ESG can no longer be left out of boardrooms. With your front-row view, how did you see its interpretation evolve over the years?
‘For a long time, we saw companies search for ways to flesh-out the broad concept of ‘sustainability’. Sure, many were already seriously working on CO2 emissions or safety procedures for their own staff. But before the CSRD was launched, there was still an overall lack of a good conceptual framework for taking a structured approach to ESG. That is really a credit to the CSRD: it will not be non-committal.’
‘I myself also noticed a clear evolution in the needs with which companies have come knocking on our door. In the past, only industry forerunners came to us. They were mainly looking for tools to structure their sustainability actions or to pinpoint targets. Or to shape their sustainability story and bring it to life internally. Today, there are essentially two types of companies: a first group that has already done a lot of work around sustainability, and a second group where ESG has not yet been completely on the radar. For that first group, bringing structure to sustainability actions remains the top priority; they need to get their fundamentals right and prioritize. The second group, spurred by the CSRD, is taking a close look at its operations and ESG risks for the first time. This requires a completely fresh perspective on sustainability, but at the same time provides them with many new insights.’
‘Regardless of how far along their paths companies were before they approached us, you feel that this CSRD approach really does work. Together with our clients, we set priorities for their business based on the double materiality analysis. And those priorities are also a relief for companies. They often couldn’t see the wood for the trees. The steps we take with them, combined with the tools we provide, really help them move forward.’
