2024年从合规到竞争优势：利用ESG监管加速可持续性战略报告（英文版）-埃森哲

Fromcompliancetocompetitive

advantage

HarnessingESGregulationtoaccelerateyoursustainabilitystrategy

Tableofcontents

04

Introduction

08

Theshiftingsustainabilityregulatory

landscape

13

ThekeyESG

capabilitiestomovefromcompliance

tocompetitiveadvantage

26

Nextsteps

30

HowAccenturecanhelp

Fromcompliancetocompetitiveadvantage

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Abouttheauthors

StephanieJamison

SeniorManagingDirector

GlobalResourcesIndustryPracticesChair&SustainabilityServicesLead

StephanieisAccenture’sglobalResources

IndustryPracticesChair,whichincludestheutilities,chemicals,naturalresourcesand

energyindustries.SheisalsoAccenture’s

globalSustainabilityServicesLead.Intheseroles,andasamemberofAccenture’sGlobalManagementCommittee,Stephaniehas

responsibilityforhelpingAccentureclientsreachtheirnet-zerotargetsandbroader

sustainabilitygoals.

JensLaue

ManagingDirector,SustainabilityandCFO&EnterpriseValue,ESGMeasurement,

AnalyticsandPerformanceLead

JensisAccenture’sgloballeadforESG

Measurement,AnalyticsandPerformance

services.Hesupportscompaniesontheir

journeystomeetingregulatoryreporting

compliancerequirementsacrossjurisdictionsandstrivingforvaluecreationbyembeddingreliableESGdataintotheexecutiveteams

decision-making.

MichelaCoppola

SeniorManager,AccentureResearchLeadCFO&EnterpriseValue

Michelahasmorethan15yearsofresearchexperiencefocusedonunderstandinghow

companiesandindividualsadapttolong-termtrends.BasedinMunich,herresearchworkspansdifferent

areas,coveringtheneedsandchallengesoffinanceexecutives.ShehasaPh.D.ineconomicsandasa

post-doctoralresearcher,washeadoftheresearchunitattheUniversityofMannheimandattheMax-PlanckInstituteforSocialLawandSocialPolicy.

Specialthankstothefollowingcontributors:MatthewRobinson,MoniquedeRitter,HimanshuPatneyandSankaraNarayanan.

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Introduction

Fromcompliancetocompetitiveadvantage

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AscompaniesaroundtheworldlooktomeetCaseinpoint

tn-oaar,Astrategicapproachto

facearapidlyevolvingregulatorylandscapeclimatedisclosures

thatisquicklyimpactinghowtheythinkand

perform.AmongthesenewlyimplementedTomeetproposedSECclimateriskdisclosure

lawsandregulations,thereisawiderangeofrequirements,amultinationalfinancialservices

newenvironmental,socialandgovernancefirmsoughtAccenture’shelp.Thecompany

(ESG)reportingrequirements.Theseincludealsowantedassistancewithpreparingits

theEuropeanUnion’sCorporateSustainabilityCarbonDisclosureProject(CDP)report,since

ReportingDirective(CSRD),theUSSEC’sClimate-CDPisnowalignedwithframeworksthat

RelatedDisclosures(CRDs)andrequirementsunderpinglobalESGregulations,including

developedbytheInternationalSustainabilitynewrequirementsaroundclimateriskand

StandardsBoard(ISSB).opportunityreporting.Wehelpedthem

developastrategicplantointegrateand

Complyingwiththesenewrulescanbe

challengingastheyplacenewdemandson

bothfinanceandsustainabilityteams.But

theserequirementsalsopresentanopportunity

toleveragearapidlyevolvingsetofnew

technologiestohelporganizationsgatherbetter

information,makesmarterbusinessdecisionsand

createvaluefromsustainability.

maintainaclimateprogramwithinthecompany,

offeringguidanceongovernance,strategy,

riskmanagementandsettingspecificmetrics

andtargets.Today,theclienthassuccessfully

incorporatedtheirclimatestrategyintotheir

operations,allowingthemtomanageand

continuetheirreportingandriskmanagement

processes.Thispreparesthemtomeet

upcomingdisclosurerequirements.

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Bycombiningtechnologycapabilitiesand

humaningenuity,organizationscantransitionfrommerelycomplyingwithESGrequirements

todrivinggreatervaluefromtheirreinventionstrategies.

Our2023Reinventionresearch

foundthatReinventors,those

companiesthathavebuilt

thecapabilityforcontinuous

reinvention,increasedrevenuesbyanadditional15percentagepointscomparedtoothersurveyrespondentsfrom2019to2022.

