CSR and Corporate Governance

8 Board-Level Actions to Embed Sustainability 🌍 Sustainability is increasingly recognized as a core driver of long-term business performance. However, its integration remains uneven, especially at the governance level. While many companies have advanced operational initiatives, few have established the board structures, oversight mechanisms, and decision-making processes required to embed sustainability into corporate governance. As expectations from regulators, investors, and other stakeholders evolve, boards must become catalysts for strategic alignment, risk management, and capital allocation that reflect environmental and social priorities. A common starting point is the creation of a dedicated committee within the board focused on sustainability. This structure provides continuity in oversight, supports alignment across business units, and ensures that environmental and social considerations are consistently reviewed at the highest level. Approving sustainability targets at the board level strengthens long-term commitment and reinforces accountability. Targets should be aligned with science, supported by credible data, and accompanied by clear milestones to guide performance tracking. Aligning executive compensation with sustainability outcomes helps translate commitments into operational action. Incentive structures that reward measurable progress on environmental and social issues increase internal alignment and focus. Boards should ensure that sustainability risks are integrated into the enterprise risk management system. This includes identifying physical and transition risks and evaluating the company’s resilience through forward-looking scenario analysis. Capital review processes should require that new investments include environmental and social impact metrics alongside financial projections. This supports more informed decision-making and strengthens the link between capital allocation and sustainability objectives. Disclosure oversight must be treated with the same level of rigor as financial reporting. Ensuring the accuracy and completeness of ESG data, supported by third-party assurance where appropriate, increases transparency and trust. Board capability on sustainability requires continuous development. This includes targeted training for directors and the inclusion of individuals with deep expertise in climate, human rights, biodiversity, or other material topics depending on the company’s context. Embedding sustainability in governance is not an add-on. It is an essential shift that enables boards to make informed and responsible decisions in a rapidly changing world. The companies that align governance with sustainability will be better positioned to manage risk, capture opportunity, and build long-term value. #sustainability #sustainable #business #governance #esg

📍 What's missing from your Board agenda? The conversation around climate risk has rightly moved to the forefront of board agendas, highlighting the critical role of governance in a changing world. But as companies and investors adopt a more strategic view of climate, directors also need to understand how this challenge is deeply connected to risks to people. A failure to manage environmental risks can create human rights vulnerabilities, just as a poor human rights record can undermine a company’s climate transition strategy. My article in The CEO Magazine argues that effectively managing human rights risk, or put simply "risk to people", is a core governance obligation, and one that belongs at the board level. Just as directors must understand climate risk, they must also understand their company's impact on human rights throughout its value chain. This is not a "set and forget" issue. It requires the same proactive, values-driven leadership that the climate crisis demands. If you are a company director, here are some questions to ask yourself: ❓ How are you ensuring you have access to human rights expertise to support your decision-making? ❓How are you staying across human rights-related risks in your operations and value chain? ❓How are you staying across human rights-related innovations? For example, what do you know about worker voice programs or living wage? You can read the article, and the complete list of strategic questions here: 🚀 https://lnkd.in/g3KiYzP7 Fair Futures Kimberly Randle Serena Grant Catherine Parsons Catie Shavin Tahlia McDonald Shannon Hobbs Sherry J. Wanjiru Hyun Jin Kim #Climatechange #Sustainability #HumanRights #Leadership

Corporate boards are under pressure from investors, regulators and markets to align with evolving disclosure requirements and rising expectations around managing climate and nature-related risks. Traditional governance focused on short-term shareholder returns is no longer appropriate in today’s context. The 𝗙𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗕𝗼𝗮𝗿𝗱𝘀 research by the Cambridge Institute for Sustainability Leadership (CISL), in collaboration with the global law firm DLA Piper, explores how boards can adapt to this changing landscape, not just for compliance, but to lead. Key Questions 🔹 What global legal and governance trends are reshaping boardroom expectations? 🔹How well do these trends align with a sustainable future? 🔹What practical implications do they have for how boards operate? The research identifies: 💡 7 legal trends directly linked to sustainability 💡 3 “big picture” shifts in board governance 💡 12 emerging practices shaping the future of boards What really sets companies apart is how they approach sustainability. Some still operate in a business-as-usual way, focused mainly on short-term returns. Others are starting to take a longer view, recognising that lasting value depends on respecting environmental and social limits. The most forward-looking boards go further, they put purpose at the centre, seeing profit as a means to achieve it, not the end goal. Moving from short-term thinking to a purpose-driven model is not just an adjustment, it’s a leadership challenge that requires boards, investors and policymakers to step up. 📄 This report is the last in a series of four of “The Future of Boards”: 🔗 https://lnkd.in/d_wyen9c Attached are 20 pivotal questions boards can use to guide discussion and strengthen their readiness for a sustainable future. #sustainability #governance #climateaction

