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1、IBM Institute for Business Value|Research InsightsThe ESG data conundrum2With deep industry expertise,ecosystem partnerships,and proven methods,IBM Consulting Sustainability Services guides and advises clients on their journey to becoming a more sustainable enterprise.Through co-creation and sustain

2、ability strategic advisory services,we lead with ethical innovation and impact across all five business imperatives,from strategy and implementation to managed services.IBMs end-to-end capabilities embed sustainability into an organizations operations and culture across key practice areas:ESG report

3、ing and finance,climate risk assessment and adaptation,decarbonization and clean energy transition,responsible computing and green IT,and circular supply chains.IBM solutions such as Envizi and Environmental Intelligence Suite(EIS)increase transparency and reduce the cost,time,and burden of reportin

4、g with a single system of record so clients can focus on delivering ESG strategic outcomes.For more information please visit https:/ IBM can help1Unlock the value.Our research reveals that mature ESG data capabilities can create business value.Follow the path to profit.New surveying suggests that ES

5、G data and capability leaders are 43%more likely to outperform their peers on profitability.Implementation lags.While 95%of companies have operational ESG goals,only 10%have made significant progress toward meeting them.Consumer skepticism is skyrocketingespecially about sustainability.Only 2 in 10

6、say they trust the statements companies make about environmental sustainabilitydown from 5 in 10 just two years ago.ESG data can benefit your bottom line.Key takeaways23Uncertainty as opportunityESG:Its all about the data.Some think ESG is necessary to manage 21st century risks,while others say it m

7、erely obstructs business and adds costs.However,the companies we surveyed saw effective use of ESG data as a way to accelerate profitability and growth.The IBM Institute for Business Value(IBV)analyzed the results of two in-depth surveys.In the first,we surveyed more than 20,000 consumers across 34

8、countries about their attitudes toward sustainability and social responsibility,and how these beliefs influence shopping,investing,and career decisions.For the second,we surveyed 2,500 executives across 22 industries,delving into their organizations ESG strategy,approach,and operationalization;what

9、benefits they expect from ESG initiatives;and how they weigh ESG against other business objectives.(See Study methodology,page 26.)The companies we surveyed told us that operationalizing ESG data and profitability dont have to be at odds.Top-performing companies dont make trade-offs between sustaina

10、bility,social responsibility,good governance,and shareholder value;they achieve all these outcomes at once.When that data is viewed as a vehicle for enhancing operations and driving business value,it generates insights that create opportunities and boost performance(see“ESG is more than you think,”p

11、age 5).A strategic approach to the use of ESG data in business operations can deliver higher revenue and improved profitability.4Transparent data can open the door to new markets,business models,partnerships,and investments.In a tight labor market,transparency on ESG data can also help attract and r

12、etain top talent.It creates opportunities with sustainability-focused partners and fosters deeper engagement with certain consumers.1Our research found that consumer commitment to sustainable development has intensified,even as economic challenges hamstring purchasing power.While more than half(51%)

13、of our consumer respondents say cost of living increases have made environmentally sustainable and socially responsible decisions more difficult in the last 12 months,roughly 6 in 10 say at least half of their purchases were branded environmentally sustainable or socially responsible in the same tim

14、eframe.Whats more,nearly half have paid a price premium for environmen-tally sustainable or socially responsible products in the last year.And some companies are tapping into these opportu-nities,converting ESG efforts into tangible business value.Theyre seeing higher revenue,improved profit-ability

15、,deeper customer engagementthis list goes onby approaching ESG as a transparency play that creates strategic business opportunities.These findings build on recent IBV research,which outlined how sustainability can drive transformation for the enterprise.However,that research also showed a striking i

16、mbalance between ambition and action,with organizations struggling to operationalize sustainability.2Our new research reveals that ESGthe capability for transparent reporting of environmental,social and governance performanceplays a critical role in enabling sustainability action.ESG data and insigh

17、ts can help leaders activate tangible performance improvements,especially in the environmental domain(see Celestica embeds sustainability across operations,page 6).With a clear line of sight into core operations,leaders can optimize ESG performance while reducing costs.But only a few companies have

18、reached this level.Rather than strategically harnessing ESG datausing it as a tool for identifying opportunities to innovate and improvemany organizations are narrowly focused on meeting immediate compliance demands.To deliver better business results,business leaders need to see ESG transparency thr