Weexpectthegapinrevenuegrowthtoincreaseby2.4timesto37percentagepointsby2026.

Reinventorsarealsomoreprofitable.Their

averageprofitmargin(EBITDA/revenue)between2019and2022was5.6percentagepointshigherthantherest.Ourmodellingestimatesthat,for

theaverageReinventor,eachyearfollowingthe

adoptionofareinventionstrategyislinkedtoa2.9percentagepointupliftinmarginrelativetothosethatarenotpursuingreinvention.ButReinventors

don’tjustexcelonfinancialmeasures.They

outperformtheirpeersonnon-financialmetricsaswell.

Enterprisereinvention

Drivingvaluewithsustainabilityatthecore

Asour

recentReinventionresearch

validates,

reinventioniskeytobusinesssuccesstoday.

Althoughmanyorganizationsarekeentoreinventthemselves,only9%ofcompanieshavebuilt

thecapabilityforcontinuousreinvention.TheseReinventorsoutperformtheirpeersonfinancial

andnon-financialmetrics.Sustainabilityisa

notableareaoffocusforReinventors.Relativetotherestofrespondents,theyplantodrivefurtherimprovementstotheirsustainabilitycapabilitiesintheshort-term.Whileoneinfourcompanies

acrossthefullsampleexpectto“fundamentallyreinvent”sustainabilityattheirorganizations

overthenextthreeyears,oneintwoReinventorsdo.Thegrowingperformancegapcreates

animperativeforotherorganizationstofind

newwaystofurtheracceleratetheirreinventionjourney.

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HowcanorganizationsseizeAlso,only15%ofrespondentsaretakinga

groupofcompanieswithmorematureESG

measurementandmanagementcapabilitiesseesustainabilityasanopportunity,a

thisopportunitytomovefromstrategicapproachtothischallenge.This

compliancetogrowth?

Drawingfromourextensiveexperiencewithdifferentiatorandavaluedriverforthe

globalcompaniesandobservingleadingorganization.Theyalsoshowastrong“shared

practices,wehaveidentifiedninekeyESGESGaccountability”mindsetwithnearlythree-

measurement,managementandtalentquartersinvolvingthreeormoreexecutivesin

capabilitiesthatorganizationsneedtothecompany’sESGprogram.

develop.Toexplorehowwidespreadthese

capabilitiesare,andhowtheycancreateOurresearchalsoidentifiedcompaniesthat

competitiveadvantage,wesurveyedmorearestrictlyfocusedoncompliance.Forthis

than700ChiefFinancialOfficers(CFOs)group,sustainabilityandprofitablegrowthare

across11countriesandconductedin-depthseenasopposingforces.

interviewswithmorethanadozenfinance

andsustainabilityexecutives.

Astheregulatoryagendaintensifies,companiesthatcanpivotquicklyand

OurESGMeasurementandManagementapproachESGreportingstrategicallywill

Studyfoundthatwhilemanycompaniesbeabletomovefromsimplecomplianceto

areprioritizingcomplianceandbeginningcreatingaclearcompetitiveadvantagefor

toenhancetheirESGmeasurementandtheirorganizations.Throughoutthereport,

reportingcapabilities,only10%ofCFOswehaveincludedexamplesofcompanies

reporttheyarereadyforgranularthathavemadethecriticalshiftintheirESG

reportingmandates.measurementandmanagementthinking

andactivities.

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Theshiftingsustainabilityregulatorylandscape

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Policymakersareusingthreemechanismstoachievearangeofoutcomes(seeFigure1).

CFOsneedtounderstandthesemechanisms

anddevelopapproachesinlinewithregulators’objectives.

•Measuresaimedatincreasingmarket

transparencyandtherecognitionofESGrisksandopportunitiesbymandatingdisclosures.

•Measuresaimedatcreatingfairnessand

opportunityfordomesticallyproducedgoodsbysettingpricesonthecarboncontent

ofimports.

•Measuresaimedataffectingbusiness

decisionsbyprovidingincentivesandgrantsforspecificsustainableactivities.

Sustainability-relatedlegislationandregulationareincreasingrapidlyaroundtheworld,

resultinginanexpandedroleforCFOsand

financedepartments.Thesereportingandfiscalmeasureschangethecostsandconsequencesofbusinessasusual.TheyalsorequireattentionandactionbyCFOsasfinanceofficersandasdriversofbusinessperformance.Morethan90%ofthe

financeexecutivesinoursurveyagreethatESG

issueswillbeamajorfocusforthemoverthenextfiveyears.

