The adoption of ESG practices (Environmental, Social and Governance, in free translation) has become one of the main priorities in the corporate world. Regardless of whether the motivation is to cause a positive social impact or strengthen the reputational image before the market, 71% of Brazilian companies adopt or have already initiated some sustainability action. The data are from the survey 2024 ESG Panorama ESG 2024’ recently released by the American Chamber of Commerce for Brazil (Amcham).
Even with an evolving scenario, the challenges for the success and integration of these initiatives within organizations are still immense. In addition to the obstacles regarding resources, there is a fundamental point that sometimes tends to be neglected: the connection with culture. This means that the theme needs to be linked to management and, in this sense, the active involvement of senior leadership is fundamental.
Also according to the Amcham report, 77% of respondents pointed out the role of CEOs as essential for promoting the ESG agenda in companies, reinforcing the responsibility of managers for the development and continuity of actions internally.
A survey by German consultancy Roland Berger also deepens this perspective a little more. The study highlights that for 84% of top leadership in Brazil, sustainability is central to the business, but that there is a drop to 42% when the same question is asked to other employees.
The difference in perception brought by the research is caused by the lack of application of sustainability in the company's routine, internal communication issues and lack of synergy between goals and incentives.For 21% of respondents, it is necessary to treat the issue as a priority within the company culture.
Integrating the ESG agenda
Without seeing value in what is proposed, it is hardly possible to count on the adherence and engagement of the team. Thus, for ESG practices to be effectively incorporated, it is essential to integrate them into the organizational culture SO and there is no talk of culture without considering absolutely all hierarchical levels.
When talking about initiatives aimed at diversity and inclusion, for example, it is necessary to keep in mind what actions will be developed to ensure that the theme is not just discourse. In this sense, the processes of recruitment and selection, training and development are considered, as well as internal policies for the promotion and retention of talent.
This integration requires transparency and open communication so that values are assimilated and shared by employees, customers and investors. Thus, it is important to inform about the initiatives carried out with the publication of reports, detailing goals achieved and areas to improve. In addition, it is recommended to keep communication channels open, allowing feedback and suggestions from employees.
In the end, it is necessary to reflect on what this agenda represents: what values and principles is the organization willing to embrace? After all, when the agenda is part of the DNA of the company, each decision and action must reflect this commitment, which is the responsibility of all who form that team.