19、ough a new lens.And the need for change is urgent:consumers are increasingly skeptical of ESG claims.Only 20%of consumers say they trust the statements companies make about environmental sustainability,down from half just two years ago(see Figure 1).3Whats causing this decline?A lack of progress is

20、partly to blame.Our survey found that,while 95%of organi-zations have developed operational ESG propositions,only 10%have made significant progress toward their goals.Executives name inadequate data as the greatest obstacleeven more of a hurdle than regulatory barriers and inconsistent standards.Thi

21、s might be why about 6 in 10 executives say they make tradeoffs between financial and ESG objectives.Without the ability to access,analyze,and understand ESG data,they cant accurately predict which plans will both improve outcomes and deliver high ROI.Without data transparency,sustainable developmen

22、t remains out of reach.FIGURE 1 A time of distrustConsumer trust in corporate sustainability statements has plummeted.2021202320%48%50%40%30%20%10%0%In just 2 years,trust has dropped bymore than halfSource:2023 Consumer survey Q26.4:I trust statements companies make about environmental sustainabilit

23、y(yes or no);2021 Consumer survey Q16.1:I trust statements companies make about environmental sustainability(Extent you disagree/agree,1-5,4&5=agree).5PerspectiveESG is more than you thinkIn this paper,were focused on ESG as a transparency-enabler:a capability that validates a companys ESG commitmen

24、ts.When executives have easy access to ESG data,they can improve business performance and unlock new value.They can convert insights into business results by embedding relevant data in operations to improve performance or by engaging with customers and stakeholders to drive transformational growth.O

25、f course,how this is done will vary significantly between organizations and domainswith the environmental sphere offering many noteworthy opportunities.56Case studyCelestica embeds sustainability across operationsCelestica is a leader in design,manufacturing,hardware platform,and supply chain soluti

26、ons.For the global manufacturing industry,ESG reporting can be complicated and cumbersome,given the extensive portfolio of international sites requiring monitoring and auditing.Global data for many of Celesticas facilities was gathered and captured in spreadsheets,where calculations had to be done m

27、anually.Software has helped streamline the process.Celestica can now compile and transform data into usable outputs and help eliminate errors from manual data entry.Automation of complex calculations and reporting produces finance-grade,auditable data.This data and analytics capability will also all

28、ow Celestica to embed sustainability across the organization.As noted by Jessica Peixoto,Sustainability Manager,Celestica Inc.:“This governance model will trickle down into each team,tying sustainability into all aspects of the business.”67The business case for ESG76%of executives say ESG is central

29、 to their business strategy.Sustainability and ESG initiatives face heavy headwindsfrom inflation to geopolitical upheaval.Some question whether good intentions will wither in the face of a looming global recession.But our survey shows that enterprises are doubling down.Roughly three in four(76%)exe

30、cutives we surveyed now view ESG as central to their business strategy and more than 7 in 10(72%)approach it as a revenue enabler rather than cost center.And while most ESG efforts focus on compliance and risk management,many now expect to see improved profitability(45%)and improved innovation(35%).

31、Consumer commitment remains steadfast as well.Roughly two-thirds of consumers say environmental sustainability(68%)and social responsibility(65%)are very or extremely important to them.And more than 7 in 10 agree that they would be more willing to apply for a job with a company they consider environ

32、mentally sustainable or socially responsible.More than 40%even say they would be willing to accept a lower salary to work for an employer that is environmentally sustainable or socially responsibleand nearly one in four of those who changed jobs in the last 12 months say they did just that.Overall,t

33、he salary cut people say they would be willing to accept is close to 20%.8But individuals cant always assess how companies perform on the factors they care most about.While a broad set of ESG measures matter to consumers,roughly two in three executives say they must make trade-offs between different

34、 operational ESG objectives.Companies tend to focus on a narrower set of issues,often falling victim to carbon tunnel-vision(see Figure 2).To deliver on consumer expectations,executives need to think more broadly about ESG.They must prioritize transparency,break down barriers to ESG dataand funnel k

35、ey insights back into the organization.Most important ESG information for consumersMost reported metrics by organizationsHealth and safety73%150%Percent of women in workforceChild labor and forced compulsory labor70%246%Scope 1 GHG emissions,absoluteHuman rights69%345%Percent of women in leadership(

36、C-suite)Air pollution68%441%Scope 2 GHG emissions,absoluteWater consumption and treatment66%538%Scope 1 GHG emissions intensity FIGURE 2 The transparency mismatchESG reporting rarely addresses all the issues consumers care about.Source:Consumer survey Q19:Importance of the following sustainability i

