The adoption of ESG (Environmental, Social, and Governance) practices has become one of the main priorities in the corporate world. Regardless of whether the motivation is to create a positive social impact or to strengthen the company's reputation in the market, 71% of Brazilian companies have adopted or have already initiated some sustainability action. The data are from the 'ESG Panorama 2024' survey recently released by the American Chamber of Commerce for Brazil (Amcham).
Even with an evolving landscape, the challenges for the success and integration of these initiatives within organizations are still immense. In addition to resource-related obstacles, there is a fundamental point that is sometimes overlooked: the connection with culture.This means that the theme must be linked to management, and in this sense, active involvement of top leadership is essential.
According to the Amcham report, 77% of respondents identified the role of CEOs as essential for promoting the ESG agenda in companies, reinforcing managers' responsibility for the development and continuation of actions internally.
A study by the German consulting firm Roland Berger also delves a little deeper into this perspective. The study highlights that for 84% of senior leadership in Brazil, sustainability is central to the business, but this drops to 42% when the same question is asked to other employees.
The difference in perception brought about 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 topic as a priority within the company's culture.
Integrating the ESG agenda
Without seeing value in what is proposed, it is difficult to count on the team's adherence and engagement. Therefore, for ESG practices to be effectively integrated, it is essential to incorporate them into the organizational culture – and there is no talk of culture without absolutely considering all hierarchical levels.
When talking about initiatives aimed at diversity and inclusion, for example, it is important to keep in mind what actions will be taken to ensure that the topic is not just words. In this sense, recruitment and selection processes, training and development, as well as internal policies for promotion and talent retention, are considered.
This integration requires transparency and open communication so that the values are absorbed and shared by employees, clients, and investors. In this way, it is important to inform about the initiatives carried out with the publication of reports, detailing achieved goals and areas for improvement. Additionally, 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 the organization is willing to embrace? After all, when the agenda is part of the company's DNA, every decision and action must reflect this commitment, which is the responsibility of everyone on that team.