“Companiescannotreallyaffordtoavoidembeddingsustainability:regulationmeansit’sbecoming

moreexpensivetopollutesotheyneedtogetasolidviewontheirmaterialenvironmentalimpact.”

HildeNordbø

Director&HeadofSustainabilityHandelsbanken

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Figure1.Overviewofcurrentandupcomingsustainabilityregulations

MechanismDescriptionSelectedregulations(notexhaustive)

Mandatorydisclosures

Measuresaimedat

increasingmarket

transparencyandthe

recognitionofrisksandopportunitiesrelatedtoESGfactors

Disclosuresatthecompanylevel

Disclosuresalongthesupplychain

CorporateSustainability

ReportingDirective(CSRD)

EUDeforestationRegulation

CaliforniaSB-253

SECClimateChange

DisclosureRules

BrazilResolution

153(ISSBstandards)

Australiaclimate-related

financialdisclosures(ISSBstandards)

EcodesignforSustainableProductsRegulation

CorporateSustainabilityDueDiligenceDirective(CSDDD)

Carbonpricing

Measuresaimedatcreatingalevelplayingfieldforhome-producedgoods,settingapriceonthecarboncontentofimport

EUCarbonBorder

AdjustmentMechanism(CBAM)

UKCarbonBorder

AdjustmentMechanism

USForeignPollutionFeeAct

Incentivesandgrants

Measuresaimedatdirectlyaffectinginvestmentdecisionsconcerningspecific(sustainable)

activities

InflationReductionAct(IRA)

Infrastructure

InvestmentandJobsAct(IIJA)

REPowerEUPlan

Legend:

InforcePendingapproval

Source:Accenture’sgroupingofexistingandproposedregulationsbasedonpubliclyavailabledocuments.

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Whilepressuregrows,companiesareunprepared

AlargemajorityofCFOs(81%)arefeeling

pressurefromatleastthreedifferentstakeholderstotakemoreactiononsustainabilityissues.

Governmentsandregulatorstopthelist,with72%ofrespondentscitingthemasasourceofpressure(seeFigure2).

GovernmentsandregulatorsareusingESG

disclosurestotriggerachangeinbusinesses’

sustainabilitypractices.Executivesexpectthesemandateswillcontinuetorise,withalmost85%

predictinganincreaseindisclosurerequirementswithinthenextthreeyears.

“Itisimportantthatwekeepoureyesoncreatingimpactinacompliant

way,ratherthanfocusingon

complianceandhopingthatitwillleadtohavinganimpact.”

LéonWijnands

HeadofSustainabilityINGNetherlands

Fromcompliancetocompetitiveadvantage

Manyrespondentssaythattheircompanies

aren’tfullypreparedtomeettheserequirements.Upcomingregulationsdemandthatcompaniesreportonrisksandopportunitiesrelatedto

climatechangeandseekexternalassuranceontheirdisclosures.Just22%ofCFOssurveyed

saytheyarewellpreparedtodoboth.IfweaddothergranularESGreportingmandates,such

asresourceuseandcircularity,thepercentagedropstoonly10%.

“Whenregulationsforceyoutolookatsomethingthatyouhaven’tpaidattentiontopreviously,youcan

gainnewinsightsandinspiration.Youcantranslatethisinputintoconcreteactionsandevendiscoverthatsomethinggoodforthe

environmentcanalsobenefitthebottomline.”

MassimoTerrevazzi

GroupCFO&ExecutiveDirectorPerfettiVanMelleGroup

19%37%

Figure2.Theurgencyaroundsustainabilityisclearacrossstakeholdergroups

Q.Doesyourorganizationfeelpressurefromthefollowing

stakeholderstoactonrelevantsustainabilityissues?(%CFOs)

72%71%

17%

17%

Regulators/governmentBoardmembers

55%54%

22%

Shareholders/investors

15%

Civilsociety

22%

47%

CompetitorsBanks/lenders

31%29%

26%

Clients/customers

23%

Insurers

18%

27%

Employees

PressuretotakelessactionPressuretotakemoreaction

Source:ESGMeasurementandManagementStudy,2023;N=730.

Introduction

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Caseinpoint

ESGsupportsambitioussustainabilitygoals

TheWiloGroupisamultinationaltechnologygroup

headquarteredinGermanyandoneoftheworld’sleading

suppliersofpumpsandpumpsystemsforbuildingservices,watermanagementandtheindustrialsector.