So❓what is one practical action step from the Milieudefensie v Shell climate case that will help my company mitigate a risk of being sued in a similar case❓, I was asked yesterday. I took some time to answer (hence posting only today). My answer was: 💡A transparent and actionable transition plan. Let me explain why: ▶️ The judgment sways on a lot of detail - progress Shell has already made on its Scope 1 and 2 emissions; absence of specific Scope 3 emissions reduction targets for oil and gas sector; the difference, legally and practically speaking, between investments in say infrastructure supporting energy transition and new oil and gas fields. All these are relevant points for policy makers (seeking to fill policy gaps) and litigators (hoping to appeal the judgment/ bring a new case). But for businesses, this is noise in which the bigger picture is lost. ▶️ Outside of all this noise, we know that our economy needs to transition to net zero by 2050. Many businesses, including Shell, now have to write and implement a transition plan under the EU Corporate Sustainability Due Diligence Directive (CS3D). Transition plan is your company’s road map to net zero by 2050. ▶️ And here comes the point - yes transition plans have to meet certain parameters under CS3D - timelines and targets - but they are an obligation of MEANS, not only RESULTS. Your company has to make best efforts to transition, but you are the one to determine which steps to take on that journey. And your progress will be judged against those steps. 💡A transparent and actionable transition plan is your best strategy to mitigate your liability risk and avoid becoming a target of litigation like Milieudefensie v Shell. It asks you to be honest and ambitious, but also reasonable and prudent. These qualities come across in your transition plan and your actions. And climate litigants do notice. 💡But make no mistake - transition plan can also show you (and your investors) that your business has no future in the net zero economy. If, for example, you deem your company’s transition uneconomical, well, you need to stop and think. If it is uneconomical, then your business has no future in the net zero economy. Climate litigants will notice that too. 👇 If you want to learn more about requirements of transition plans under CS3D, see my previous post in the comments or message me directly. I have also linked the English translation of the Milieudefensie v Shell judgment in my comments. Graphic: Guidance on transition planning from the Transition Plan Taskforce (TPT). #climatechange #climaterisk #climatelitigation  #transitionplanning #corporatesustainability #CSRD #CS3D

🧩 𝐅𝐫𝐨𝐦 𝐋𝐚𝐋𝐚 𝐌𝐢𝐧𝐝𝐬𝐞𝐭 𝐭𝐨 𝐈𝐧𝐯𝐞𝐬𝐭𝐢𝐛𝐥𝐞 𝐄𝐧𝐭𝐞𝐫𝐩𝐫𝐢𝐬𝐞𝐬: 𝐖𝐡𝐲 𝐓𝐫𝐮𝐬𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐍𝐞𝐰 𝐂𝐮𝐫𝐫𝐞𝐧𝐜𝐲 𝐈📜 𝐓𝐡𝐞 𝐋𝐚𝐥𝐚 𝐋𝐞𝐠𝐚𝐜𝐲 Once upon a time in Corporate India, there lived the mighty Lala. No, not the character from Teletubbies, but the omnipresent “𝒃𝒐𝒔𝒔-𝒃𝒂𝒃𝒖-𝒐𝒘𝒏𝒆𝒓-𝒇𝒊𝒏𝒂𝒏𝒄𝒊𝒆𝒓-𝒔𝒕𝒓𝒂𝒕𝒆𝒈𝒊𝒔𝒕-𝑪𝑭𝑶-𝑯𝑹-𝒉𝒆𝒂𝒅-𝒂𝒏𝒅-𝒎𝒐𝒓𝒂𝒍-𝒄𝒐𝒎𝒑𝒂𝒔𝒔” all rolled into one. If you’re wondering how one man (it was almost always a man) could juggle all that, the answer is simple—he didn’t. He just barked orders while puffing on a cigar, and mysteriously, the company still functioned. 𝐈𝐈💰 𝐓𝐡𝐞 𝐈𝐧𝐯𝐞𝐬𝐭𝐨𝐫’𝐬 𝐍𝐞𝐰 𝐀𝐬𝐤: 𝐓𝐫𝐮𝐬𝐭 𝐎𝐯𝐞𝐫 𝐓𝐚𝐥𝐥 𝐓𝐚𝐥𝐞𝐬 Today, investors aren’t content with showmanship or family secrets. They want one thing: 𝐓𝐫𝐮𝐬𝐭. Without it, no serious investor will bet on you delivering a 5x return over the next decade. And trust isn’t built on loud promises or flashy valuations—it’s built on: ✅ Clean governance ✅ Financial transparency ✅ Confidence that your business can outlive the founder’s charisma 𝐈𝐈𝐈🌍 𝐋𝐞𝐬𝐬𝐨𝐧𝐬 𝐟𝐫𝐨𝐦 𝐄𝐮𝐫𝐨𝐩𝐞: 𝐓𝐫𝐮𝐬𝐭 𝐁𝐮𝐢𝐥𝐭 𝐎𝐯𝐞𝐫 𝐂𝐞𝐧𝐭𝐮𝐫𝐢𝐞𝐬 Traveling across Europe recently, I saw firsthand how these ecosystems have been carefully nurtured over centuries: 🇩🇰 #Denmark: Family-owned businesses span generations with clear succession planning and a deep sense of responsibility toward employees and society. 🇳🇴 #Norway: Businesses are anchored in long-term thinking, patiently reinvesting profits instead of chasing quick wins. 🇬🇧 #UnitedKingdom: Robust corporate governance and independent boards aren’t the exception—they’re the norm. These economies aren’t just wealthy; they’re some of the most livable places on the planet because trust and sustainability sit at the core of their business environments. 𝐈𝐯 📉 𝐁𝐚𝐜𝐤 𝐇𝐨𝐦𝐞: 𝐒𝐭𝐮𝐜𝐤 𝐢𝐧 𝐭𝐡𝐞 𝐋𝐚𝐥𝐚 𝐋𝐨𝐨𝐩 Whilst things are changing fast, too many Indian businesses remain trapped in outdated mindsets: 🚫 Opaque books 🚫 Family-run boards 🚫 Zero succession planning If India wants serious, long-term capital, it must foster this culture of trust. Governance isn’t a compliance headache—it’s the #1 factor determining whether investors believe they’ll make their 5x return or regret the decision for the next decade. 𝐯 📈 𝐓𝐡𝐞 𝐑𝐞𝐚𝐥 𝐒𝐡𝐢𝐟𝐭 India has already made impressive leaps on this front, thanks to the capital market boom, VC and PE growth, and the rapid financialisation. These forces have pushed businesses to focus on valuations—and with that comes the unavoidable demand for trust and governance. But as Robert Frost famously wrote, “there are miles to go before we sleep.” The journey has begun. The destination is in sight. Now, we just need to stay the course. #Governance #InvestibleIndia #TrustEqualsReturns BlueGreen Ventures