37、nformation to you when making decisions to engage with an organization(1-5,4&5=very important);Executive survey Q15:ESG metrics organization is currently using.9Inadequate dataCustomer resistanceRegulatory barriersInconsistent standards37%39%37%41%Organizations face big barriers to operationalizing

38、ESG.Almost three in four(72%)of our business respondents agree that ESG needs to be a higher priority in their organization.Yet,getting there requires a major mindset shiftand a commitment to overcoming the barriers holding efforts back(see Figure 3).01FIGURE 3 Double threatData and regulations are

39、the top business challenges ESG efforts face.Source:Q24:What are your organizations biggest challenges in advancing its ESG agenda?Three big roadblocksESG goals are meaningless if they arent tied to real performance data.10Here are the three top obstacles organizations must address to deliver more v

40、alue with ESG:1.Bad intel Data is the lifeblood of ESG.It provides visibility into an organizations operations,letting leaders see where the business is reaching the barand where performance has fallen behind.ESG goals for the future lose their significance if they arent tied to current performance

41、data.And without the right information,its impossible for executives to assess the companys impact,identify improvement opportunities,or showcase successes.Whether theyre assessing the carbon footprint of operations,labor practices across the supply chain,or compensation practices,leaders need relia

42、ble,real-world information to set achievable targetsand measure meaningful progress(see Large European chemicals company uses an analytics platform to advance ESG goals,page 12).Yet,most of our executive survey respondents say their organizations struggle to manage,manipulate,and map data(see Figure

43、 4).Lots of manual data69%70%70%73%01Poor transparency in data calculationsDifficulty consolidating or manipulating dataDifficulty in mapping data across brands and geographiesFIGURE 4 Operational opacityExecutives say a host of data difficulties hold ESG efforts back.Source:Q36:Extent to which the

44、organizations ESG reporting and performance efforts are held back by following challenges.112.Too many standards The ESG reporting environment is littered with acronyms.From the International Sustainability Standards Board(ISSB)and the Global Reporting Initiative(GRI)to the Task Force on Climate-Rel

45、ated Financial Disclosures(TFCD)and the EUs Corporate Sustainability Reporting Directive(CSRD),its difficult to keep up with the ever-expanding list of ESG disclosure standards,frameworks,and requirements.In fact,there are more than 600 reporting provisions globally,each offering its own interpretat

46、ion of sustainability and social responsibilityand how companies can prove they are meeting the bar.This proliferation is creating confusion.When companies report on a variety of KPIs that assess ESG performance from different angles,it becomes harder for leaders to execute.Executives say that regul

47、atory barriers and inconsistent standards are two of the top challenges holding ESG efforts back.3.Lack of stakeholder visibility The executives we surveyed say theyre being pressured from business partners,board members,investors,and creditors to provide greater trans-parency around ESG initiatives

48、.There is growing frustration that ESG goals are not connected to credible action plans and clearer signs of progress.Our survey shows that consumers are also demanding more:Only one in three say they have sufficient ESG information to make sustainable investing decisions.Roughly 4 in 10 say they ha

49、ve enough data to make environmentally sustainable purchasing(41%)or employment(37%)decisions.36%say they have sufficient information for making socially responsible investment decisions.38%have enough information to make socially responsible employment decisions.This offers some insight into the dr

50、op-off in trust.While most organizations have laid out aspirational ESG plans,few are succeeding where the rubber hits the road.Our survey revealed that almost all(95%)organizations have developed operational ESG propositions,but only 41%have made progress against them.Just 1 in 10 say their progres

51、s has been significant.Stakeholders are frustrated that ESG goals are not connected to credible action plans.12Case studyLarge European chemicals company uses an analytics platform to advance ESG goalsA large European specialty chemicals company was struggling with fragmented and complex data of the

52、 product portfolio due to data silos and manual processing of sustainability and emissions information.In addition,the company lacked accurate and verified data,efficient data management,and a consistent methodology for calculating and allocating carbon emissions.This significantly hampered ESG repo

53、rting efforts and the ability to manage progress.Turning the challenge into opportunity,the company is creating an advanced analytics platform for transparent sustainability data management across value chains.The platform provides a single point of truth for sustainability analysis data,creates gre

54、ater transparency,and provides faster insights from automation and analytics.Through these insights,the company can not only meet reporting requirements,but also take informed action for tangible improvements.Looking forward,the company is looking to tap the platform to drive deeper sustain-ability

