000			01950nam a22001577a 4500
999			_c517756 _d517756
008			210728b ||||| |||| 00| 0 eng d
100			_aSerafeim, George _928008
245			_aSocial-impact efforts that create real value: The must be woven into your strategy and differentiate your company
260			_a Harvard Business Review
300			_a98(5), Sep-Oct, 2020: p.39-47
520			_aUntil the mid-2010s few investors paid attention to environmental, social, and governance (ESG) data—information about companies’ carbon footprints, labor policies, board makeup, and so forth. Today the data is widely used by investors. How can organizations create real value and impact from their ESG efforts? Too many companies have embraced a "box-ticking" culture and fail to see any value from their ESG efforts. I describe a five-pronged approach for companies to better manage and govern resources allocated to ESG issues. 1) Think ESG as competitive advantage 2) Create accountability for ESG throughout the organisation 3) Identify a corporate purpose and build a culture around it 4) Give ESG responsibilities to core business leaders 5) Commit to transparency to ensure learning and continuous improvement -Reproduced
650			_aSustainability; Sustainability Management; ESG; ESG (Environmental, Social, Governance) Performance; ESG Disclosure; ESG Disclosure Metrics; ESG Ratings; ESG Reporting; Social Impact; Impact Measurement; Social Innovation; Purpose; Corporate Purpose; Corporate Social Responsibility; Strategy; Social Enterprise; Society; Accounting; Investment; Environmental Sustainability; Climate Change; Corporate Strategy; Mission and Purpose; Corporate Social Responsibility and Impact; Financial Services Industry; Chemical Industry; Technology Industry; Consumer Products Industry; Pharmaceutical Industry _928009
773			_aHarvard Business Review
906			_aSUSTAINABILITY MANAGEMENT
942			_cAR