The adoption of ESG (Environmental, Social and Governance, 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 reputational image in the market, 71% of Brazilian companies have adopted or have already started some sustainability action. The data is from the 'ESG Panorama 2024' survey 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 essential
Still 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 the German consultancy 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 there is a drop to 42% when the same question is asked to the other employees.
The difference in perception brought by the research is caused by the lack of application of sustainability in the company's routine, issues of internal communication 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 hardly possible to count on the team's adherence and engagement. Thus, for ESG practices to be effectively incorporated, it is essential to integrate 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 necessary to keep in mind which actions will be developed to ensure that the theme is not just talk. In this sense, the recruitment and selection processes are considered, training and development, in addition to internal policies for promotion and talent retention.
This integration requires transparency and open communication so that values are assimilated 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. Furthermore, 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, it is the responsibility of everyone who makes up that team.