I'm often asked this question: Can linking remuneration to a company’s climate-related goals be a catalyst for corporate climate action?? With climate considerations now underscoring investor strategy, investee companies are expected to adopt climate as an underpinning strategy instead of just a nice-to-have addition after other performance metrics are met. Climate safeguards should, in fact “be adopted with as much priority as capital adequacy requirements,” argued Natasha Landell-Mills, CFA at Sarasin and Partners. Investors are voting with their feet, choosing to oppose the reappointment of remuneration committee members or abstain from voting if they do not see climate considerations underpinning firms’ strategies. There are different factors that companies need to consider to implement effective climate-linked incentive schemes according to Shai Ganu in Eco-Business : - A measured approach: Where should boards and management begin? First, they need to understand what their starting point is. Climate priorities must be decided upon and integrated into the company’s strategy, with baseline data measured, long-term targets set and interim climate goals clearly defined. - Addressing short-termism: Climate horizons often outlive the tenures of chief executives, senior management and potentially even directors, making short-termism one of the biggest challenges in effectively implementing climate-linked executive pay. If long-term decarbonisation goals and measurable near-term targets are not well-aligned, executives could end up chasing short-term numbers that are detrimental to the company’s longer-term climate targets. A potential solution to this would be to apportion climate-focused remuneration across various functions and departments within an organisation, looking beyond only senior management executives. - Climate literacy: This sensitivity to the nuances of climate standards and disclosures is something that requires an improvement in climate literacy throughout the entire organisation, from board members to employees and third-party vendors. At the board level, climate expertise should not be limited to just one or two board members. Instead, each and every director should develop an intellectual curiosity and make a personal commitment when it comes to learning about climate impact. While linking climate strategies to remuneration is important, it is just a starting point for deeper conversations about climate goals and how each function within the organisation can best align itself with them. It is not enough for only senior executives to be aware of the financial and operational impacts of climate change when it takes a whole organisation to translate climate strategies into reality. #compensationandbenefits #executivepay #pay #climatestrategy #longtermthinking #incentives #incentiveprograms https://lnkd.in/eMcJ5XAM