55、transformation.It plans to focus on planning,forecasting,and managing ESG KPIs and building informed scenarios for how to advance the companys top sustain-ability goals.1213ESG is more than compliance and reporting.Business leaders that elevate its role and can handle the data can drive engagement,i

56、nspire innovation,improve operationsand unify ecosystem partners around shared strategic goals.To do this,organizations should funnel data in two directions.Looking internally,embedding ESG data into operations to drive performance improvements.For example,integrating emissions data into core operat

57、ional or enterprise asset management systems can help leaders reduce the companys carbon footprint.Sharing transparent insights with others can help organizations strengthen relationships as well.It can build trust with customers,employees,and partners,create new market opportunities,and support inn

58、ovation and engagement.For example,transparency about labor conditions across the enterprise and supply chain can engage discerning consumers and talent pools.Similarly,showcasing trustworthy successes in gender parity and diversity can be a boon.Recent IBM Institute for Business Value research foun

59、d that organiza-tions identified as gender equity leaders report a 19%higher rate of revenue growth than others.4 Four pillars of successESG data and capability leaders are 43%more likely to outperform on profitabilityand 52%more likely to say ESG efforts have a huge impact on profitability.14Meanwh

60、ile,clarity on corporate governance can attract responsible investment funds or impact investors.By opening the door to these opportunities,the ESG capability can become a platform and catalyst for driving transformational growth and producing better outcomes(see Figure 5).5 To understand how ESGfra

61、med within wider sustainability efforts can facilitate enterprise-wide improvement,its useful to look to those businesses that are making progress in practice.Their leadership offers a roadmap that companies across sectors can follow.IBV research has identified a cohort of organizations with higher

62、maturity in four key areas that enable them to convert ESG to business value:Data and ecosystems:The sourcing and management of relevant ESG data across the organization and the partner ecosystem Digital tech:Enterprise architecture for ESG and the availability of ESG data in a clear dashboard Proce

63、ss and business integration:Embedding ESG metrics across functions Skills and decision-making:Adoption of new practices and availability of relevant ESG and sustainability skillsPerformance improvementsTransformational growthReporting frameworksMetricsOperationsAssetsSupply chain(Sterling/Blockchain

64、)StakeholdersBusiness partnersEmployeesCore functions EcosystemOperationsReportingComplianceEngagementInnovationRegulatory complianceRisk managementCustomer engagementEmployee engagementAccess to financeOpen innovationNew marketsNew products and servicesNew business modelsData managementValue creati

65、on and impactValue creation and impactData governanceESG objectivesESG platformESG platformFIGURE 5 Extracting business value from ESG dataInsights can drive both performance improvements and transformational growth.15We found that organizations with greater maturity in these four ESG capabilities f

66、inancially outperform their peers.They have an annual rate of revenue growth more than 10%higher than laggards and generate 5%higher shareholder return.ESG data and capability leaders are 43%more likely to outperform their peers on profitabilityand 52%more likely to attribute a very great impact of

67、their ESG efforts on profitability.More of them point to ESG as a driver of better risk management(+90%),greater access to finance(+85%),and a 21%greater improvement on their weighted cost of capital(see Figure 6).They also say ESG has a bigger impact on customer engagement(+70%),ability to attract

68、talent(+83%),and innovation(+72%).In terms of ESG outcomes,the group distinguishes itself on a broad set of goals:they report higher reductions in greenhouse gas emissions,are 34%more likely to outperform on corporate social respon-sibility,and are 51%more likely to outperform on diversity than thei

69、r peers.So how do they do it?Lets explore the four pillars that underpin a successful,mature ESG operating model.Data and ecosystemsWith the right data framework in place,companies can assess current ESG goals,credibly estimate the ROI of ESG initiatives,and manage complianceeven when reporting requ

70、irements shift.Having a clear line of sight into core operations is a lot more valuable than simply checking off compliance boxes.Take energy consumption as an example.With clear data on when,where,and why the business is using energy,leaders can optimize consumption and reduce costs without disrupt

71、ing essential business activity.ESG data and capability leaders are more than twice as likely than laggards to have made significant progress on establishing enterprise-wide data governance for ESG and putting in place an enter-prise-wide data warehouse.In addition,theyre 66%more likely to have made

72、 significant progress in creating an enterprise-wide system of record for ESG.High ESG maturityLow ESG maturity70%more56%33%Customer engagement90%more59%31%Risk management85%more50%27%Access to financeFIGURE 6 The amplifier effectBusiness leaders say operational ESG has a greater impact on performan

