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    Governance 2

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    Proyecto Cemento
    The document discusses how companies and boards are addressing ESG priorities and opportunities. It examines how companies are putting ESG at the heart of their strategy, addressing challenges to establish an ESG mandate, and priorities for strengthening governance to support strategic decision making on ESG. The research shows executives believe ESG is a major commercial opportunity and route to innovation, growth, and long-term value.

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    Governance 2

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    Proyecto Cemento
    2 views1 page
    The document discusses how companies and boards are addressing ESG priorities and opportunities. It examines how companies are putting ESG at the heart of their strategy, addressing challenges to establish an ESG mandate, and priorities for strengthening governance to support strategic decision making on ESG. The research shows executives believe ESG is a major commercial opportunity and route to innovation, growth, and long-term value.

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    The document discusses how companies and boards are addressing ESG priorities and opportunities. It examines how companies are putting ESG at the heart of their strategy, addressing challenges to establish an ESG mandate, and priorities for strengthening governance to support strategic decision making on ESG. The research shows executives believe ESG is a major commercial opportunity and route to innovation, growth, and long-term value.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    2 views1 page

    Governance 2

    Uploaded by

    Proyecto Cemento
    The document discusses how companies and boards are addressing ESG priorities and opportunities. It examines how companies are putting ESG at the heart of their strategy, addressing challenges to establish an ESG mandate, and priorities for strengthening governance to support strategic decision making on ESG. The research shows executives believe ESG is a major commercial opportunity and route to innovation, growth, and long-term value.

    Copyright:

    © All Rights Reserved
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    of 1

    Foreword

    We are at a turning point in the sustainability and To help guide companies on the next evolution in
    environmental, social and governance (ESG) agenda. governance, EY teams has conducted this second
    edition of its Long-Term Value and Corporate Governance
    From the outside-in, we have now reached a stage
    Survey, building on our inaugural research in 2021.1
    where investors, regulators, policy-makers, employees,
    Drawing on insights from a survey of 200 corporate
    consumers and the public as a whole simply expect
    directors and senior managers from leading European
    a company, its management team and board to be
    companies — as well as in-depth interviews with
    actively addressing ESG priorities and opportunities.
    business leaders, academics and other experts in this
    The relationship between a company and its employees
    field, including EY own subject matter professionals —
    and stakeholders is being redefined by the sustainability
    we examine three areas:
    agenda, and their voices need to be heard.
    • How companies and boards are putting ESG at the
    From within the organization, executives are passionate
    heart of their strategy to build risk resilience while
    about making a difference to planet and people, and
    also driving new growth opportunities
    building their companies’ resilience, growth prospects
    and long-term value. In fact, as well as a route to greater • Why success means addressing major external and
    internal challenges, including economic uncertainty
    risk resilience in the face of increasing disruption, this
    and the need to establish a clear ESG mandate for
    research shows that executives today believe that ESG is,
    the board
    above all, a major commercial and growth opportunity.
    For leading companies, it will be a route to innovation • Three priorities for strengthening the governance
    across products, services and even business models, system to support strategic decision-making on ESG
    allowing them to shape the future of their industries and long-term sustainable growth: the right board
    operating model, composition and skills; innovative
    and stay a step ahead of disruption. By deploying an
    approaches to reward and remuneration; and
    ambitious long-term value approach that proactively
    effective ESG reporting and investor engagement
    addresses ESG factors, a company can outpace its
    competitors, improve profitability and unlock new We look forward to collaborating with CEOs and boards
    sources of value creation. on this critical topic, and our thanks go to the corporate
    leaders and experts who contributed their thinking to
    Robust corporate governance and a central role for
    this discussion paper.
    boards are critical for getting on the front foot with ESG
    and achieving the cultural and mindset change needed
    to drive a sustainability transformation. For executive
    teams to be proactive and build a winning position while
    dealing with competing priorities, they need a board
    that is empowered and has the operating model, data
    and capabilities it needs to provide strong direction,
    challenge and support. Without the right governance,
    there is a danger that a company’s ESG approach could
    Julie Linn Teigland Andrew Hobbs
    be ineffective, fragmented and reactive. EY EMEIA Area EY EMEIA Public
    Managing Partner Policy leader

    ¹ “Will there be a ‘next’ if corporate governance is focused on the ‘now’?”,


    EY Long-Term Value and Corporate Governance Survey, March 2021.

    4 |

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