Thecompanyrecentlyembarkedonaverycomprehensive

changeeffort,redefineditsstrategicprioritiesandpositioneditsgroup-widesustainabilitystrategytobeoverarching.

Allotherfunctionalcorporatestrategiesaresubordinateto

it,withoutexception.TheyquicklyrealizedthatbuildingtherightESGmeasurementandmanagementcapabilitieswouldsupportthecompanyinitssustainabilitystrategyandalso

deliverontheirfinancialobjectives.

ThesupportoftheWiloExecutiveBoardwascrucial.

Throughanintegratedapproachandstrongleadership

commitment,Wilohassuccessfullyprioritizedsustainability,

demonstratingthepotentialofregulatoryframeworks—oftenseenasacomplianceburden—tocontributetotheirambitioussustainabilitygoals.

Fromcompliancetogrowth

Complyingwithnewregulationsshouldbejustthebeginningofanorganization’ssustainabilitystrategy.Yetinsightsfromoursurveyandin-

depthinterviewsshowthatorganizationsoftenstruggletoaligntheirlong-termaspirationstotheirshort-termobjectives.

Forexample,overthelongterm,asuccessful

sustainabilityprogramcanreducecostsby

makingproductioncyclesmoreefficientand

cuttingenergyuseandwaste.Itcanalsoincreaserevenuesbyopeningaccesstonewcustomer

segmentsormarkets.Considerfindingsfromour

2023IndustrialDecarbonizationresearch

thatfoundinnovationandgrowthwillbekey

toacceleratingtheenergytransition.Fifty-

onepercentoftheheavyindustryexecutives

surveyedplantolaunchorexpandproductsandserviceswithalowercarbonfootprintinthenextthreetofiveyears.Meanwhileoil,gasandpowerexecutivesexpecta24%revenuecontribution

forservicesthatenableindustrialandlogisticsdecarbonizationinfiveto10years.

Intheshortterm,however,challengescan

appeardifficulttoovercome.Initialcostscan

behighandmaynegativelyaffectmargins.

Surveyrespondentscited“highcosts”and“no

incentivesalignedtosustainability”asthetop

barrierstoinitiativesaimedattransformingtheiroperatingandbusinessmodelstobecomemoresustainable.Employeesmayalsoresistchangeiftheyareaskedtoadapttonewwaysofworking.

Ourstudyfindsthathigh

costsandthelackofincentivesalignedtosustainabilitygoalsaretopbarrierstotransformingoperationsandbusinessmodelstobecomemoresustainable.

Toovercomethesechallenges,manyofthe

executivesweinterviewedemphasizedthat

establishingclearandexplicitconnections

betweensustainabilityandbusinessoutcomesisnecessarytogainbuy-in.It’salsovital

toshowcasethebenefitsandvalue

generatedbyinvestinginthetechnology,toolsandtalentrequiredtodevelopmoremature

ESGcapabilities.

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ThekeyESG

capabilities

tomovefromcompliance

tocompetitiveadvantage

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Datacollection

Whetherandtowhatextentan

organizationhasautomatedESGdatacollection.

Dataquality

TheexistenceandsophisticationofframeworksandcontrolstoensureautomatedESGdataqualitywithinanorganization.

Dataavailabilityandintegration

AccesstoESGdataacrossbusinessunitsandfunctionsthroughan

integratedplatform.

Ourresearchandclientexperienceidentified

ninetechnology-andtalent-basedcapabilities

organizationsmustdeveloptomovebeyondmere

complianceandcreatecompetitiveadvantageastheyacceleratetheirsustainabilitystrategy.

Thesecapabilitiessitinthreecategories:

ESGmeasurement,ESGmanagementandtalent.

ESGmeasurement

Tocomplywithdisclosurerequirements,CFOsneedtobeabletoaccuratelymeasureESG

performance.ThisinvolveshavinginplacetherightprocessesandtechnologiestocollectalltherelevantESGdata,helpensureitsqualityandmakeitavailableacrosstheorganization.

TechnologieslikegenerativeAIcanplayacriticalroleinacceleratingtheautomationofdataanditsdisseminationthroughoutthebusiness.

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ESGmeasurementandmanagement

intheeraofgenerativeAI

It’sclearfromourresearchthatcompanieswithmoreadvancedcapabilitieswillbe

Caseinpoint

ESGdataplatformtodeliversustainablefinancetargets

ThisEurope-basedinvestmentbankhas

establisheditsglobalsustainabilitystrategywithafocusonsustainablefinanceandESGpoliciesandcommitments.TheyturnedtoAccenture

forhelpinbuildingacentralESGdataplatformtosupportthestrategyandeffort.Thisnew

platformallowsthebanktomeetregulator

expectations,measureandsteertheirgoals

forsustainablefinancetargetsandsupportkeypublicdisclosuresusingatech-basedsolution.

betterpositionedwhenitcomestocomplianceandwillprogressmorerapidlyontheirsustainabilityjourneys.UsinggenerativeAIcanbeapowerfulwaytoacceleratechangeandcreatevalue.