73、ce metrics.Source:Q23:Extent ESG generated improvements over the past 3 years.ESG-generated uplift16These capabilities facilitate a shift in the nature and role of ESG data,positioning it as a central resource for business value.Moving from past averages to real-time actualsfrom reactive analysis to

74、 proactive modellingenables greater transparency and can boost performance across the organization and the ecosystem.Leading organizations are actively collaborating with their partners on ESG.Shared data governance and common definitions let these companies source ESG data more successfully from th

75、eir partners.In addition,as many as 60%of leading organizations have integrated their ESG efforts with their partner ecosystem.To follow in the footsteps of ESG data and capability leaders,organizations must stop solely extracting and channeling data for reporting purposes and start viewing ESG data

76、 as part of a platform-enabled loop.This circular approach provides the foundation for continued performance improvement and transfor-mation.It makes ESG data and metrics part of the feedback loop that triggers adaptation and guides change.And it facilitates engagement with ecosystem partners on sus

77、tainability action(see Figure 7).Current focus of ESG discussionUntapped opportunityData shared between stakeholders and partners for ecosystem collaboration and open innovationData shared by stakeholders and partners for extended insightsData shared between business units within the enterprise for

78、integrationBusiness unitBusiness unitStakeholders&partnersStakeholders&partnersData shared with stakeholders and partners (e.g.,reporting)FIGURE 7 A platform-enabled feedback loopSharing data transparently triggers transformation and guides change.17Digital techLeading organizations are far more lik

79、ely than others to have made substantial progress in advancing their technology for ESG transparency.Theyve made more significant strides in furthering the overall enterprise architecture and integrating their ESG data into a dashboardand theyre 54%more likely to have developed a digital strategy th

80、at enables their ESG efforts.Leaders have also embraced the opportunities for scaling,accelerating,and augmenting ESG with exponential digital technologies.For example,leaders are 58%more likely than laggards to have developed the hybrid cloud capabilities for ESG,33%more likely to have made signifi

81、cant progress with AI for ESG,and more than twice as likely to have progressed significantly with the use of advanced analytics for ESG.They are also 79%more likely to have made progress in the use of automation for ESG.When asked which technologies are most important for ESG,executives highlight th

82、e role of advanced analytics in delivering ESG insights,and automation in boosting the efficiency,accuracy,and scaled impact of ESG efforts(see Figure 8).For example,automating manual data processes can make it faster and cheaper for companies to achieve transparency.Applying advanced analytics can

83、also pinpoint improvement opportunities and support modelling that informs more sustainable decisions.These technologies dont operate in isolation but complement each other in driving improved performance.If executives look through a particular technology lens,rather than focus on how they can creat

84、e the greatest impact,immense potential is left on the table.Interactions among several technol-ogiesand with other organizational capabilities enable and drive the improvements needed for moving the needle on ESG and sustainability.6Advanced analyticsInternet of ThingsAutomationAIHybrid cloud43%46%

85、57%49%64%FIGURE 8 Exponential tech elevates ESGInnovations work in concert to boost performance.Source:Q32:Most important technologies in advancing the organizations ESG.Most important technologies enabling ESG18Moreover,sustainability is a team sport.Tapping insights across the ecosystem is essenti

86、al to making meaningful performance improvementsand that requires an open technology architecture.Interoperability and open standards arent just buzzwords.Theyre crucial for digital technology to provide the greatest lift for ESG transparency and sustainability improvements.Process and business inte

87、grationTo drive real improvement,ESG data and metrics should be embedded into core operations,processes,functions,and workflows.Such integration is key to weaving sustainability into day-to-day tasks and activities.7 ESG data and capability leaders are far more likely to have ESG metrics incorporate

88、d into their innovation and digital transformation efforts and integrated into finance functions.The latter echoes recent IBV research highlighting the important role of finance in supporting an organizations sustainability efforts.8 Across all organizations,the integration of ESG metrics into core

89、functions is limited,mostly focused on risk management(44%),brand strategy(40%),and customer service/engagement(39%).Only 20%are integrating ESG metrics into supply chain operations;26%into procurement and sourcing;and just 11%into real estate and facilities management.This offers a window into huge

90、,missed opportunities.Companies pursuing value-driven sustainability must look for change opportunities that will create a ripple effect.Their view should cut across traditional functional silos and processesunlocking opportu-nities for rapid improvement at scale.Skills and decision-makingESG data a