What’s the role of a CEO in the climate fight? At this year’s Climate Week in New York City, that question was one that loomed large. Amid more than 1,000 events and 5,000 participants, Solitaire Townsend and I had a sit-down with Jesper Brodin, CEO of IKEA and Ingka Group and chair of The B Team, for our #TwoStepsForward #podcast. Brodin has spent 30 years at IKEA, and nearly a decade as #CEO. Under his leadership, the company has grown revenues by 24% since the Paris Agreement—while cutting absolute climate pollution by more than 30%. That’s not intensity, that’s real reductions across Scopes 1, 2, and 3. Is he the exception or the rule? Well … yes. Brodin shared new data: 97% of CEOs say they remain committed—or even more committed—to sustainability. Yet half say they’re not comfortable speaking about it. The fear of being accused of greenwashing has created a chilling effect, even as companies accelerate action. That paradox—quiet progress in an era of loud skepticism—was at the heart of our discussion. We talked about: – Why fatalism (“doomism”) is the new climate denial—and how to fight it. – How middle management can drive change when CEOs hesitate. – Why circularity and raw materials are IKEA’s next big frontier. – And what it will take for CEOs to not just act, but to find the courage to lead vocally. Brodin also reflected on his upcoming departure from IKEA—and what legacy he hopes to leave behind. It was an honest, energizing, and hopeful conversation. #greenhushing #cwnyc #cwnyc25 #leadership 🎧 Listen here: https://lnkd.in/gHuP4ZAd

From almost losing big due to a blunder to becoming one of the biggest brands in the country. If you love chocolate, you probably know Cadbury. Actually no! You just probably know Cadbury. It's the market leader in India, with over 70% share and a loyal customer base. But in 2003, Cadbury faced a nightmare that threatened its reputation and business. It all started when a shopkeeper in Mumbai found worms in a bar of Cadbury Dairy Milk, the flagship product of the company. He complained to the Food and Drug Administration (FDA), which seized the chocolate stocks from Cadbury's plant and conducted a lab test. The test confirmed the presence of insects in the chocolate bar. The media picked up the story and as you might have guessed, it spread like wild fire. The public was outraged and scared. Cadbury's sales dropped by 30% during the peak festival season. In such situations is when the leaderships and brand managers are really tested. They pull of a damage recovery campaign has to be aligned right from CXOs, the brand managers till the on-field sales executives. And Cadbury didn't just handle the job at hand, they hit it out of the park. Here's what Cadbury did: Step 1: Acknowledge the problem and apologize The first thing Cadbury did was to acknowledge the problem and apologize to its customers. It issued a statement that explained the cause of the infestation and assured that its products were safe and of high quality. *Step 2: Improve the packaging* The next thing Cadbury did was to improve its packaging and communicate the change to its stakeholders. It invested Rs 25 crore to introduce a new double-layered packaging that was tamper-proof and insect-proof. And not just this they communicated this through smart and subtle nudges on TV ads, through distributors, and poster creatives to retailers. Step 3: Rebuild the trust and relationship between the trade and the consumers by outstanding communication It communicated the change through a massive advertising campaign that featured Amitabh Bachchan, the legendary Bollywood actor and a trusted icon in India. The iconic campaign, when we heard "Kuch Meetha Ho Jaye" (Let's have something sweet) for the first time from the brand. It showed Big B endorsing Cadbury's products and vouching for their quality and safety. The results of Cadbury's strategy were phenomenal. Within a year, it regained its lost market share and surged past its initial best to 75%. It also regained its customer confidence and loyalty, due to enhanced brand image. just goes to show how a company can turn a crisis into an opportunity and emerge even stronger with thoughtful communication and by just being honest. What do you learn from this story? ***************** Like what you read? you can support me through reposting And you can follow for more of such content here Shardul Nandapurkar

Examining comprehensive insights unveiled during the release of the report on 'Ride Hailing: A Platform for Economic Opportunities for Women in India,' authored by Oxford Economics for Uber and launched by the CII Center for Women Leadership, was an enriching and insightful experience. The report delineates a compelling narrative, emphasizing the symbiotic relationship between government initiatives and industry impact. Notably, an impressive 40% of employed female riders attribute their professional journey to ride-hailing services, citing safety, work-life balance, and career enhancement as paramount factors. The projected addition of half a million more women to the workforce by 2028 through ride-hailing is anticipated to contribute to the growth of city economies by over 1%. India has witnessed a transformative change under the visionary leadership of Prime Minister Shri Narendra Modi. Leveraging our demographic dividend has proven to be a game-changer. Currently, there is a 28% increase in women enrolling in higher education & with 56% of Jan Dhan accounts being owned by women - we are collectively working towards an equitable future. Additionally, a staggering 83% of Stand Up India entrepreneurs are women—a testament to the empowering policies dedicated by GOI to the Nation. Initiatives such as the Emergency Response Support System (providing a single emergency number, 112) across all Indian states and Safe City Projects in eight major cities further contribute to a sense of safety. The Periodic Labour Force Survey 2022-23 further validates this progress, indicating a substantial 4.2 percentage point increase in women's workforce participation, reaching an encouraging 37%. This leap is a significant stride towards achieving 'Women-led Development.' The collaborative synergy between the government and industry showcased in this initiative sets the stage for a transformative journey towards a 'Vikisit Bharat'—an India that not only witnesses progress but also embraces and propels it. The impact is clear: economic opportunities for women are expanding, and the nation is progressing on a path of inclusive development.