The Value Proposition for Corporate Environmental, Social and Governance Issues

Tim Mohin, Director of Corporate Responsibility at AMD

Tim Mohin, Director of Corporate Responsibility, AMD

Environmental, Social and Governance (ESG) has become a term of art within corporations, and a clear trend has emerged toward integrating ESG data into company value propositions. For example:

Socially responsible investing (SRI) is not new; in fact this year marks the 24th annual SRI Conference on Sustainable, Responsible, Impact Investing (formerly SRI in the Rockies). However, it seems to be picking up momentum in recent years. A few indicators of this trend:

A few weeks ago, here at AMD, we held a webinar for financial investors and analysts covering a summary of our corporate responsibility programs. This event helped to educate our stakeholders on AMD’s corporate responsibility programs and how they add value to our company.

Through events like this, awareness of ESG factors is growing. And ESG factors are beginning to have a bigger impact on company value propositions. For example, some multinationals have acquired “purpose-driven” companies (e.g., Coke’s acquisition of Honest TeaClorox’s acquisition of Burt’s BeesUnilever’s acquisition of Ben & Jerry’s) that attract socially and environmentally minded consumers and stakeholders. Other companies have implemented high visibility commitments and initiatives to address social or environmental challenges while driving business performance for shareholders (e.g.,General Electric’s EcomaginationIBM’s Smarter Planet). On the downside, the value propositions of companies that have experienced major ESG catastrophes — like the BP oil spill or the Enron collapse — can take a huge hit.

The Holy Grail for considering ESG is simplification. Even corporate responsibility professionals can be overwhelmed by the complexity and scope of ESG data. For example, the 2013 questionnaire for the Dow Jones Sustainability Index was nearly 100 pages long! The SASB and GISR (mentioned above) are both working towards narrowing the scope of ESG data to the indicators that can be easily utilized. (I have referred to this as keeping the “K” in KPI — Key Performance Indicators.) This is easier said than done because there are strong stakeholders that advocate for each facet of ESG criteria.

Looking ahead, as the market for social investment grows and more companies experience material upsides and risks from ESG issues, the market will likely increasingly consider these factors in key investing decisions. Until then, our focus should be to continue to educate stakeholders on our company’s ESG record and why it matters.

Ultimately, all businesses are a part of a larger system. How they affect the health of that system is a material issue.

This article is adapted from a post by Tim Mohin on The Huffington Post blog. You can view the original here.

Tim Mohin is the director of Corporate Responsibility at AMD. He has worked in similar roles for Apple and Intel. He is the author of Changing Business from the Inside Out: A Treehugger’s Guide to Working in Corporations, heralded as “the ultimate insider’s guide, from someone who has been at the front lines of corporate change-making at some of the world’s biggest companies”.

Buy Changing Business from the Inside Out: A Treehugger’s Guide to Working in Corporations from the Greenleaf Publishing website.

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