91、nd insights need to filter through the organization to inform real-time decision-making.And the decision rights on sustainable action need to be distributed across the organization rather than centralized at the top.Change starts at the task level.For example,some organizations use internal carbon p

92、ricing as a mechanism to help justify investments that may have an impact on carbon emissions,a practice that is,at least to some extent,being adopted by 24%of the organizations surveyed.Furthermore,as noted in our latest CEO study,some companies tie executive and non-executive compensation to meeti

93、ng ESG targets.9 Using ESG data and metrics to inform daily decisions can have an exponential impact on performance.But for employees to actively use ESG data to advance sustainability,they need to be both empowered and enabled.People also need sustainability skills to translate ESG data into sustai

94、nable action.Executives we surveyed say more than 30%of the workforce require sustainability skills today.And as the demand continues to grow,defining pathways for developing,accessing,and retaining relevant sustain-ability skills becomes critical.More than half(56%)of executives cite high attrition

95、 of employees with sustainability skills as holding back their sustain-ability efforts.19While the shift toward ESG-enabled sustainability is driven by peoplefrom the bottom upit must be facilitated from the top down through appropriate governance.This requires collaboration and commitment across th

96、e organizations leadership,with each executive understanding their role.In the context of ESG,the Chief Sustainability Officer(CSO)acts as the source of continuity across the different areas of responsibility,working with different C-level colleagues as appropriate(Figure 9).While the CSO role is of

97、ten in flux,focusing on different priorities at different organizations,many are moving into an orchestrating position.Whatever goals the company aims to achieve,the CSO will be critical in pushing sustainability forward.Responsible C-level executive1st2nd3rdESG strategyCEOCSOCOOESG targetsCOOCEOCSO

98、/CIOESG budgetingCFOCOOCSOESG performanceCSOCCOCMOESG reportingCSOCIOCCOFIGURE 9Many parts to playOwnership of ESG cuts across the C-suite.most citedmost citedmost citedNote:CSO=Chief Sustainability Officer,CIO=Chief Information Officer,CCO=Chief Compliance Officer,CEO=Chief Executive Officer,COO=Ch

99、ief Operating Officer,CMO=Chief Marketing Officer.Source:Q31:C-suite responsible for the following ESG areas.ESG-enabled sustainability must be facilitated from the top downwith each executive understanding their role.202021What will it take to move the needle on ESG transparency and sustainability

100、performance?And how can leaders build on those successes to boost the bottom line?It starts with changing human behavior.It is through thousandsor millionsof daily actions that an organizations sustainability strategy is brought to life.No CEO statement or glossy report can make the same impact,rega

101、rdless of how informed,reliable,and compliant it may be.Not all operational ESG decisions are tied to functions and rank.Many are tied to the choices individual employees and partners make every daychoices that are influenced by the information they have at hand.As much as ESG data needs to be deliv

102、ered by enterprise operations for reliable reporting,it needs to flow back throughout the organization for improved performance.Employees should be trained to access and understand ESG data and empowered to adjust their daily decisions based on their insights.And this only becomes more important as

103、environmental and social issues grow more urgent.According to the World Economic Forum,most of the risks business leaders expect to face in both the short-and long-term fall under the ESG umbrella.10 From pollution and resource consumption to social displacement and diversity pay,organizations need

104、to be readyand ableto prove theyre doing what they say.Businesses that build the right ESG capabilities will be prepared to update their practices to meet shifting expectations and report on the metrics that matter most.With the right informationand transparency about progressbusinesses can be part

105、of the solution to the worlds most pressing problems.Executives can stop making tradeoffs between ESG and profitability and start finding ways to drive sustainable growth.People make the difference Operational ESG success is defined by the choices employees and partners make every day.22 Action guid

106、eDriving sustainability through ESG transparency is a journey of continuous improvement.Organizations with more mature capabilities should not view their position as an end-state but rather as a platform for amplifying business value.Heres how enterprises can improve their situations and better prep

107、are for the marketplace of tomorrow.01Start moving.Clarify your ESG objectives and what you are trying to achieve.Align your ESG efforts to your business strategy and goals.Map data needs against ESG requirements.Determine what information you need and for what purpose.Identify immediate and pragmat

108、ic opportunities to make progress.02Be transparent.Source and migrate data from across your enterprise into a single system of record for ESG.Create a data platform and integrated ESG dashboard for shared visibility and performance management.Share performance without cherry-picking results.Be clear