AccenturehasdevelopedanESG-specificlargelanguagemodel(LLM)thatcangeneratereportcomponentsfromsimplepromptsauserinputswithKPIs,goalsorachievements.

ItcanautomaticallystructureESGdata,keeptrackofregulatorychanges,assistindraftingESGdisclosuresandprovideanswerstoquestionssuchas:Whataremypeersincluding

intheirreportsthatwearenot?Areweclosertomeetingoursustainabilitygoalsthisyearcomparedtolastyear?

Inourtesting,wefoundthatsustainabilityprofessionalswhousedthemodelachieved

productivityincreasesofmorethan74%andqualityincreasesofmorethan22%comparedtothoseworkingwithoutit.

GenerativeAIdramaticallyreducesthelaborrequiredtostructuremanagementinformationandcreatereports,freeingupteamstoactonthestrategicinsightstheycontain.

Goingforward,GenerativeAIwillalsoimproveouremissionsforecastingcapabilities

andhelpusachieveournearandlong-termscience-basedtargets.Inthelong-term,thisgenerationaltechnologywillreinventhowwedothingstoday,unlockingnewefficiencies,unprecedentedinsightandESGperformance.

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ESGmanagement

It’salsoimportantthatCFOsmanagethe

company’sESGperformancewithconfidence.Thisinvolveslinkingnon-financialkey

performanceindicators(KPIs)tofinancialmetrics

andanalyzingandforecastingESGdatato

identifyrisksandopportunities.Toachievethis,regularnon-financialmonitoringisnecessary

toidentifyandaddressdiscrepanciesbetweenactualsandtargets.Italsorequiresgivingtheorganization’sleaderseasyaccesstoESG

informationinamannerthatcaninformstrategicbusinessdecisions.

Transparencyandintegrationofnon-financialKPIs

Theextenttowhichanorganization’snon-financialmetricsaredefinedandlinkedtofinancialreporting.

Fromcompliancetocompetitiveadvantage

Analyticalandforecastingtechnology

Theexistenceandsophistication

ofanorganization’stechnology(AIandgenerativeAI)foranalyzingandforecastingESGdata.

Leadershipaccessto

andconsumptionofESGinformation

Howorganizationalleadersaccess

anduseESGinformationforstrategic

decision-making,throughreal-timeinsightsandcustomizabledata

visualizations.

ESGconsiderationsinbusinessdecisions

TheextenttowhichESGfactorsareintegratedintoanorganization’s

businessstrategiesanddecision-makingprocesses.

“GenerativeAIrepresentsatrulypositivedevelopment.Therearesomanyareasinsustainabilitymanagementthatarestill

nascentandtheycangrowanddevelopmuchfasterthankstogenerativeAI.”

MargaretSmith

SeniorManagingDirectorandExecutiveDirectorAccentureCorporateServices&SustainabilityandBusinessOperations

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Talent

Underlyingbothmeasurementandmanagementistalent.WhilestrongESG

skillsareessentialinthefinanceteam,theyarealsocriticalforteamsoutsideoffinancesothattheycaneffectivelycollaboratewiththeirfinancecolleagues.

Totrulyintegratesustainabilityintobusinessperformance,it’scrucialtohavepeopleacrosstheorganizationwithbothfinancialandESGskills.

ESGskillsinthefinanceteam

ThelevelofESGexpertisewithinthefinanceorganization.

Financeskillsinthesustainabilityteam

TheextentoffinancialexpertiseavailablewithinthesustainabilityorESGteam.

Organizationscandevelopeachoftheseninecapabilitiestodifferentlevels

ofmaturity,rangingfromweaktostrong(seeFigure3).Companieswithmore

matureandstrongerESGmeasurementandmanagementcapabilitiesarebetterpositionedtobuildcompetitiveadvantageandacceleratetheirsustainability

strategy.Thisisalsoacriticalbuildingblocktothesuccessofanyenterprisereinventionstrategyandvaluecreation.

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Figure3.Theurgencyaroundsustainabilityisgrowingacrossstakeholdergroups

WeakESGmeasurementandmanagementcapabilities

Maturitylevels