Article
Jump-start your sustainability road map with an ESG maturity assessment
Understand where you are to explore where you want to be
Dec. 20, 2022 · Authored by Ed Mahon, Annelise Gerschke
As investors, consumers and legislation continue to place greater value and scrutiny on an organization’s environmental, social and governance (ESG) practices, organization leaders will face increased pressure to develop or evolve their ESG strategies. But before an organization can more purposefully integrate ESG into their business strategy, they must understand where they are today.
Through an ESG maturity assessment, organizations can better recognize strengths and areas of opportunity to create ESG programs that align closely to their strategy, culture and overall business goals. Evolving your strategy to reach your intended sustainability goals takes time but understanding where your organization stands will fuel the development of a strategic and intentional road map for the future.
Where do you think you are?
Using an ESG maturity assessment, organizations obtain a view into their current state and a baseline for measuring progress. With respect to environmental, social, governance, and general organization topics, the current state maturity of an organization can be assessed against four levels of maturity – initial, growth, operational and transformational.
Review the maturity level characteristics:
- Lack of analysis on whether environmental or social sustainability is a risk to the business or its stakeholders
- Defined ESG-related elements are not incorporated into strategic priorities
- ESG initiatives are viewed as too costly and/or unable to provide value to the organization
- Activities are driven by regulatory compliance only and ESG-related reporting and disclosure are minimal
- Organization strategy has defined ESG-related elements or an ESG strategy
- Taking action is recognized as a requirement to address ESG-related activities, risks and opportunities
- ESG initiatives are viewed as an investment in the organization that can create value
- ESG-related reporting and disclosure are completed infrequently or ad-hoc
- ESG sustainability is viewed as an important part of the business and its success
- Execution of the ESG strategy and related activities has begun
- Data management processes have been developed to measure the progress of those activities
- All ESG-related reporting and disclosure are completed annually (internally or at request by external parties)
- Organization embodies ESG-related activities that align with its strategy, culture and business plan
- The robust risk management processes include the assessment of ESG-related risks and opportunities
- Organization business models can adapt to a changing landscape
- ESG-related activities are communicated to the board and the executive leadership team regularly
- ESG-related reporting and disclosure is comprehensive and completed annually (internal/external), and external assurance is performed