109、 about data sources,quality,and calculations underpinning ESG KPIs.03Be direct.Report on what is relevant from a materiality point of view,as well as what is required,without obfuscation.Specify an action plan and interim goals for meeting ESG targets.Be honest about where the organization needs to

110、improve.Activate the use of ESG data and insights for improved performance across the enterprise and ecosystems.For example,use pricing,budgeting,and incentive mechanisms based on sustainability metrics and data.23Action guide04Scale,automate,and augment with abandon.Create APIs from enterprise syst

111、ems to accelerate ongoing data delivery to the ESG platform.Automate ESG processes and reporting capabilities to keep data current.Tap AI for enhanced insights into performance,predictive analysis,and scenario development.05Orchestrate the ecosystem.Align with ecosystem partners on ESG definitions a

112、nd standards.Dont wait for others to lead.Proactively establish ESG data governance principles with stakeholders.Share ESG data and KPIs with ecosystem partners and stakeholders for collaboration and co-creation.06Capitalize on trust.Define,build,and manage organizational capabilities and skills for

113、 ESG reporting and performance.Make change management and stakeholder engagement an integral part of your ESG journey.Use your enhanced ESG posture to build trust with consumers and employees,unlock new market opportunities,and grow revenue through partnerships.24Arun BiswasManaging Partner,Strategi

114、c Sales and Sustainability Consulting,APAC,IBM Consulting Elisabeth Goos Partner,Market Leader Sustainability Services,EMEA and DACH,IBM C specializes in technology-enabled enterprise transformation.He helps clients accelerate their digital transformation and sustainability journeys using the power

115、of emerging technologies,such as AI,IoT,Blockchain,and Hybrid Cloud.He acts as a trusted advisor to the C-suite and helps them achieve revenue and profit growth with a net-positive impact on people and the planet.He is based in Singapore and is currently part of IBM Consultings Asia-Pacific and Glob

116、al Leadership Team.Jacob Dencik,Ph.D.Chief Economist and Global Sustainability Research Leader,IBM Institute for Business V is responsible for leading the IBVs research ontopics related to technology and implications on theglobal economy.He has extensive experience advisingcompanies around the world

117、 on their global operations.He has also advised governments as an expert and economist on competitiveness,foreign direct investment(FDI),sector/cluster analysis,and innovation.Jacob holds a Ph.D.in public policy and economics from Bath University in the UK.Elisabeth leads IBMs sustainability service

118、s business in EMEA and DACH.With a global consulting and corporate sustainability strategy and innovation background,she helps our clients accelerate their digital transformation and sustainability journeys.She acts as a trusted advisor to the C-suite and works across the whole business to comply,op

119、timize,and transform,balancing profit growth and revenue with net-positive impact on people and the planet.She is based in Germany.About the authors2425Related ReportsThe 2021 CEO Study“The 2021 CEO Study:Find your essential.”IBM Institute for Business Value.February 2021.https:/ibm.co/c-suite-study

120、-ceo Sustainability as a transformation catalyst“Sustainability as a transformation catalyst:Trailblazers turn aspiration into action.”IBM Institute for Business Value.January 2022.https:/ibm.co/sustainability-transformation The sustainability imperative“The sustainability imperative:The integral ro

121、le of financequantified.”IBM Institute for Business Value.February 2023.https:/ibm.co/sustainability-initiatives-finance IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing research

122、-backed,technology-informed strategic insights that help leaders make smarter business decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of executives,consumers,and experts each year,synthesizing their perspectives

123、 into credible,inspiring,and actionable insights.To stay connected and informed,sign up to receive IBVs email newsletter at can also follow IBMIBV on Twitter or find us on LinkedIn at https:/ibm.co/ibv-linkedin.The right partner for a changing worldAt IBM,we collaborate with our clients,bringing tog

124、ether business insight,advanced research,and technology to give them a distinct advantage in todays rapidly changing environment.About Research InsightsResearch Insights are fact-based strategic insights for business executives on critical public-and private-sector issues.They are based on findings

125、from analysis of our own primary research studies.For more information,contact the IBM Institute for Business Value at .261 Bastit,Bruno,Terry Ellis,Paul Munday,Bruce Thompson,Dennis Sugrue,Esther Whielden,and Jennifer Laidlaw.“Key sustainability trends that will drive decision-making in 2023.”S&P G

