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