126、lobal.January 26,2023.https:/ 2 Balta,Wayne,Manish Chawla,Jacob Dencik,and Spencer Lin.“Sustainability as a transformation catalyst:Trailblazers turn aspiration into action.”IBM Institute for Business Value.January 2022.https:/ibm.co/sustainability-transformation3 In the 2023 survey,respondents were

127、 asked to answer categorically if they trust the environmental statements made by companies.In 2021,the respondents were asked to answer on a scale(1-5)whether they disagreed or agreed with the statement that they trust the environ-mental statements made by companies(4 being somewhat agree and 5 str

128、ongly agree).We have compared the%of respondents answering 4 or 5 in 2021 with the%giving a categorical affirmative answer in 2023.4 Chambliss,Kelly,Kitty Cheney Reed,Carolyn Childers,Carla Grant-Pickens,Lindsay Kaplan,Nickie LaMoreaux,Salima Lin,Lula Mohanty,Paul Papas,and Joanne Wright.“Women in l

129、eadership:Why perception outpaces the pipelineand what to do about it.”IBM Institute for Business Value.March 2023.https:/ibm.co/women-leadership-20235 Balta,Wayne,Manish Chawla,Jacob Dencik,and Spencer Lin.“Sustainability as a transformation catalyst:Trailblazers turn aspiration into action.”IBM In

130、stitute for Business Value.January 2022.https:/ibm.co/sustainability-transformation6 Ibid.7 Ibid8 Proothi,Monica,Adam Thompson,Annette LaPrade,and Spencer Lin.“The sustainability imperative:The integral role of financequantified.”IBM Institute for Business Value.February 2023.https:/ibm.co/sustainab

131、ility-initiatives-finance9 “The 2022 CEO Study.Own your impact:Pathways to transformational sustainability.”IBM Institute for Business Value.May 2022.https:/ibm.co/c-suite-study-ceo10 “The Global Risks Report 2023.”World Economic Forum.January 2023.https:/www.weforum.org/reports/global-risks-report-

132、2023/digest/Notes and sources Study methodologyThe IBM Institute for Business Value(IBV)analyzed the results of two in-depth surveys.In the first,we surveyed more than 20,000 consumers across 34 countries about their attitudes toward sustainability and social responsibility,and how these beliefs inf

133、luence shopping,investing,and career decisions.We also went directly to business leaders,surveying 2,500 executives across 22 industries,delving into their organizations ESG strategy,approach,and operationalization;what benefits they expect from ESG initiatives;and how they weigh ESG against other b

134、usiness objectives.In addition to descriptive statistical analysis,we segmented the organizations surveyed based on their maturity in key ESG capabilities:Data,ecosystems,digital technology,processes and business integration,and people and skills.This yielded three distinct groups.One group stands o

135、ut in their maturity on all key capabilities.A second group have yet to make significant progress on any of the key capabilities but are placing a relative focus on advancing processes and people.The third group lags the leaders on all capabilities but is relatively more focused on the data and tech

136、nology levers.This group is also extending the ESG data capabilities into ecosystems,albeit far less than the leader group.By comparing the performance and practices of the higher maturity organizations against the other groups we were able to identify the capabilities and activities that distinguis

137、hes this group.These findings were just to ascertain the key pillars of progress for generating business value from ESG.27 Copyright IBM Corporation 2023IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|April 2023IBM,the IBM logo, and Watson are trademarks of I

138、nternational Business Machines Corp.,registered in many jurisdictions worldwide.Other product and service names might be trademarks of IBM or other companies.A current list of IBM trademarks is available on the web at“Copyright and trademark information”at: document is current as of the initial date

139、 of publication and may be changed by IBM at any time.Not all offerings are available in every country in which IBM operates.THE INFORMATION IN THIS DOCUMENT IS PROVIDED“AS IS”WITHOUT ANY WARRANTY,EXPRESS OR IMPLIED,INCLUDING WITHOUT ANY WARRANTIES OF MERCHANTABILITY,FITNESS FOR A PARTICULAR PURPOSE

140、 AND ANY WARRANTY OR CONDITION OF NON-INFRINGEMENT.IBM products are warranted according to the terms and conditions of the agreements under which they are provided.This report is intended for general guidance only.It is not intended to be a substitute for detailed research or the exercise of profess

141、ional judgment.IBM shall not be responsible for any loss whatsoever sustained by any organization or person who relies on this publication.The data used in this report may be derived from third-party sources and IBM does not independently verify,validate or audit such data.The results from the use of such data are provided on an“as is”basis and IBM makes no representations or warranties,express or implied.R6RO7REX-USEN-03